od intervention very nice ppt

8/11/2019 Od Intervention Very Nice Ppt

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OD Interventions

Ramakrishna Kongalla,Assistant Professor

R'tist @ Tourism


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OD interventions "Interventions" are principal learning processes

in the "action" stage of organizationdevelopment.

are strctred activities sed individall! or incomination to improve their social or taskperformance.

introdced ! a change agent as part of animprovement program

"#trctred activities" mean sch diverseprocedres as e$periential e$ercises,

%estionnaires, attitde srve!s, intervie&s,relevant grop discssions, and even lnchtimemeetings et&een the change agent and amemer of the client organization.

'ver! action that in(ences an organization)simprovement program in a change agent*clientR'tist @ Tourism


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+here are man! possile intervention strategies from &hich tochoose. #everal assmptions aot the natre andfnctioning of organizations are made in the choice of a

particlar strateg!. eckhard lists si$ sch assmptions- +he asic ilding locks of an organization are grops teams/.

+herefore, the asic nits of change are grops, not individals.

An al&a!s relevant change goal is the redction of inappropriatecompetition et&een parts of the organization and the development

of a more collaorative condition. Decision making in a health! organization is located &here the

information sorces are, rather than in a particlar role or level ofhierarch!.

Organizations, snits of organizations, and individalscontinosl! manage their a0airs against goals. 1ontrols are interim

measrements, not the asis of managerial strateg!. One goal of a health! organization is to develop generall! open

commnication, mtal trst, and con2dence et&een and acrosslevels.

People spport &hat the! help create. People a0ected ! a changemst e allo&ed active participation and a sense of o&nership in the

planning and condct of the change.R'tist @ Tourism


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Interventions range from those designed toimprove the e0ectiveness of individals throgh

those designed to deal &ith teams and grops,intergrop relations, and the total organization.

+here are interventions that focs on taskisses &hat people do/, and those that focson process isses ho& people go aot doingit/.

3inall!, interventions ma! e roghl! classi2edaccording to &hich change mechanism the!tend to emphasize-

for e$ample, feedack, a&areness of changingcltral norms, interaction and commnication,con(ict, and edcation throgh either ne&kno&ledge or skill practice.

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One of the most di4clt tasks confronting the change agent isto help create in the client s!stem a safe climate for learningand change. In a favorale climate, hman learning ilds onitself and contines inde2nitel! dring man)s lifetime.

Ot of ne& ehavior, ne& dilemmas and prolems emerge as thespiral contines p&ard to ne& levels. In an nfavorale climate,in contrast, learning is far less certain, and in an atmosphere ofps!chological threat, it often stops altogether.

5nfreezing old &a!s can e inhiited in organizations ecase

the climate makes emplo!ees feel that it is inappropriate toreveal tre feelings, even thogh sch revelations cold econstrctive.

In an inhiited atmosphere, therefore, necessar! feedack is notavailale. Also, tr!ing ot ne& &a!s ma! e vie&ed as risk!ecase it violates estalished norms.

#ch an organization ma! also e constrained ecase of the la&of s!stems- If one part changes, other parts &ill ecomeinvolved. 6ence, it is easier to maintain the stats %o.

6ierarchical athorit!, specialization, span of control, and othercharacteristics of formal s!stems also discoragee$perimentation.

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+he change agent mst address himself to allof these hazards and ostacles. #ome of thethings &hich &ill help him are- A real need in the client s!stem to change

7enine spport from management

#etting a personal e$ample- listening, spportingehavior

A sond ackgrond in the ehavioral sciences A &orking kno&ledge of s!stems theor!

A elief in man as a rational, self*edcating eingfll! capale of learning etter &a!s to do things.

A fe& e$amples of interventions inclde teamilding, coaching, 8arge 7rop Interventions,mentoring, performance appraisal, do&nsizing,+9:, and leadership development.

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:a;or +!pes of Interventions

+he 2eld of Organization Developmentses a variet! of processes, approaches,methods, techni%es, applications, etc.,these are often termed "interventions"/

to address organizational isses andgoals in order to increase performance.

+he follo&ing partial list of interventionsis organized generall! in the order

presented ! 1mmings and ?/.

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6man Process Interventions

7iding Individals

1oaching1onselingDelegating8eading:orale oosting/:entoring:otivating

7rop*ased

1on(ict :anagementDialoging

7rop 3acilitation7rop 8earning#elf*Directed


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+echnostrctral Interventions

Do&nsizing and Otsorcing

Organizing +asks, os and RolesOrganizing #ta0siness Process Re*'ngineeringI#O>BBB+otal 9alit! :anagement

#trategic Interventions

siness Planning

1ltral 1hange8arge*#cale InterventionsOrganizational +ransformation#trategic Planning

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6man Resorce :anagementInterventions

'mplo!ee Performance :anagement

'stalishing Performance 7oals

Performance PlansOservation and 3eedack'valating PerformanceRe&arding PerformanceRecognizing Performance Prolems"Performance 7aps"/Performance Improvement C

Development Plans#ta4ng3iring 'mplo!ees

'mplo!ee Development

1areer Development8eadership Development Planning:anagement Development Planning

Personal DevelopmentPersonal Prodctivit!Personal


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most common OD Interventions thatcompanies practice

=. Appl!ing criteria to goals

here the leadership estalishes o;ective criteria forthe otpts of the organization)s goal*settingprocesses. +hen the! hold people accontale notonl! for stating goals against those criteria t alsofor prodcing the desired reslts.

'$ample-Organizations are implementing the concept ofalanced #corecard, *:atri$ etc., to captre thegoals of the emplo!ees, &hich in trn is helpfl intheir assessment and mid*term correction of theirperformance.

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E. 'stalishing inter*nit task forces

+hese grops can cross oth fnctional parts of theorganization the "silos"/ as &ell as emplo!ee levels.+he! are ideall! accontale to one person and areappropriatel! re&arded for completing their assignedtask e0ectivel!. +hen the! disand.

'$ample-Organizations have introdced varios schemes forre&arding their emplo!ees for their performance,like-* Introdcing the concept of @ariale pa! in as a partof 1+1* #pot Recognition A&ard* Pro;ect ons, performance ons etc.,

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?. '$perimentation &ith alternative arrangements

+oda! organizations are s;ect to "management !

est*seller." +he goal in these interventions is tocreate &hat is eing called a "learning organization,"one that performs e$periments on organizationalstrctre and processes, anal!zes the reslts, andilds on them.

'$ample-Organizations toda! are targeting at streamliningthe process of 8earning and Development andencoraging the cltre of 8earning in theorganizations.* +argeting achieving mandator! man*da!s oftraining for their emplo!ees* Introdcing the 1ompetenc! ased practices

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F. Identif!ing "ke! commnicators"

+his is to carefll! determine &ho seems to e "in thekno&" &ithin the organization. +hese people often do notkno& that the! are, in fact, ke! commnicators. +hiscollection of individals is then fed honest informationdring critical times, one*on*one and con2dentiall!.

'$ample-De2ning the process of Organizational 1ommnicationpolic!* Introdcing +op G do&n and ottom G p 1ommnicationapproach

* Introdcing 'mplo!ee 3orms and #ggestion o$options for emplo!ee interaction* Identif!ing 1ritical emplo!ees in the organization andmaking them the rand Amassadors of their compan!

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H. Identif!ing "3ireale O0enses"

+his intervention deepens the nderstanding of

and commitment to the stated vales of theorganization. +his facilitates the &ork of the +op:anagement to ans&er the critical %estion, "If&e)re serios aot these vales, then &hat might

an emplo!ee do that &old e so a0rontive tothem that heCshe &old e 2red"

'$ample-* Plishing and Instilling @ales and eliefs

among all emplo!ees* Introdcing Policies like


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J. In*visioning

+his is actall! a set of interventions that help to

"accltrate" ever!one in the organization into an agreed*pon vision, mission, prpose, and vales. +heinterventions might inclde training, goal setting,organizational srve!*feedack, commnications planning,etc.

. +eam ilding

+his intervention can take man! forms.

'$ample-

+he most common is intervie&s and other pre*&ork,follo&ed ! a one* to three*da! o0site session. Dring themeeting the grop diagnoses its fnction as a nit andplans improvements in its operating procedres.

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L. Inter*grop Prolem #olving

+his intervention sall! involves &orking &iththe t&o grops separatel! efore ringing themtogether. +he! estalish common goals andnegotiate changes in ho& the grops interface.

'$ample-+his is practiced in Prodct Development1ompanies and most of the I+ and I+'#1ompanies.

* 3ocsed grop discssion are encoraged !the management, for generating etter ideasand concepts

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>. :anagementCleadership training

:an! OD professionals come from a training ackgrond. +he!nderstand that organizations cannot scceed long term&ithot &ell*trained leaders. +he OD contrition there can eto ensre that the development crriclm emphasizespractical, crrent sitations that need attention &ithin theorganization and to monitor the degree to &hich training

deliver! is s4cientl! participative as to promise ade%atetransfer of learnings to the ;o.

'$ample-:ost of the organizations toda! are focsing at 8eadership:anagement for their emplo!ees. 'arlier, this &as targeted to

the +op :anagement alone, t no&, organizations are seeingits relevance to inclcate the leadership skills in their middlemanagement and ;nior management as &ell.* siness Organization Retreat OD/ is eing the mostcommon practice, is a part of this initiative.

R'tist @ Tourism


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=B. #etting p measrement s!stems

+he total*%alit! movement emphasizes thatall &ork is a part of a process and thatmeasrement is essential for processimprovement. +he OD professional ise%ipped &ith tools and techni%es to assistleaders and others to create measrementmethods and s!stems to monitor ke! sccessindicators.

'$ample-* +he concepts like #i$ #igma, +9: etc act as:easrements tools for the process follo&edin the organization.

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+hankMoN

Ramakrishna Kongallae*mail- artist.ramakrishnagmail.com

R'tist @ Tourism

od intervention very nice ppt

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