Application of OD interventions.pdf

Chapter 3: Application of OD interventions
The chapter involves;
1. Introduction
2. Process o f application o f OD interventions
3. Application of OD interventions: Global scraari^T Indian scenario, and in
selected compressor manufacturing compaiiies in Pune region
4. Various models of application o f OD interventions : Individual ,Team
,Intergroup, System wide, appropriate model.
5. Elements of successful implementation of OD interventions
6. Institutionalization of OD interventions
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OD interventions have gained interest of many organizations in recent years. It
believes that change can^mfect everyone and everything. As OD interventions
focuses on whole system, structure, teams and individual so it has gained importance.
OD interventions can be applied appropriately as per the need of an organization.
Every organization is unique and has its own reason for change. OD practitioner
need to understand client’s need for change and has to apply interventions best suited
for it. The global challenge of sustainability is the main reason for implementing OD
interventions. The demands of the ever changing environment has lead to keep
confidence on OD interventions as it is based on the value system and these values
help an organization to face the challenge.
3.2 Application of OD interventions:
OD intervention strategy is designed o n ly ^ e r scientific research and diagnosis of a
problem. This action research helps to understand current system o f an organization.
OD interventions are designed based on participation & involvement of
organizational members. This empowerment helps OD practitioner to implement OD
interventions successfully. Survey based feedback also gives valuable inputs to OD
practioner in applying OD interventions.
The OD intervention strategy can be summarized as below: -
1. Diagnosis: - The search for performance gaps is called as diagnosis. These gaps
help to know where client’s performance is less than desired. For accurate diagnosis
of the current scenario, there should be a trustworthy relationship between the
consultant and client^^This relationship helps in collaboration to find out real need of
the change. For su<5cessful diagnosis it is necessary to link performance improvement
strategies to achieve business goals. Underlying causes for this performance gap are
analyzed. Causes can be categorized into internal or external. Internal causes may
lead to adoption o f new strategy or setting new goals. External causes may lead to
designing new actions in regards to actions of competitors or by regulatory or social
related changes.
3.1: Introduction :
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2. Designing an OD intervention strategy: - Diagnosis leads to designing an OD
intervention strategy that is problem based. Objectives of OD intervention strategy
are developed to have a direct link with business goals. Designing an OD
intervention strategy represents the best solution , outlines specific outcomes, and
role of each component in the entire process. Designing also gives specific points to
keep watch on for evaluation of the process.
3. Development of OD intervention strate^ : - Design is a blueprint of developing
an OD strategy. The OD intervention strategy is designed and developed with the
evaluation objectives. The development of OD intervention strategy is crucial step as
it is directly related to desired outcomes.
4. Implementation of OD intervention strategy: - Action takes place and progress
is evaluated, organizational members can be engaged at this stage. The deployment
needs high level of energy and creativity of participants. Participants need to have
clear picture of change and their role at each step. Accountability with meaningful
feedback is reinforced for process to be effective. Evaluation can be conducted by
constructing pilot studies and data collection
5. Evaluation: - h can be studied by understanding impact after implementing OD
strategy. It can be done be checking immediate feedback or learning gained through
the process, or by evaluating performance. This is continuous process.
Diagnosis
Evaluation of OD
intervention strategy
Designing OD
intervention strategy
(Fig.3 .1 : Application of OD intervention strategy)
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The majority o f the work related to OD interventions is done in USA, UK, Japan and
some developing countries in Asia. The foundation of OD was laid by Kurt Lewin
and his colleagues with various experiments and labs. The National Training
Laboratory was also found for more research and training through labs and various
sessions. The NTL still plays an important role in the field of OD. The US companies
have successfully used the expertise of various change agents and has developed the
organization through thick and thin. The Tavistock institute also plays an important
role in evolution of OD. Many countries in UK also practice various OD
interventions in corporate as well as non-corporate world. Japanese management is
one o f the most effective techniques used for enhancing quality and productivity.
Various initiatives from Japanese management are also considered as OD
interventions as they are based on similar foundation and aim for organizational
change with enhanced effectiveness. The OD network is formed in various countries
internationally and regionally. These networks provide training and update the OD
community with recent trends. The resources are also developed in above mentioned
countries with the help of which an organization manages the organizational change
effectively.
OD and application of OD interventions has progressed from a limited conceptual
and practice base into a comprehensive, global approach to organizational
improvement (Glassman & Cummings, 1991). According to Blair, Sorensen and
Yaeger (2002), OD interventions play important roles in dealing with changing
world. American and Western European consultants developed OD. Therefore, the
values and assumptions of western, industrialized cultures influence its practices and
techniques. Industrial economies (like those of France, Japan, the USA and the UK)
favor OD interventions that suit environments, with advanced technological
developments, highly skilled workforces, information and knowledge management,
customer-driven service delivery and open and adaptable national and organizational
system. These economies, which are moving toward wealth that is more
concentrated, globalization and ecological concerns, will influence OD interventions
in the future (Worley & Feyerherm, 2003). Countries that have subsistence
economies (like Afghanistan, Bangladesh and Nigeria) favor OD interventions that
3.3 Global application of OD interventions:
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focus on global social change and on creating conditions for sustainable social and
economic progress (Cummings & Worley, 2001). Industrializing economies favor
OD interventions that emphasize strategic, structural and work design aspects. These
interventions focus on assisting organizations to identify national and global markets,
to engage in clear and suitable goal setting, to structure themselves to become
efficient and effective and to increase their market share. Indian economy is moving
in the same direction. Lau et al. (2005) found that Hong Kong firms spend more time
on human process interventions and strategic planning activities but less time on
techno structural and system-wide interventions. On the other hand, firms in the USA
spend more time on human process and systen>)jfide interventions. Furthermore,
organizations may have to adapt some OD interventions to fit the cultural values of
particular countries. OD practitioners tilmk that they work in accordance with their
values instead of prescribing their interventions (Golembiewski, 1993).
The current trends of OD interventions in global scenario are used for following
reasons:
a. Minimizing cultural barriers.
b. Building effective and high performance teams
c. Enhanced employee engagement
d. Development of individual personally an^^ofessionally.
e. Strategic decision making for sustainability,
f More participation and empowerment
g. Enhanced productivity and quality.
h. Improvised structure
i. Building authentic and fast communication pattern
j. Organizational transformation
3,4.1 Few examples of OD interventions applied globally:
1) Yahoo! A US based IT company saw a major change when Carol Bartz took over
as a CEO in February 2009 carried out major restructuring as an OD intervention.
2) Microsoft relied on OD interventions aimed aJ/Whavioral changes and operational
changes.
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3) Cisco initiated change through substantial structural interventions, statistical
evaluation interventions and process interventions. It also focuses on CSR initiatives.
4) Dell focused on six sigma as an OD intervention for zero defects.
5) Nissan Motors, A Japanese company under the leadership of CEO Carlos Ghosn
introduced performance and productivity enhancement initiatives. Also massive
restructuring and talent management OD interventions helped the company to
turnaround.
6) Canon introduced performance based compensation, skill inventories and career
planning as interventions.
7) Kodak focused on diversification and reorganisation as OD interventions.
8) Ford concentrated on cultural change,<<^reer planning, improving communication
pattern and survey feedback as OD interventions.
9) Chrysler Motor Company focused on Participation and involvement as OD
interventions.
10) Dell implemented force field analysis and various innovative training practices as
learning OD interventions. It also focused the employee empowerment and
participative management.
11) Xerox focused on learning organiz^iti6n which provided ample learning
opportunities for employees along witl>mentorship programme.
12) The companies like Samsung, LG electronics focused on workforce diversity and
flexible resource management.
13) The companies like Hyundai and Toyota fo cu sj^ f cultural interventions and
quality management systems.
3.5 Application of OD interventions in Indian scenario:
Indian scenario in application of OD interventions can be termed under the phrase
“still developing.” The Indian corporate world view OD as organizational renewal.
The organization development involves top management for initiating change and it
also gives the scope to other organizational members to be a part of the process. The
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credit for developing OD in India goes to the experts in the field, Dr. T V Rao and
Uday Pareekh. They have contributedthrough various books, articles as well as
training programmes. The examples of OD interventions in Indian organizations are
as follows:
3.5.1 Few examples of application of OD interventions in Indian scenario:
1) Larsen and Toubro introduced OD as a separate/function and department for
effective implementation of OD interventions.
2) Wipro adopted for internal organizational restructuring to meet customer specific
needs.
3) ONGC relies on succession planning, employee participation, training,
organizational remodeling and climate surveys as OD interventions.
4) TCS has extensive OD interventions in the form of goal alignment, balanced
scorecard and culture building intervention.
5) Bharti Airtel focuses on coaching, mentoring and career planning as OD
interventions.
6) Aditya Birla group implements OD interventio/is like rotational job assignments,
career planning, leadership development.
7) Infosys has a broad base of OD interventions like Leadership development
programme, personal development initiatives, cross functional assignments, 360
degree feedback ,psychometric testing (MBTI) for individual personality assessment.
8) Tata Motors reorganized the organization through restructuring, training was
extensively used and flexible communication pattern was introduced.
9) Sail introduced new modified performance management system as a part of
change initiative.
10) Bank O f Baroda implemented reorganization at all regional and zonal levels.
The application of OD interventions mentioned above is a representative data and
there are many such initiatives taken by Indian organizations for individual, team and
organizational effectiveness.
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3.6 Application of OD interventions in selected compressor manufacturing
companies : ( Based on information by H R ,secondary data and primary data)
3.7. Application of OD interventions^in:' selected compressor manufacturing
companies :
3.7.1 Name of the Company : Burkhardht Compression India Pvt. Ltd
3.7.1 Salient features of OD Interventions and Change management process
applied at Burkhardht Compression India Pvt. Ltd.:
Following parameters guide for the selection of appropriate OD intervention :
1.Vision of the company.
2.Growth plans.
3.Feedback received from the employi
4.Identified area of change.
The following OD interventions are applied
A)Individual Interventions :
Sr.
No.
Name of the individual
intervention
Details
1 Coaching On the job by the superior
2 Goal setting In the form of individual KRA’s
3 Work life balance Particularly for female employees
4 Communication pattern In the form o f technological up o;adation in
communication systems
5 Behavioral training In the form of role plays^and simulation
exercises
B) Team building Interventions:
Sr.
No.
Name of the Team
building intervention
Details
I Training In the form o f workshops and assessment
centers
2 Team building In the form of team building workshops ,
conferences /
3 Role analysis In the fo n p ^ f job description card
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C)Organization wide Interventions :
Sr
.N
0.
Name of the organisational
intervention
/
1 Reformation of strategy ^ In the form of working culture, MBO
2 Enhanced performance
management system
In the form o f KRA’s and leading to
career planning o f employees
3 New recruitment and selection
system
In the form of online portals
4 Job Design and redesign In the form of modification in job
description
5 Quality improvement systems In the form o f TQM and quality circles
6 Training methodology Based on individual needs and team
needs
7 Process consultation By appointing an consultant for
expertise
8 Productivity enhancement By improving productivity processes
and sub processes
9 Technological Upgradation By installing new technology and
training associated with it.
10 Continuous improvement
initiatives
In the form of suggestion schemes ,
interaction and quality circles.
The implementation of these initiatives has been very effective in terms of:
1.Enhanced quality.
2.Improved communication pattern.
3.Better customer satisfaction through technological up gradation and
communication pattern.
4.Understanding individual training needs.
5.Improvement in productivity through TQM.
6.Helps in employee career planning.
3.7.2 Name of the Company : Kaeser Kompressoren India Pvt. Ltd.
Salient features of OD Interventions and Change management process applied
in Kaeser Kompressoren India Pvt. Ltd.:
1.Vision of the parent company located in Germany .
2.Growth plans as directed by the head quarters.
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3.Objectives o f the company based on past results.
4.Identified area of change.
OD interventions :
The following OD interventions are applied :
A)lndividual Interventions :
Sr. No. Name of the individual intervention Details
1 Work life balance Particularly for female
employees
2 Stress Management In the form o f workshops
3 Behavioral training In the form of role plays
and simulation exercises
B)Team building Interventions:
Sr. No. Name of the individual intervention Details
1 Training In the form of workshops and
assessment centers
2 Role analysis In the form of job
description card
C)Organization wide Interventions :
Sr.No. Name of the individual intervention Details
1 Enhanced performance management
system
In the form of superior
subordinate appraisal process
2 Competitive compensation structure In the form o f variable pay
3 Job Design and redesign In the form of modification in
job description
4 Quality improvement systems In the form of TQM
5 Training metho(Mogy Based on individual needs and
team needs
6 Productivit^nhancem ent By improving productivity
processes and sub processes
7 Technological Upgradation By installing new technology
and training associated with
it.
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1.Enhanced quality.
2.Understanding individual training needs.
3.Improvement in productivity through TQM.
4.Helps in employee career planning.
3.7.3 Name of the Company : Bauer Compressoren India Pvt. Ltd.
Bauer Compressoren India Pvt. Ltd.:
Following parameters guide for the selection of appropriate OD intervention:
1. Objectives of parent company located^iif^Germany and guided objectives of
Pune unit.
2. Identified area o f change
3. The overall process and results achieved by it.
OD interventions:
Sr.
No.
Name of the individuaj/
intervention
"Ibetails
1 Coaching In the form of On the Job
training
2 Goal setting In the form of KRA’s
3 Behavioural training In the form of identified training
needs and training based on it.
Sr.
No.
Name of the team building
intervention
Details
I Training In the form of On the job training
2 Team building Through external training
programme
3 Role analysis In the form of Job description
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C) Organization wide Interventions :
Sr.No. Name of the organisational
intervention
J > ^ ils
system
In the form o f Performance
bonus scheme for top
management and superior
subordinate perfoiinance
management scheme
2 Competitive compensation structure In the form of variable pay and
executive compensation
process
4 Quality improvement systems In the form of ISO
5 Technological up gradation Implementation of ERP system.
1.Enhanced performance of employees.
2.Clarity in the responsibility through KRA’s.
3.Improvement in efficiency in systems through ISO.
4.Helps in employee career planning through performance management system.
3.7.4 Name of the Company :
Ltd.
Emerson Climate Technologies India Pvt
at Emerson Climate Technologies India Pvt, Ltd.:
1.The vision and mission of the company.
2.The growth plans of the company.
3.The objectives of the change.
4.The process and participants in the process.
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OD interventions :
A) Individual Interventions :
Sr.
No.
Name of the
individual
intervention
Details
1 Goal setting In the form of KRA’s
2 Communication pattern In the form of technological up
gradation in communication systems
3 Behavioural training In the form of identified training
needs and training based on it
particularly role plays, simulation
exercises.
B) Teambuilding Interventions
Sr. No. Name of the team building intervention Details
1 Training In the form of On the
job training /
Assessment centers
2 Team building Through Team building
exercises
3 Role analysis In the form of Job
description
C) Inter group OD interventions :
Sr. No. Name of the Inter group intervention Details
1 Conflict resolution
/
In the form of
interpersonal training
prog~amme------ -------*
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D) Organization wide Interventions :
Sr.No. Name of the
organizational
intervention
D e t a ils ^ ^
1 Reformation of
strategy,vision , values
In the form of new systems after
formation of Emerson Climate
Technologies
management system
In the form o f KRA’s and MBO
3 Competitive
compensation structure
In the form of broad banding
4 New recruitment and
selection process
5 Restructuring In^i^Jdhn of horizontal structure
6 Job redesign ^ n the form of modified job description
7 Training methodology In the form of new types o f training
programmes like ethics training,
communication training , team building
training.
8 Process consultation Appointment of an consultant for
expertise.
9 Quality improvement
systems
In the form of ISO
10 Six sigma In process
11 Talent management Talent management programme
12 Knowledge
management
In form of training
13 Productivity
enhancement
Installation of new technology.
14 Technological up
gradation
Installation o f new technology.
15 Continuous
improvement
initiatives
Continuous midterm feedback
The implementation of these initiativ)re has been very effective in terms of:
1. Enhanced performance of^mployees.
2. Clarity in the responsibility through KRA’s.
3. Improvement in efficiency in systems through productivity and technological
up gradation.
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4. Helps in employee career planning through performance management system.
5. Midterm feedback helps in modification of the systems.
3.7.5 Name of the Company : Howden T h ^ m a sen Compressors India Pvt.
Salient features of OD Interventions and Change management process
applied at Howden Thommasen Compressors India Pvt. Ltd.:
Following parameters guide for the selection of appropriate OD
intervention :
1.Objectives o f parent company guides the objectives of change process.
2.The process and intervention is also decided by parent company.
3.The benefits and effectiveness achieved through-the intervention.
OD interventions :
A) Individual Interventions :
Sr.No Name of the
individual
intervention
Details
1 Coaching In the form o f On the Job
training
2 Goal setting In the form of performance
management system
3
Behavioural training In the form of identified training
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Sr. No. Name of the team building
intervention
Details
1 Training In the form of On the job
training
programme
3 Role analysis In the form of Job description
C) Organization wide Interventions
intervention
Details
system
In the form o f superior
subordinate performance
management scheme
2 Competitive compensation structure In the form of variable
pay
3 New recruitment and selection process In the form o f online
portals
1. Enhanced performance o f employees.
2. Clarity in the responsibility through personal discussion and
interaction.
3. Helps in employee career planning through performance
management system.
4. Enhanced performance through competitive compensation
structure.
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3.7.6 Name of the Company: Transworld compresso technologies Pvt. Ltd.
’v" -
at Transworld compressor technologies Pvt. Ltd.:
1.The identified change area. ^ —
T '
2.Objectives of the change process.
3.The process and targets of the change process.
OD interventions :
A) Individual Interventions:
Sr.
No.
Name of the
individual
intervention
Details
1 Coaching In the form of On the Job training
2 Goal setting In the form of performance management
system
3 Behavioural training In the form of specialized identified
training needs and training based on it.
B) Team building Interventions:
Sr.
No.
Name of the team
building
intervention
Details
1 Training In the form of On the job training
and planning for proper training
process.
programme
3 Role analysis In the form o f Job description
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C) Organization wide Interventions :
intervention
D eta ils,/^
system
Iformance index
performance
management scheme
2 Competitive compensation structure Linked with the
outcomes of
perfonnance index
scheme
3 New recruitment and selection process In the form of online
portals
4 Process consultation In the form of
contractual hiring of the
consultants for expertise.
5 Productivity enhancement ^ s o linked with
perfonnance index
scheme and
technological support.
6 Continuous improvernent^Mitiatives In the form o f open
house forums.
1. Enhanced performance of employees through performance index
scheme.
2. Open communication through open house forum.
3. Helps in employee career planning through performance index scheme.
4. Enhanced performance through competitive compensation structure.
3.7.8 Name of the Company : Kirloskar pneumatic company Ltd.
at Kirloskar pneumatic company Ltd.:
Following parameters guide for thc/^^election of appropriate OD intervention
2.The growth plans of the co ^ a n y .
3. The objectives and effectiveness of the selected OD intervention.
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4.The time and implementation process.
A)OD interventions : A)Individual Interventions
Sr.
No.
intervention
Details
1 Coaching In the form of On the Job training
2 Goal setting In the form of performance
management system
3 Behavioral training In the form of identified training
Sr.
No.
Name of the team building intervention Details
1 Training In the form of prescribed
training process.
2 Team building Through workshops
description
C)Inter group OD interventions :
Sr.
No.
Name of the Inter groJti[Mntervention Details
1 Conflict resolution In the form of interpersonal
training programme
D) Organization wide Interventions :
intervention
Details
system
In the form of MBO and
KRA’s
2 Competitive compensation structure Linked with the outcomes
of performance
management scheme
3 New recruitment and selection process In the form of online portals
4 Restructuring In the form of hierarchical
and processual changes
5 Quality improvement initiatives In the form of TQM and 5 S
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Business process reengineering In the process
Six sigma In process
Talent management Talent
programme
management
Knowledge management In form of training
10 Training methodology In the form of prescribed
training process____________
11 Process consultation In the form of hiring of the
consultants for expertise.
12 Productivity enhancement Through technological
support and TQM__________
13 Continuous improvement initiatives In the form of suggestion
schemes , assessments and
surveys.___________________
1.Enhanced productivity through the impkmentation of quality improvement
initiatives.
2.Continuous improvement through assessments.
3.Helps in employee career planning through performance management scheme.
4.Enhanced performance through continuous training programmes.
3.7.8 Name of the Company : Atlas Copco com pai^ ^ J^
--------------
at Atlas Copco company Ltd.:
2.The growth plans of the company.
3.The objectives and effectiveness of the selected OD intervention.
4.The time and implementation process.
5.Feedback received from various agencies.
OD interventions :
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Sr.
No.
intervention
Details
1. Life and career planning Through performance
management scheme and
personal discussion
2 Coaching In the form of On the Job
training
3 Goal setting ^ In the form o f performance
management system
4 Communication pattern In the form of personal
training
5 Behavioural training In the form o f identified
training needs and training
based on it.
Sr.
No.
Name of the teaHf^ building
intervention
Details
1 Training In the form of prescribed
training process.
2 Team building Through workshops
description
C)Inter group OD interventions :
Sr.
No.
Name of the Inter group
intervention
Details
1 Conflict resolution^^ In the form of
interpersonal training
programme
D)Organization wide Interventions :
intervention
Details
management system
In the form of MBO and
KRA’s
process
In the form o f online
portals
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3 Restructuring ^ In the form of hierrachial
and processual changes
4 Quality improvement initiatives In the form of TQM and 5
S
5 Business process reengineering In the form of process
benchmarking and
modifications.
6 Training methodology In the form of prescribed
training process
7 Process consultation^/^ In the form of hiring of
the consultants for
expertise.
8 Six sigma ^ In process
9 Talent management Talent management
programme
10 Knowledge management In form of training
11 Productivity enhancement Through technological
support and TQM
12 Continuous improvement initiatives In the form of suggestion
schemes , assessments and
surveys.
The implementation of these initiativ^has been very effective in terms of:
1.Enhanced productivity through the implementation of quality improvement
initiatives and process benchmarking.
2.Enhanced performance through MBO and KRA’s.
3.Helps in employee career planning through performance management scheme.
4.Enhanced performance through continuous training programmes.
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3.8Models of OD interventions : Based on the secondary research researcher has
conceptualized following model for application of OD interventions Individual
intervention model:
tnItiatirtgjjrga nisatio'^ ’
Organisational change demands individual
related change in :
Beliefs,values,attitude,perception,communicatio
n pattern, inter personal relatlons,individual
development
fpre-requisites for individual change
Leads to : 1 .Personal growth factors!?
"" 2: Professional development factors-
Action
research.
Involvement
and
particpation
I Cope up with
1 resistance to
change
,survey
feedback
[00 : 1. Diagnosis 2. Designing OD
intervention 3. Implementation of appropriate OD
intervention
evaluation of
OD
intervention
( 3.2 :Individual intervention model based on secondary research)
Model for individual interventions consists of:
1) Initiating organizational change: The organizational change demands in
individual behavior of an employee. The areas of change in behavior may include :
Beliefs, values, attitude, perception, communication pattern, inter personal relations,
individual development . This could be organizational response in situation like
cultural changes, processual changes or human behavioral changes for enhanced
performance.
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The link between the first stage and the second is the role of action research for
effective diagnosis and role of involvement and participation of employees for better
clarity and less resistance to change.
2) Pre-requisites for individual change : The organizational change involving
individual employee requires consideration in two areas :
1.Personal growth factors; are related to individual growth in personal life or can
be also considered as some alteration or modificjititJirin behavior can also enhance
the capacity of an individual which could b^^neficial for growth of an individual.
2.Professional development factors:^re related to professional capacities of an
individual for better work performance.
The link between the second and third stage is the role of survey feedback
about organizational change and to cope up with resistance to change with effective
organizational strategies.
3) OD process ; as discussed earlier th ^ ^ D process proceeds. The importance
aspect in the process is the selectiofiof appropriate OD intervention. The individual
focused OD interventions can be applied as per the need.
The link between the third and fourth stage is role evaluation of OD interventions.
The evaluation o f individual can be assessed through the enhanced performance ,
learning and application.
4) The achievements of objectives ; The main objective of an individual in the
process of organizational change make^ individual more adaptive and responsive.
The evaluation will prove if the ^application o f individual OD interventions are
successful.
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3.8.2 Team intervention model
Initiating
Organisation
al Change:
team related
chanee
Team building
Role Clarity
Responsibility alignment
conflict resolution
' High Performance
Action research, involvement and
• Individual performance
• Team performance
• Designing team building OD
intervention
• Implementation of OD
intRrventinn_____________
Survey feedback and cope up with
resistance to change
Acheivement 1 • Team effectiveness
-of objectives I • Enhanced Team
k J Performance
▼ -------------------------------------------- ^
{fig.3.3 : Team intervention model based on secondary research)
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Model for team interventions
1)Initiating organizational chang^: The teams play very important role in today’s
corporate world. The organizational change demands alteration in team functioning.
The areas of change in teams may include : team building, role clarity, responsibility
assignment, conflict resolution and high performance. This could be the result of
organizational change in processual or technological up dation.
The link between the first stage and the second is the role of action research for
effective diagnosis and role of involvement and participation o f employeesfor better
clarity and less resistance to change.
2)Pre-reqiiisites : The organizational charjg€ involving teams requires consideration
in two areas ;
1.Individual performance .^_aper^related to individual factors as team is formed of
individuals. These are behavioral aspects like communication issues, attitude,
perception towards others.
2.Team performance: are team related factors such as interpersonal factors,
communication pattern, role ambiguity, responsibility assignment and conflict. These
factors play important role in the performance of the team.
The link between the second and third stage is the role of survey feedback about
organizational change and to cope up with resistance to change with effective
organizational strategies.
3.0D process : as discussed earlier the OD process proceeds. The important aspect
in the process is the selection of appropriate OD intervention. The team focused OD
interventions can be applied as per the need. There are range of OD interventions and
exercises to enhance team performance.
The link between the third andfourth stage is evaluation of OD interventions. The
evaluation of individual can be assessed through the enhanced performance ,
learning and application.
4.The achievements of obj^tives : The main objective of team in the process of
organizational change/fnake an effective and high performance team . The
performance of the team can be evaluated and the objectives can be achieved.
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3.8.3 Inter group intervention model
Action research and diagnosis
OD process : 1. Diagnosis
Designing inter group OD intervention’
Implementation of OD intervention
Evaluation of OD
Achievement of objectives
Enhanced inter group relations and high
(Fig 3 4 : Intergroup intervention model based on secondary research)
Various departments and different teams together form an effective organization so
there is a need to address the issues between these teams or groups The inter group
interventions are related to role clarity, conflict resolution and improved inter personal
80

relations. Interventions aim at confrontation, negotiation for enhanced inter group
relations
3.8.4 System wide intervention model
Team Intergroup
1
Stru(
r
:ture ,
_ V _
OD process and
implementation of appropriate
Enhanced
organizational
effectiveness
(fig.3.5 : System wide intervention model based on secondary research)
81

The system wide interventions focus on the large scale organizational change. The
external factors like competition, globalization or high rate of technological
innovation demand the organizational change. Th^/organization strives for
sustainability in this kind of environment. These changes lead to alteration or
modification in mission, strategy, process, philosophy, structure or technology o f an
organization. The OD offers range of OD interventions that are considered as system
wide interventions. These interventions are inclusive o f individual, team, structure.
These interventions are designed as per the need of the organization. The
organizational effectiveness is evaluated with the help of various parameters like :
1. Enhanced performance of an organization.
2. Increased quality and production
3. Lower conflicts
4. High performance teams
5. Better work life balance of an indivi^al
6. Continuous learning
7. Improved inter personal relations
8. Effective communication
9. Responsive organizational structure and more role clarity
And most importantly
10. Increase commitment towards organization and responsive and
adaptive nature for sustainability.
82

3.8.5 The appropriate model:
: Learning
,open system
• Focus on
individual
developmen
t,well being,
performance
, career
( Fig. 3.6 : Appropriate OD intervention model based on secondary research)
The appropriate model is basically about an organization which is an open system
and which believes in continuous learning for sustainability. The continuous nature
83

of change enables an organization to decide on appropriate interventions focusing on
an individual , team , inter group and system together. No intervention can work in
isolation if as all systems are interdependent in an organization. The appropriate
model aims at individual, team and organizational effectiveness as illustrated in the
above figure.
3.9 Elements of successful application of OD intervention programme: -
There are three elements that can determine success of application of OD
intervention programme: -
1 ) A c c u r a t e d i a g n o s i s o f a n o r g a n i z a t i o n a n d t h e c h a n g e e v e n t, -
Diagnosis can help to analyze the current situation of an organization and its
effectiveness. Diagnosis also helps enhance organization’s existing functioning.
Diagnosis in OD is development oriented. It is a collaborative process between
organization members and consultant to collect required information, analyze it and
draw conclusions for action planning & interventions.
2 ) D e s i g n i n g a p p r o p r i a t e a n d e f f e c t i v e O D i n t e r v e n t i o n : -
Diagnosis helps to identify specific problems and based on that, OD interventions
are designed. OD interventions are thus customized or tailor made based on specific
problem. OD interventions are deliberate actior^ which attempt to change an
organization in a more effective way. E|¥^ctive interventions fulfill following
criteria: -
1) The need of an organization.
2) The knowledge of intended outcomes.
3) The change management capability of organizational members.
Effective interventions are based on valid information about the organization’s
functioning. Effective interventions help organizational members to create
commitment towards the change effort. InterventiojJS that are designed effectively
help to take responsibility by organizational/members by creating ownership
towards change effort. Interventions also involve knowledge of outcomes. Valid
84

information of outcome is prerequisite because interventions are based on specific
problem which is diagnosed eadier.
3 ) E v a l u a t i o n a n d I n s t i t u t i o n a l i z a t i o n o f O D i n t e r v e n t i o n s .
Evaluation is about conveying feedback to organization members about progress
and impact of intervention is successful. The successful change then becomes a
permanent part of an organization which is referred as institutionalization. Though
evaluating is generally carried out at the end of any cycle, in OD, if results are to be
made more correct, then evaluation should be carried out at every step so that
evaluation choices can help to take more accurate intervention decisions. The
evaluation of OD intervention can be done in two key areas: -
1) During the implementation of OD interventions.
2) Overall impact of OD interventions.
3.10 Institutionalizing OD interventions: -
Following are indicators of institutionalization.
1.Knowledge: - It refers to extent of knowledge of new behavior for effective
implementation of OD intervention.
2.Performance: - It refers to incorporating new behaviors to improve performance,
which can be judged through various parameters set by organizations.
3.Consensus: - This refers to the extent to which people agree about
appropriateness of the organizational changes.
4.Value penetration: - More the change & OD intervention related to value system
o f beliefs o f organizational members, better would be institutionalization o f OD
intervention.
Thus, all factors explain developmental view of institutionalization of OD
interventions. When all these factors ^ e present then OD interventions are
automatically institutionalized in an organization. Though OD interventions are
based on particular situation of a^rganization, OD interventions can be applied
continuously or any time when organization is ready and wants to make planned
improvements using OD values & beliefs and OD interventions.
85

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