OD INTERVENTIONS

Definition

“to intervene is to enter into an ongoing system of relationships, to come between or among people, groups, or objects for the purpose of helping them”

- Argyris OD Interventions are set of structured activities

in which selected organizational units engage with a task or a sequence of tasks where the task goals are related directly or indirectly to organizational improvement

Classification based on Size/Complexity

Personal Team Intergroup Organization System

Job Design Team Building

Third Party Intervention

MBO

Job Enrichment

Role negotiation

Organization Mirror

Action Research

Career Planning

Job Enrichment

Process Consultation

Survey Feedback

Laboratory Training

Job Design Intergroup Development

Quality of Work Life

Stress Management

Quality Circles

Decentralization

Selection Criteria

The potential results of the technique Will it solve the basic problem? Does it have any additional positive outcome? Are any negative outcomes likely to occur?

The potential implementation of the technique Is the proposed technique practical? Is cost-benefit analysis in favor of implementation?

The potential acceptance of the technique Is the technique acceptable to the client system? Is the technique adequately developed and tested? Has it been communicated well to the members of

the client system?

OD interpersonal InterventionsA) Laboratory training It evolved from early group dynamics work by Kurt

Lewin and the program conducted by NTL in US Objectives

Improved insights into managerial and personal style An increased ability to assess one’s impact on others A greater awareness of the conditions that facilitate or

inhibit group functioning Increased skill in analyzing and coping with change

and ambiguous problem situations

OD interpersonal InterventionsB) Career Planning Interventions OD is aimed at increasing the integration of

individual and organizational goals People often feel caught in an “organizational

trap” because their personal goals and sense of meaning becomes lost

It involves: Determining where you are now Deciding where you want to be Developing a plan for getting where you want to

be

Team interventions

A) Role Negotiation Technique It was developed by Roger Harrison and is

directed at the work relationship among group members

In this mangers frankly discuss what they want from each others

Steps involved are as follows: Contract Setting: each member prepares a list

for each other with 3 headings Things to do more Things to do less Things to do the same

Team interventions

Issue Diagnosis: Each member writes out a master list combining the lists written by different members and this list is posted in the wall.

Role Negotiation: After discussion members decide which items they want most and sit down in pairs to negotiate, usually with a third party to negotiate

Written Role Negotiation Agreement: The outcome of the role negotiation is a set of written agreement spelling out the agreement and concessions, which each party finds satisfactory

Structural Interventions

A) MBOB) Parallel Learning StructuresC) Quality CirclesD) Quality of Work lifeE) Job Design It was proposed by Fredrick Taylor in 1911 It has challenged the scientific management

which was in favor of breaking down the job into smaller tasks in order to reduce human error

The current trend is to redesign the jobs to improve worker satisfaction and productivity

Structural Interventions

Some of the approaches to redesign the job are:

a) Job Enlargement theory: Mass production systems did not provide

workers with opportunities to socialize on the job or to satisfy their needs for achievement, self-expression, creativity, and control.

Such employee problems are absenteeism, turnover, low morale and low productivity

Job Rotation and Job Enlargement were introduced.

Structural Interventions

b) Job Enrichment Theory: Redesigning the job to improve the

motivation by permitting employees to attain increased level of responsibility and achievement

Suggestions include: Add difficult assignments to an employee’s

job while providing appropriate training Additional authority Enable an employee to become an expert

in an area

Structural Interventions

F) Sociotechnical Systems: The organization consists of 5 primary

components: Structural Subsystems: formal designs,

policies, procedures. It is set forth by the organization chart and includes division of work and authority

Technical Subsystem: techniques, equipment

Psycho-social Subsystem: social relationships and behavior pattern of members, such as norms, roles and communication

Structural Interventions

Goal Subsystems: mission, vision. Other goals could be profits, expansion, growth or survival

Managerial Subsystems: spans across the organization by directing, organizing, leading and coordinating all activities

Confrontation Meeting

One day meeting of entire management of n organization in which they take a reading of their own organizational health

It brings together all the managers of an organization to meet to confront the issues of whether the organization is meeting its goals or not

Survey Feedback

In globally competitive environments, organizations are seeking information about obstacles to productivity and satisfaction in the workplace.

Survey feedback is a tool that can provide this type of honest feedback to help leaders guide and direct their teams.

Survey feedback provides a participative approach and enables all members to become actively engaged in managing the work environment.

Procedure

Identify project plan and objectives

Brief team leaders and employees about the process

Administer survey

Conduct interviews and focus groups

Train leaders on facilitating team discussions

Analyze the data and construct a report

Provide feedback to leaders

Team leaders conduct feedback action planning and meetings

Leaders present reports on progress and results to Senior Management

Follow-up by senior leadership to ensure progress and accountability