Esha Bansal 10DM053 Sec A

Meaning of Interventions

The set of sequenced planned actions or events intended to help an organization improve its performance and effectiveness Intervention design are derived from careful diagnosis and meant to resolve specific problems. OD Interventions vary from standardized programs that have been developed and used in many organizations to relatively unique programs tailored to a specific organization or department.

Effective Intervention

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

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

The extent to which it enhances the organizations capacity to manage change.

Two sets of contingencies that can affect the success of intervention are:

Those having to do with the change situation

Those related to the target of change

Contingencies Related to the Change Situation

READINESS FOR CHANGE CAPABILITY TO CHANGE CULTURAL CONTEXT CAPABILITIES OF THE CHANGE AGENT

Contingencies Related to the Change Situation

1.READINESS FOR CHANGE

Sensitivity to pressures being ready for planned change. Dissatisfaction with the current status. Availability of resources to support changes. Commitment of significant management time. When the above mentioned conditions are present then the Interventions can be designed

When

readiness for change is low then interventions need to focus on increasing the organizations willingness to change

2.CAPABILITY TO CHANGE

Ability to motivate change To lead change To develop political support To manage the transition To sustain momentum

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

3.CULTURAL CONTEXT

The national culture can exert a powerful influence on members reaction to change.

Interventions can be modified to fit different cultural contexts 4.CAPABILITIES OF THE CHANGE AGENT

Full disclosure of the applicability of their knowledge &expertise's .

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

Contingencies Related to the Target of Change

Strategic issues Technology and structure issues Human resource issues Human process issues

ORGANIZATIONAL ISSUES

ORGANIZATIONAL LEVELS

Individual Group Organization

TYPES OF OD INVERVENTIONS & ORGANIZATIONAL ISSUES

STRATEGIC INTERVENTIONS Competitive & collaborative strategies

STRATEGIC ISSUES What functions, producs,services,markets How to gain competitive advantage How to relate to environment What values will guide organizational functioning TECHNOLOGY/ STRUCTURE ISSUES How to divide labour How to coordinate Departments How to produce Products or services How to design work HUMAN RESOURCES MANAGEMENT INTRVENTIONS Performance Management Developing & Assisting Members

TECHNOSTRUCTURAL INTERVENTIONS Restructuring Organizations Employee Involvement Work Design

HUMAN RESOURCES ISSUES How to attract competent people How to set goals & reward people How to plan & develop peoples careers

HUMAN PROCESS ISSUES How to communicate How to solve problems How to make decisions How to interact How to lead

HUMAN PROCESS INTERVENTIONS Individual, Interpersonal and Group process Approaches Organization Process Approaches

Types of Interventions

Human Process Interventions

Technostructural Interventions

Human Resources Management Interventions

Strategic Interventions

Human process Intervention

Coaching-This help managers and executives to clarify their goals and improve performance. Training and Development-It increases organization members skills and knowledge

Process consultation-it focuses on interpersonal relation and social dynamics occurring in work group
Third party intervention-helps people resolve conflicts through such method as problem solving, bargaining and conciliation Team Building-help work group to become more effective in accomplishing task

Human process interventions include the three change programs

Organization confrontation Helps organization members to identify problem, set action targets and begin working on problems. meeting
Intergroup relation
Is designed to improve interaction among different group or departments. Helping two groups understand the causes of there conflict and choose appropriate solution

Large-group intervention

Broad variety of stakeholder into large meeting to clarify important values, to develop new ways of working, to articulate a new vision for organization

Technostructural Intervention
Structural design
This change process concerns the organization division of labor- how to specialize task performance

Downsizing

It reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs, organization redesign

Reengineering

Redesigns the organizations core work processes to create tighter linkage and coordination among the different task. Results in faster, more responsive task performance

Human Resource Management Intervention

Goal Setting
Setting clear and challenging goals

Performance appraisal Reward system

Assessing work related achievements, strengths and weakness. Important link between goal setting and reward system

To improve employee satisfaction and performance

Humane resources management intervention include three change methods

Career planning and development

Managing workforce diversity

Employee stress and wellness

Strategic Intervention

Integrated strategic change- shows that the change makes a value added contribution to strategic management. Mergers and acquisitions-it form new entity Alliances-this collaborative intervention helps two organizations pursue set of private and common goals.

Networks-it helps organization develop relationships with more organizations to perform task or solve problems that complex for single organization to resolve.