Key learnings

KEY LEARNINGS:

1. Process Consultation should take into consideration. The aim is not to create a
development process for its own sake, but rather to serve on-going processes. That, of
course, sometimes means questioning these processes. Process consultation builds
relations between different parts of an organization. It is based on a systemic
understanding of organizing, where a problem is often seen as created by the existing
system.

In the case Mello introduced different departments, teams and systems. But she failed to
develop the existing and the new processes.

2. Also OD encompasses future readiness to meet change, thus a systemic learning and
development strategy intended to change the basics of beliefs, attitudes and relevance of
values, and structure of the current organization to better absorb disruptive technologies,
shrinking or exploding market opportunities and ensuing challenges and chaos.
3. OD interventions are targeted. These are targeted at different levels:
Strategic Issues: Strategic issues refer to major decisions of organizations. As in this case
includes the appointing of new inexperienced employees, etc
Technology and Structure Issues: These refer to issues relating to how organizations
divide their work amongst departments and how they coordinate between departments.
Human Resource Issues: These issues are concerned with attracting competent people to
the organization, setting goals for them, appraising and rewarding their performance, and
manage stress. These issues have to do with social processes occurring among
organization members, such as communication, decision-making, leadership, and group
dynamics.
4. Intervention is needed which will help to create interpersonal relationship and group
dynamics in bluebells.

It can be done with the help of:

T groups: The basic T Group brings ten to fifteen strangers together with a professional
trainer to examine the social dynamics that emerge from their interactions.
Process consultation: This intervention focuses on interpersonal relations and social
dynamics occurring in work groups
Third party intervention: This change method is a form of process consultation aimed at
dysfunctional interpersonal relations in organizations.
Team building: This intervention helps work groups become more effective in
accomplishing tasks.

5. System wide Intervention is also needed :
Organization Confrontation Meeting: This change method mobilizes organization
members to identify problems, set action targets, and begin working on problems.
Intergroup Relations: These interventions are designed to improve interactions among
different groups or departments in organizations.
Large-group Interventions: These interventions involve getting abroad variety of
stakeholders into a large meeting to clarify important values, to develop new ways of
working, to articulate a new vision for the organization, or to solve pressing
organizational problems
Grid Organization Development: This normative intervention specifies a particular way
to manage an organization.

6. Techno-Structural Interventions: These interventions deal with an organization’s
technology (for examples its task methods and job design) and structure (for example,
division of labor and hierarchy).
Structural design
Downsizing
Re-engineering

7. Human Resource Management Interventions:
Goal Setting: This change program involves setting clear and challenging goals. It
attempts to improve organization effectiveness by establishing a better fit between
personal and organizational objectives.
Performance Appraisal: This intervention is a systematic process of jointly assessing
work-related achievements, strengths and weaknesses,

Key learnings

More Related Content

What's hot (20)

Viewers also liked (13)

Similar to Key learnings (20)

Key learnings