Ch13-Organization+Process+Approaches_ED.ppt

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Organization Process Approaches

Chapter 13

Cummings & Worley



Target of Change

Organization Change Approaches Method

Strategic

Issues

Technology

& Structure

Issues

Human

Resource

Issues

Human

ProcessIssues

Individual,

Interpersonal

& Group

Approaches

Organization

Approaches

Organization

Confrontation

Meeting

Intergroup Conflict

Intervention

Large-group

Intervention

IntergroupConflict

Resolution

Microcosm

Groups



Cummings & Worley, 8e(c)2005 Thomson/South-Western

13-3

Learning Objectives

To understand three types of system-wide,human process interventions: theorganization confrontation meeting,intergroup relations interventions, and large-group interventions

To review and understand the effectivenessof these interventions in producing change



Characteristics of Organization Intervention Approaches

OrganizationConfrontation

Meeting

Intergroup Conflict Interventions Large-Group

InterventionsMicrocosm Groups Intergroup Conflict

Resolution

Condition: when

organization is in stress &

there is a gap between the

top & the rest of organization

Method: the entire

organization to identify

problem, set priorities &

action targets & begin

working on identified

problem, often combined

with other approaches,

such as survey feedbackResult:

positive/impressive in

mobilizing organization

problem identification and

solution using total

resources of organization

little systematic study to

proof result

Condition: when there is

diversity problems/

particular issues, such as

communication or race-relations

Method: assigning small

number of individuals to

create programs &

processes targeted at

specific issues, work

through “parallel

processes”

Result: better ways of communication, such as in

meetings, employee

orientations. And better

perceptions on race-

relations issues

Condition: dysfunctional

conflicts between groups or

departments

Method: externalconsultant and the two

conflict groups work

together

Result: attitudinal change

the perceptions that each

group have on each other

Condition: solving

particular organization

problems to envisioning

future strategic directionsand focusing on the

organization’s potential

rather than its problems,

Method: bringing together

of large numbers of

organization members and

other stakeholders into

outside meeting or

conference. Two types of large-group meeting: Open-

System Methods and

Open-Space Methods

Result: New approach

design to structuring and

managing the firm



Case Study: Improving Relationships in

Johnson & Johnson’s Drug Evaluation

Department

R&D

Robert Wood Johnson

New Jersey

R&D

Jansen Research

Foundation

Belgium

Drug Evaluation

(DE)

Organization

Goal:

•Rapidly generate data that allows J&J to make the best investment

decisions about drug portfolio

•The bridge between discovery of new compounds and full development

of a new drug

Chemical

Pharmaceuticals

Clinical

Drug

Evaluation

Clinical

Operations

Portfolio Planning

&

Resource Mgmt

PPRM

J & J VISION



Case Study: Improving Relationships in

Johnson & Johnson’s Drug Evaluation

Department

Financial Growing market share

Customer Increasing selection of J&J products

IBP Good performance of drug portfolio – effective productdevelopment

L&G Agreement between

project champions of PPRM & clinicalspecialist of CDE – Improved Relations

Financial

Customer Limited selection of J&Jnew product

IBP Less drug portfolio – ineffective productdevelopment (lesscohesion between PPRM& CDE)

L&G Lack of agreement

between projectchampions of PPRM & clinical specialist of CDE

Current Situation Intended Situation

ORGANIZATION PROCESS INTERVENTION – RESOLVING INTERGROUP CONFLICT



Resolving Intergroup Conflict Using General

Model of Planned Change – J&J Case

Entering & Contracting

Groups and consultant convene to addressissues

Seven different themes emerged from the data, no

single issue dominated

Conduct 3-day offsite meeting involving PPRM & CDEmembers to work through the data and concerns





Diagnosing Groups are asked to address three questions

What do we want from you?

What don’t we want from you?

What do we offer/give you?

What we don’t over/give you?

Groups discussion over the above questions – perceptions were shared, discussed andresolved

Typical responses : we want your expertise; we wanteveryone to be a part of the team; we want input,support and agreement, adequate time, and frequentinteraction

The group did not want surprise decisions, delayed or

filtered information, and responsibility for another’s job





Planning andImplementingChange

Large group discussion to discuss key issuefacilitated by OD practitioner

To resolve the decision-making process

Groups work to develop action plans on keyareas

Understanding the background that were contributingto the strained decision-making process

Agree on a variety of important roles andresponsibilities





Evaluating& Institution

alizingChange

The two groups reported improved relations andincreased trust

Positive, cooperative attitudes

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