Beruflich Dokumente
Kultur Dokumente
PRESENTED BY:
DEEPALI SHARMA,HIMANI YADAV,MEGHA SETHI, ANJU RANI
Definition of Interventions
An intervention is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness.
Interventions purposely disrupt the status quo.
Is it based on causal knowledge of intended outcomes? Does it transfer competence to manage change to organization members?
Contd..
Contingencies Related to the Target of Change
Strategic Issues Technology and structure issues Human resources issues Human process issues
Intervention Overview
Human Process Interventions
Techno structural Interventions Human Resources Management Interventions Strategic Interventions
Strategic Interventions
Integrated Strategic Change
Mergers and Acquisitions Alliances and Networks
Culture Change
Self-designing Organizations
Interpersonal Interventions
Goals of T-groups
Increased understanding about ones own behavior Increased understanding about the behavior of others Better understanding of group process Increased interpersonal diagnostic skills Increased ability to transform learning into action Improvement in the ability to analyze ones own behavior
Sensitivity training
Aim is to: (1) encourage participants to recognize the effects of their behavior on others (e.g. by developing good observation and listening skills) (2) get participants to know themselves (e.g. by asking others for feedback) and to share aspects of themselves to others (selfdisclosure)
Diagnostic skills
Encourage participants to perceive accurately relationships between each other The focus is on recording/observing who is taking an active role in the discussion (and who is not and WHY) How satisfied do participants feel in the group discussion?
Johari Window
Technique for illustrating the quality of interpersonal communication identifiers a persons interpersonal style of communication Process consultants use the model to help people process data about themselves in terms of how they see themselves and how others see them Interpersonal communication judged more effective when there is fit (congruence) between how we see ourselves (private face) and how others see us (public face).
Johari Window
Hidden Spot
Open Window
Known to Self
Unknown to Self
Known to Others
Open Window
Known to Self
Unknown to Self
Process Consultation
An OD method that helps managers and employers improve the processes that are used in organizations
Outside consultant: Enters organization Defines the relationship Chooses an approach Gathers data Diagnoses problem Intervenes Leaves organization
Process Consultation
In process consultation, the consultant observes individuals and groups in action helping them learn to diagnose and solve their own problems Often used in conjunction with teambuilding, self-directed work teams, quality circles, and other interpersonal interventions
SOURCES OF CONFLICT
Sustentative issues.
Emotional issues.
Process
1. 2. 3. 4. Climate setting 45-60 min. Information Collecting 60 min. Information Sharing 60 min Priority setting and group action planning 75 min. 5. Action Planning 60-120 minutes 6. Immediate follow-up by top team 60-180 min. 7. (Four-six weeks later) Progress review 120 minutes
The main reasons why organizations need coaching and mentoring activities are as follows:
To maximize knowledge transfer To increase the skill levels For succession planning
Contd..
To maximize knowledge transfer Coaching & Mentoring provides a learning channel that effectively transfers knowledge within the organization Critical knowledge is maintained in the organization Contextual learning is evident
Contd.
To increase skill levels The coaches and mentors can very effectively transfer core skills Customization of skills in relation to the core activities of the business is retained Cross training of staff can be achieved
Contd.
For succession planning The ability for the organization to identify fast track candidates and prepare them for new jobs is enhanced by coaching & mentoring Coaching & Mentoring can ensure continuity of performance when key staff leave the organization because core skills have been transferred
The Department
The Organization
Contd.
Serve as career and lifestyle role model Attend meetings, conferences, and other events together Provide observation experience Provide role-playing experience Exchange/discuss ideas Co-authoring Challenge protg to and assist with career planning and development; emphasis on planning!
Contd..
Review resumes, cover letters Provide sense of direction/focus Help in problem solving Practice communication/interpersonal skills Assist in career planning Help set goals
Both require . . . . . . observation, dialogue, and agreement. . . . . targeted at building individual and team capabilities. . . . . .to foster continuous improvement in organizations.
Coaching and mentoring as knowledge transfer: Everyone has unique knowledge to exchange with others Insist on the discipline of a 50/50 split in time
Structural interventions
Socio technical systems (STS). Self-managed teams. Work redesign. Management by objectives (MBO). Quality circles. Quality of work life projects (QWL). Parallel learning structures (or collateral organizations). Physical settings. Total quality management (TQM). Reengineering. Large-scale systems change.
Effective work systems must jointly optimize the relationship between their social and technical parts. Such systems must effectively managed the boundary separating and relating them to the environment. Highly participative among stakeholders: Employees, engineers, staff experts, and managers. Feature the formation of autonomous work groups (i.e. selfmanaged). Theory suggested that effectiveness, efficiency, and morale will be enhanced.
Self-Managed Teams
Problems in implementation:
What to do with the first-line supervisors who are no longer needed as supervisors. Managers that are now one level above the teams will likely oversee the activities of several teams, and their roles will change to emphasize planning, expediting, and coordinating.
They need considerable training to acquire skills in group leadership and ability to delegate; skills to have participative meetings, planning, quality control, budgeting, etc.
Work Redesign
Hackman and Oldham theoretical model of what job characteristics lead to the psychological states that produce what they call high internal work motivation. Model approach has the characteristics of OD; use of diagnosis, participation, and feedback. Model suggested that organizations analyze jobs using the five core job characteristics; then redesign of group work: skill variety, task identity, task significance, autonomy, feedback from job.
Quality Circles
The concept is a form of group problem solving and goal setting with a primary focus on maintaining and enhancing product quality. Extensively used in Japan. Quality circles consist of a group of 7 10 employees from a unit; who have volunteered to meet together regularly to analyze and make proposals about product quality and other problems. Morale and job satisfaction among participants were reported to have increased. Quality circles contributes toward total quality management.
An increase in participation by employees and increase in problem solving between the union and management.
Primary emphasis on customers. Daily operational use of the concept of internal customers. An emphasis on measurement using both statistical quality control and statistical process control techniques. Competitive benchmarking. Continuous search for sources of defects with a goal of eliminating them entirely. Participative management. An emphasis on teams and teamwork. A major emphasis on continuous learning. Top management support on an ongoing basis.
Reengineering
Definition the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed. Reengineering focuses on visualizing and streamlining any or all business processes in the organization. Reengineering seeks to make such processes more efficient by combining, eliminating, or restructuring activities without regard to present hierarchical or control procedures. Reengineering is a top-down process; assumes neither an upward flow of involvement nor that consensus decision making.
Self-Design Strategy
It is a learning model to help organization develop the build-in capacity to transform themselves to achieve high performance in todays competitive and changing environment. Basic components:
An educational component consisting of readings, presentations, visits to other companies, and attendance at conferences. Clarification of the values that will guide the design process. Diagnosis of the current state of the organization using the values as template. Changes are then designed and implemented in an interactive manner.
Organizational transformation; secondorder change requires a multiplicity of interventions and takes place over a fairly long period of time (5-year plan).
Dos Of OD Interventions
Inform in advance of the nature of the intervention and the nature of their involvement.
Contd.
commitment to OD at all stages.
Evaluation is the key to success. Show employees how the OD effort relates to the organization's goals and overriding mission.