Prepared by: Namita Aggarwal & Shefali Sachdeva

Low productivity

Organization

Intergroup conflict

Interpersonal conflicts

Emphasizes better utilization resources by improving:

of

human

Morale. Motivation. Commitment of members.

OD is traditionally associated with behavioral strategies.

 An

intervention is a set of sequenced and planned actions or events intended to help the organization to increase its effectiveness.
purposely disrupt the status quo.

Interventions

The number of OD interventions is large. But they vary in the range and depth of their penetration into the organizational system and in the purpose they serve. No two interventions are alike and there is no single OD method capable of serving all the likely objectives of an organization. Sometimes several methods of OD are used together.

 Sensitivity

training Team building Process consultation Survey feedback Grid training Action Research Management by objectives (MBO) Role analysis technique (RAT) Role negotiation technique Force-field analysis

 Kurt

Lewin & friends 1946

of T group

Development

It

is a method of changing behavior through unstructured group interaction. It is sought to help individuals towards better relationships with others. The primary focus is on reducing interpersonal friction.

The actual technique employed is T-group. It is small group of 10 to 12 people, assisted by a professional behavioral scientist who

acts as a catalyst and trainer for the group. There is no specified

agenda. He merely creates the opportunity for group members to express their ideas and feelings freely. Since the trainer has no

leadership role to play, the group must work out its own methods
of proceeding. A leaderless and agenda-free group session is on. They can discuss anything they like. Individuals are allowed to focus on behavior rather than on duties. As members engage in dialogue, they are encouraged to learn about themselves as they interact with others.

 Problem

sensing Examining differences Giving & receiving feedback Developing interactive skills Follow up action

 These

activities perhaps more accurately describe an approach, a consulting mode in which the client gains insight into the human processes in organizations and learn skills in diagnosing and managing them.
emphasis is on processes such as communications, leader and member roles in groups, problem solving and decision making, group norms and group growth, leadership and authority, and intergroup cooperation and competition. '

Primary

 Managers

often need special diagnostic help in knowing what is wrong with the organization. Most managers have a constant desire to increase organizational effectiveness, but they need help in deciding how to achieve it. Managers can be effective if they learn to diagnose their own strengths and weaknesses without an exhaustive and time-consuming study of the organization.

 It

involves developing reliable questionnaires,

collecting data from personnel, analyzing it for trends, and feeding the results back to everyone for action planning.

Activities that rely on questionnaire surveys to generate

information.

Groups analyze the data regarding their performance and

design action plans to correct problems.

It involves:
Data Collection

Feedback of Information
Follow up action

 The

survey feedback intervention of OD is wellorganized and systematic approach. The technique is derived from a long and sound tradition of attitude measurement and survey research. It is an informational and efficient technique for fostering organizational effectiveness. As it does not involve a high degree of emotion and soul searching on the part of the participants, this technique is devoid of the main limitation of emotional instability or psychological damage of the participants.

1.

Activities developed by Robert Blake and

Jane Mouton, constitute a six phase change

model involving the total organization.

2.

Internal resources are developed to conduct most of the programs which may take 3 to 5 years.

SIX PHASES:
1.
2. 3. 4. 5. 6.

Managerial grid: The model starts with upgrading individual managers' skills and leadership abilities, Team work development: moves to team improvement activities, Intergroup development: then to intergroup relations activities. Developing ideal strategic corporate model: Later phases include corporate planning for improvement, Implementing ideal strategic corporate model: developing implementation tactics, and Systematic critique: finally, an evaluation phase assessing change in the organization culture and looking toward future directions.

 One

of the most publicized techniques of OD is the grid organization development. Grid identifies a range of management behaviors based on various ways in which task-oriented and people-oriented styles can interact with each other. Instead of decolonizing the two dimensions of leadershipconcern for production and concern for peopleBlake and Mouton contend that managers should be concerned with both people and production in order to achieve effective performance results. They contend that in order to maximize organizational effectiveness, managers must be trained to develop this 9,9 style of leadership.

Data Collection
Feedback of data to client system members Action planning based on the data Taking action Evaluating results of actions Diagnostic Types Diagnostic Participant Empirical

Experimental

Researcher enters a problem situation, diagnoses it and make recommendations for remedial treatment (recommendations may not be put into effect by client group) People who are to take action are involved in the entire process from the beginning (involvement increases the likelihood of carrying out the actions once decided upon)

Participant

Empirical

Researcher keeps the systematic, extensive record of what he/ she did and what effects it had (may encounter situations too divergent from one another, which may not permit generalizations)

It is controlled research on the relative effectiveness of various Experimental techniques (is difficult to do when client wants immediate answers)

Diagnosing Taking Action Re-Diagnosing Taking New Action

This process is known as

Action Research
Three ingredients: 1. Participation 2. OD consultant (as collaborator & colearner) 3. Iterative process of diagnosis & action

Change occurs based on the actions taken New knowledge comes from examining the results of the actions.

 Management

by objectives emphasizes participative set goals that are tangible, verifiable, and measurable. It is not a new idea. In fact, Peter Drucker originally proposed it years ago as a means of using goals to motivate people rather than to control them. Goal specificity, participative decision-making, an explicit time period, and performance feedback make up the core of MBO.

 After

appraisal Recycling Objective setting

Action planning Performance review

 The

role analysis technique intervention is designed to clarify role expectations and obligations of team members to improve team effectiveness. In an organisation, individuals fill different specialized roles in which they manifest certain behaviors. This division of labour and function facilitates organizational performance. Often, however, the role incumbent may not have a clear idea of the behaviour expected of him by others and, equally often, what others can do to help the incumbent fulfill the role is not understood.

When the causes of team ineffectiveness are based on people's behaviours that they are unwilling to change because it would mean a loss of power or influence to the individual, a technique developed by Roger Harrison called role negotiation can often be used to great advantage.

Role negotiation intervenes directly in the relationships of power, authority, and influence within the group. The change effort is directed at work relationships among members. It avoids probing into the likes and dislikes of members for one another and their personal feelings about one another.
The technique is basically an imposed structure for controlled negotiations between parties in which each party agrees in writing to change certain behaviour in return for changes in behaviour by the other. The behaviour relates to the job. Specifically, I ask you to change some of your behaviour so that I can do my job more effectively; and you ask me to change some of my behaviour so that you can do your job more effecitvely. Harrison states that the technique rests on one basic assumption: Most people prefer a fail negotiated settlement to a state of unresolved conflict, and they are willing to invest some time and make some concessions in order to achieve a solution.

The oldest intervention in the OD practitioner's tool kit is the force-field analysis, a device for understanding a problematic situation and planning corrective actions. This technique rests on several assumptions: the present state of things (the current condition) is a quasi-stationary equilibrium representing a resultant in a field of opposing forces. A desired future state of affairs (the desired condition) can only be achieved by dislodging the current equilibrium, moving it to the desired state, and stabilising the equilibrium at that point. To move the equilibrium level from the current to the desired condition, the field of forces must be alteredby adding driving forces or by removing restraining forces.

 Training

and Development Organizational Confrontation Meeting Goal Setting

Performance Appraisal Reward Career

Systems

Planning and Development

Managing Employee

Work Force Diversity

Stress and Wellness