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NIMS UNIVERSITY
INSTITUTE OF MANAGEMENT ANDCOMPUTER SCIENCES.
SUBMITTED BY:-
MEENAKSHI AGGARWAL
MBA 4tH SEM.
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ORGANIZATION
DEVELOPMENT
INTERVENTIONS
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OD interventions are sets of structured activities
in which selected organizational units engage ina series of tasks which will lead to organizational
improvement.
DEFINATION OF OD
INTERVENTIONS
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There are one of four reasons why there is need for ODinterventions:
1. The organization has a problem- some thing is broken,and corrective actions need to be taken i.e. it needs to befixed.
2. The organization sees an unrealized opportunity:something it wants is beyond its reach. Enabling actions-interventions- are developed to seize the opportunity.
3. Features of the organization are out of alignment: parts ofthe organization are working at cross-purposes.Alignmentactivities- interventions- are developed to get things back
in tune.4. The vision guiding the organizational changes:
yesterdays vision is no longer good enough. Actions tobuild the necessary structures, processes, and culture tosupport the new vision- interventions- are developed tomake the new vision a reality.
NEED OF OD INTERVENTIONS
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TYPES OF INTERVENTIONS
Target Group Interventions Designed to ImproveEffectiveness
Life-and career-planning activities
Coaching and counseling
T-group(sensitivity training)
Individuals Education & training to increase skills, knowledgein the areas of technical task needs, relationshipskills, process skills, decision making, problem-solving,planning, goal-setting skills
Grid OD phase1
Work redesign
Gestalt OD
Behaviour modeling Process consultation
Third- party peacemaking
Dyads/Triads Role negotiation technique
Gestalt OD
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Target Group Interventions Designed to ImproveEffectiveness
Teambuilding-task directed, process directed
Gestalt OD Grid OD phase 2
Interdependency exercise
Appreciative inquiry
Responsibility charting
Teams and Groups Process consultation
Role negotiation
Role analysis technique
Startup team-building activities
Education in decision making, problemsolving
planning, goal setting in group settings Team MBO
Appreciations and concerns exercise
Search conferences
Quality of work life(QWL) programs
Quality circles
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Establishing a sense of urgency
-Examining market and competitive realities
-Identifying and discussing crises,potentialcrises, or major opportunities
Forming a powerful guiding coalition
-Assembling a group with enough power to leadthe change effort
-Encouraging the group to work together as a
teamCreating a vision
-Creating a vision to help direct the change effort
-Developing strategies for achieving the vision
FIVE STEPS TO SUCCESSFUL
ORGANIZATIONAL TRANSFORMATION
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Communicating the vision
-Using every vehicle possible to communicatethe new vision and strategies
-Teaching new behaviours by the example of
the new coalition
Empowering others to act on the vision
-Getting rid of obstacles to change
-Changing systems or structures that seriously
undermine the vision
-Encouraging risk taking and non-traditional
ideas, activities, and actions.
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CLASSISIFICATION OF
INTERVENTIONS
1. DIAGNOSTIC Activities
2. TEAMBUILDING Activities
3. INTERGROUP Activities
4. SURVEY FEEDBACK Activities
5. EDUCATION and TRAININGActivities6. TECHNOSTRUCTURAL or STRUCTURAL Activities
7. PROCESS CONSULTATION Activities
8. GRID ORGANIZATION DEVELOPMENT Activities
9. THIRD-PARTY PEACEMAKINGActivities
10. COACHING and COUNSELING Activities
11. LIFE and CAREER-PLANNING Activities
12. PLANNING and GOAL-SETTING Activities
13. STRATEGIC MANAGEMENT Activities
14. ORGANIZATIONAL TRANSFORMATION Activities
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THEBURKE-LITWINCAUSALMODEL
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This model includes several key features which go beyondthe models discussed earlier:
includes twelve theoretical constructs (i.e.,organizational variables)
distinguishes between the culture and the climate of anorganization
distinguishes between transformational andtransactional dynamics
specifies the nature and direction of influence oforganizational variables
is based on previous models, empirical studies, and ODpractice
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The feedback loops on the right and left sides of the
model go in both directions. For example, theperformance variable affects the external
environment through its products and services, and
likewise, the individual and organizational
performance is affected by demands from the external
environment. The remaining variables representthroughputs in open systems theory .
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THANK YOU