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M. S. Ramaiah University of Applied Sciences
1 Faculty of Management and Commerce
Module Code: HRM502
Module Title: Organisational Life Cycle Management
Module Leader: Dr. Sandhya Iya
E-mail: [email protected]
Session 8: OD Interventions
M. S. Ramaiah University of Applied Sciences
2 Faculty of Management and Commerce
Session Objectives
At the end of this session, students will be able to:
Explain the meaning and importance of an OD intervention and its strategies
Discuss the various types of interventions
M. S. Ramaiah University of Applied Sciences
3 Faculty of Management and Commerce
Session Contents
OD intervention and strategies
Human Process interventions
Role focused interventions
Techno-structural interventions
Human resource interventions
Change interventions
M. S. Ramaiah University of Applied Sciences
4 Faculty of Management and Commerce
OD Interventions
M. S. Ramaiah University of Applied Sciences
5 Faculty of Management and Commerce
Intervention Design/Action Planning
An OD intervention is a sequence of activities, actions, and events intended to help an organisation improve its performance and effectiveness
Intervention design, or action planning, derives from careful diagnosis and is meant to improve particular areas of organisational functioning identified in the diagnosis
OD interventions vary from standardized programs that have been developed and used in many organisations to relatively unique programs tailored to a specific organisation or department
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Effectiveness of Interventions
Interventions purposely disrupt the status quo; they are deliberate attempts to change an organisation or subunit toward a different and more effective state
Three criteria define an effective intervention:
1. The extent to which it fits the needs of the organisation
2. The degree to which it is based on causal knowledge of intended outcomes
3. The extent to which it transfers change-management competence to organisation members
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Extent of Fit to Organisational Needs
Accurate diagnosis yields valid information
Provides organisation members opportunities to make free and informed choices
Gain members internal commitment to those choices
Internal commitment means that organisation members accept ownership of the intervention and take responsibility for implementing it
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Causal Knowledge of Intended Outcomes
Valid knowledge that outcome can actually be produced
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Transfer of Change-management Competence to Organisation Members
Active participation in designing and implementing the intervention equips members with the ability to carry out planned change activities
Competence in change management is essential in todays environment, where technological, social, economic, and political changes are rapid and persistent
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Designing Effective Interventions
Two major sets of contingencies can affect intervention success :
1. Those related to the change situation (including the practitioner)
2. Those related to the target of change
Both kinds of contingencies need to be considered in designing interventions
M. S. Ramaiah University of Applied Sciences
11 Faculty of Management and Commerce
Contingencies Related to the Change Situation
Individual differences among organisation members (for example, needs for autonomy)
Organisational factors (for example, management style and technical uncertainty)
Dimensions of the change process itself (for example, degree of top-management support)
Other situational factors: the organisations readiness for change, change capability, cultural context, and the change agents skills and abilities
M. S. Ramaiah University of Applied Sciences
12 Faculty of Management and Commerce
Contingencies Related to the Target of Change
Organisational Issues: certain issues to operate effectively
Strategic issues: called strategic interventions; recent additions to OD; what products, services, markets, relationship with environment
Integrated strategic change
Mergers and acquisitions
Trans-organisational development
Organisational learning
M. S. Ramaiah University of Applied Sciences
13 Faculty of Management and Commerce
Contingencies Related to the Target of Change Contd.
Technology and structure issues: called techno-
structural interventions; division of work and coordination to support strategy; OD activities relating to
Organisation design
Employee involvement
Work design
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14 Faculty of Management and Commerce
Contingencies Related to the Target of Change Contd.
Human resources issues: called human resources management interventions
Attracting competent people to the organisation
Setting goals for them
Appraising and rewarding their performance
Ensuring they develop their careers and manage stress
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Contingencies Related to the Target of Change Contd.
Human process issues: called human process interventions; social processes occurring among organisation members, such as communication, decision making, leadership, and group dynamics
Conflict resolution
Team building (most common OD interventions)
M. S. Ramaiah University of Applied Sciences
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Types of OD Interventions
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Organisational Issues in OD Interventions
Consistent with system theory, organisational issues are interrelated and need to be integrated with each other
Intervention design must create change methods appropriate to the organisational issues identified in diagnosis
Interventions aimed at one kind of organisational issue will invariably have repercussions on other kinds of issues
M. S. Ramaiah University of Applied Sciences
18 Faculty of Management and Commerce
Overview of Interventions
Human process interventions: related to interpersonal relationships and group dynamics
T-group
Process consultation
Third-party intervention
Organisation confrontation meeting
Inter-group relations
Large-group interventions
Grid Organisation Development
M. S. Ramaiah University of Applied Sciences
19 Faculty of Management and Commerce
Overview of Interventions Contd.
Techno-structural
Structural design
Work design
Human resources
Goal setting
Performance appraisal
Reward systems
Managing workforce diversity
Employee wellness
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Overview of Interventions Contd.
Strategic
Self designing organisations
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Human Process Interventions
1. T-Group: This traditional change method provides
members with experiential learning about group dynamics, leadership, and interpersonal relations
Brings ten to fifteen strangers together with a professional trainer to examine the social dynamics that emerge from their interactions
Members gain feedback about the impact of their own behaviors on each other and learn about group dynamics
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Human Process Interventions Contd.
2. Process consultation:
Focuses on interpersonal relations and social dynamics occurring in work group
A process consultant helps group members diagnose group functioning and devise appropriate solutions to process problems, such as dysfunctional conflict, poor communication, and ineffective norms
Aim is to help members gain the skills and understanding necessary to identify and solve problems themselves
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Human Process Interventions Contd.
3. Third-party intervention:
Aimed at interpersonal conflict
Interpersonal conflict may derive from disputes over work methods, or from interpersonal issues, such as miscommunication
The third-party intervener helps people resolve conflicts through such methods as problem solving, bargaining, and conciliation
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Human Process Interventions Contd.
4. Team building:
Helps members diagnose group processes and devise solutions to problems
Includes examination of the groups task, member roles, and strategies for performing tasks
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Human Process Interventions Contd.
5. Organisation confrontation meeting:
Mobilizes organisation members to identify problems, set action targets, and begin working on problems
Management needs to organise resources for immediate problem solving
Generally includes various groups of employees in identifying and solving problems
M. S. Ramaiah University of Applied Sciences
26 Faculty of Management and Commerce
Human Process Interventions Contd.
6. Inter-group relations:
Designed to improve interactions among different groups or departments in organisations
Involves a small group of people whose backgrounds closely match the organisational problems being addressed
This group addresses the problem and develops means to solve it
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Human Process Interventions Contd.
7. Large-group interventions:
Involve getting a broad variety of stakeholders into a large meeting to
Clarify important values
Develop new ways of working
Articulate a new vision for the organisation
Solve pressing organisational problems
Powerful tools for creating awareness of organisational problems and opportunities and for specifying valued directions for future action
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Human Process Interventions Contd.
8. Grid organisation development:
This normative intervention specifies a particular way to manage an organisation
A packaged OD program with standardized instruments for measuring organisational practices and specific procedures for helping organisations achieve the prescribed approach
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Summary
An OD intervention is a sequence of activities, actions, and events intended to help an organisation improve its performance and effectiveness
Intervention design, or action planning, derives from careful diagnosis and is meant to resolve specific problems and to improve particular areas of organisational functioning identified in the diagnosis
OD interventions vary from standardized programs that have been developed and used in many organisations to relatively unique programs tailored to a specific organisation or department
M. S. Ramaiah University of Applied Sciences
30 Faculty of Management and Commerce
Summary
Three criteria define an effective intervention:
1. The extent to which it fits the needs of the organisation
2. The degree to which it is based on causal knowledge of intended outcomes
3. The extent to which it transfers change-management competence to organisation members
Two major sets of contingencies can affect intervention success :
1) Those related to the change situation (including the practitioner)
2) Those related to the target of change
M. S. Ramaiah University of Applied Sciences
31 Faculty of Management and Commerce
Summary
The major types of OD intervention are human process, techno-structural, human resources, and strategic interventions
Types of human process interventions are T-group, Process consultation, Third-party intervention, Organisation confrontation meeting, Inter-group relations , Large-group interventions, and Grid Organisation Development