PRESENTED BY-PRESENTED BY-

VARSHA.BHOPTE-05VARSHA.BHOPTE-05

KANCHAN.DAHAKE-08KANCHAN.DAHAKE-08

OD INTERVENTIONSOD INTERVENTIONS

Meaning of InterventionsMeaning of Interventions “ “ The set of sequenced planned actions or The set of sequenced planned actions or

events intended to help an organization events intended to help an organization improve its performance and effectiveness”improve its performance and effectiveness”

Intervention design are derived from careful Intervention design are derived from careful diagnosis and meant to resolve specific diagnosis and meant to resolve specific problems.problems.

OD Interventions vary from standardized OD Interventions vary from standardized programs that have been developed and used programs that have been developed and used in many organizations to relatively unique in many organizations to relatively unique programs tailored to a specific organization or programs tailored to a specific organization or department.department.

CONT...CONT... client & consultants participate during client & consultants participate during

the course of an organization the course of an organization development programdevelopment program

Attempt to improve the “ fit ” between Attempt to improve the “ fit ” between the individual & organization between the individual & organization between the organization & its environment.the organization & its environment.

Emphasis more on collaboration, Emphasis more on collaboration, confrontation & participationconfrontation & participation

CRITERIA FOR EFFECTIVE CRITERIA FOR EFFECTIVE INTERVENTIONINTERVENTION

The interventions purposely disrupts The interventions purposely disrupts the status quo,they are deliberate the status quo,they are deliberate attempts to change an organization.attempts to change an organization.

1. The extent to which it fits the needs 1. The extent to which it fits the needs of the organization. of the organization.

Valid informationValid information Free & informed choiceFree & informed choice Internal commitmentInternal commitment

CONT...CONT...

2.The degree to which it is based on 2.The degree to which it is based on causal knowledge of intended causal knowledge of intended outcome outcome

Valid knowledgeValid knowledge

3.The extent to which it enhances the 3.The extent to which it enhances the organization’s capacity to manage organization’s capacity to manage change. change.

Competence in change managementCompetence in change management

CONTINGENCIES RELATED TO THE CONTINGENCIES RELATED TO THE CHANGE SITUATIONCHANGE SITUATION

1.READINESS FOR CHANGE1.READINESS FOR CHANGE

Sensitivity to pressures being ready for planned change.Sensitivity to pressures being ready for planned change. Dissatisfaction with the status quo.Dissatisfaction with the status quo. Availability of resources to support changes. Availability of resources to support changes. Commitment of significant management time.Commitment of significant management time.

When the above mentioned conditions are present then the When the above mentioned conditions are present then the Interventions can be designed Interventions can be designed

““When readiness for change is low then interventions When readiness for change is low then interventions need to focus on increasing the organization’s need to focus on increasing the organization’s willingness to change”willingness to change”

CONT...CONT...2.CAPABILITY TO CHANGE2.CAPABILITY TO CHANGE

Managing planned changes requires Managing planned changes requires Knowledge & SkillsKnowledge & Skills Ability to motivate changeAbility to motivate change To lead changeTo lead change To develop political supportTo develop political support To manage the transitionTo manage the transition To sustain momentumTo sustain momentum

““If organization members do not have If organization members do not have these capabilities, then a Preliminary these capabilities, then a Preliminary training interventions are required”training interventions are required”

CONT...CONT...3.CULTURAL CONTEXT3.CULTURAL CONTEXT The national culture can exert a powerful The national culture can exert a powerful

influence on members reaction to change.influence on members reaction to change. Account for the cultural values and assumptions.Account for the cultural values and assumptions.

“ “Interventions can be modified to fit different Interventions can be modified to fit different cultural contexts”cultural contexts”

4.CAPABILITIES OF THE CHANGE AGENT4.CAPABILITIES OF THE CHANGE AGENT Full disclosure of the applicability of their Full disclosure of the applicability of their

knowledge &expertise's knowledge &expertise's

“ “ Practitioners are expected to intervene within Practitioners are expected to intervene within their capabilities or to recommend someone their capabilities or to recommend someone more suited to the client's needs.”more suited to the client's needs.”

CONTINGENCIES RELATED TO THE CONTINGENCIES RELATED TO THE TARGET OF CHANGETARGET OF CHANGE

ORGANIZATIONAL ISSUESORGANIZATIONAL ISSUES

Strategic issuesStrategic issues Technology and structure issuesTechnology and structure issues Human resource issuesHuman resource issues Human process issuesHuman process issues

STRATEGIC INTERVENTIONSCompetitive & collaborative strategies

STRATEGIC ISSUES•What functions,producs,services,markets•How to gain competive advantage•How to relate to environment•What values will guide organizational functioning

TECHNOSTRUCTURALINTERVENTIONS•Restructuring Organizations•Employee InvolvementWork Design

TECHNOLOGY/STRUCTURE ISSUES•How to divide labour•How to coordinate Departments•How to produce Products or services•How to design work

HUMAN RESOURCESISSUES•How to attract competent people•How to set goals & reward people•How to plan & develop people’scareers

HUMAN RESOURCESMANAGEMENTINTRVENTIONS•PerformanceManagement•Developing &Assisting Members

HUMAN PROCESS ISSUES•How to communicate

•How to solve problems•How to make decisions

•How to interact•How to lead

HUMAN PROCESS INTERVENTIONSIndividual, Interpersonal and Group process ApproachesOrganization Process Approaches

TYPES OF OD INVERVENTIONS & ORGANIZATIONAL ISSUES

Organizational levelsOrganizational levels

Organization function at Organization function at different levelsdifferent levels

1 Individual1 Individual

2 Group2 Group

3 Organizational3 Organizational

Types Of InterventionsTypes Of InterventionsHuman process InterventionHuman process Intervention

Technostructural InterventionTechnostructural Intervention

Human Resource Management Human Resource Management InterventionIntervention

Strategic InterventionStrategic Intervention

Human process Human process InterventionIntervention

CoachingCoaching-This help manager and executives to clarify there goals and -This help manager and executives to clarify there goals and improve performanceimprove performance

Training and DevelopmentTraining and Development-It increases organization members’ skill -It increases organization members’ skill and knowledgeand knowledge

Process consultationProcess consultation-it focuses on interpersonal relation and social -it focuses on interpersonal relation and social dynamics occurring in work groupdynamics occurring in work group

Third party interventionThird party intervention-helps people resolve conflicts through such -helps people resolve conflicts through such method as problem solving, bargaining and conciliationmethod as problem solving, bargaining and conciliation

Team BuildingTeam Building-help work group to become more effective in -help work group to become more effective in accomplishing taskaccomplishing task

Human process Human process interventions include the interventions include the three change programsthree change programs• Organization confrontation meetingOrganization confrontation meeting-Helps org. member -Helps org. member

to identify problem, set action targets and being working on to identify problem, set action targets and being working on problemproblem

• Intergroup relationIntergroup relation-Is designed to improve interaction -Is designed to improve interaction among different group or departmentamong different group or department

-Helping two groups understand the causes of there conflict -Helping two groups understand the causes of there conflict and choose appropriate solutionand choose appropriate solution

• Large-group interventionLarge-group intervention-Broad variety of stakeholder -Broad variety of stakeholder into large meeting to clarify important values, to develop ne into large meeting to clarify important values, to develop ne way of working, to articulate a new vision for organizationway of working, to articulate a new vision for organization

Technostructural Technostructural InterventionIntervention• Structural designStructural design-this changes process concern the -this changes process concern the

organization division of labor- how to specialize task organization division of labor- how to specialize task performanceperformance

• DownsizingDownsizing-It reduce costs and bureaucracy by -It reduce costs and bureaucracy by decreasing the size of the organization through decreasing the size of the organization through personnel layoffs, organization redesignpersonnel layoffs, organization redesign

• ReengineeringReengineering-Redesigns the organization’s core work -Redesigns the organization’s core work processes to create tighter linkage and coordination processes to create tighter linkage and coordination among the different taskamong the different task

-Results in faster, more responsive task performance-Results in faster, more responsive task performance

Human Resource Human Resource Management InterventionManagement Intervention

• Goal Setting- Goal Setting- setting clear and challenging goalssetting clear and challenging goals

• Performance appraisal- Performance appraisal- assessing work related assessing work related achievements, strengths and weaknessachievements, strengths and weakness

Important link between goal setting and reward Important link between goal setting and reward system system

• Reward system- Reward system- to improve employee to improve employee satisfaction and performancesatisfaction and performance

Humane resources Humane resources management intervention management intervention

three change meththree change method od • Career planning and development-Career planning and development-

• Managing workforce diversityManaging workforce diversity

• Employee stress and wellnessEmployee stress and wellness

Strategic InterventionStrategic Intervention• Integrated strategic change- Integrated strategic change- describe changes makes a describe changes makes a

value added contribution to strategic management value added contribution to strategic management • -that business strategies and organizational system must be -that business strategies and organizational system must be

changed together in response to external and internal changed together in response to external and internal disruptions,disruptions,

• Mergers and acquisitions-it Mergers and acquisitions-it form new entityform new entity

• Alliances-Alliances-this is collaborative intervention helps two org this is collaborative intervention helps two org pursue set of private and common goalpursue set of private and common goal

• Networks-Networks-it help organization develop relationships with it help organization develop relationships with more org, to perform task or solve problems that complex more org, to perform task or solve problems that complex for single org.for single org.