Organizational development and intervention
- 2. Introduction • Organizational Development Interventions is combination of two words “Organizational Development” means a collection of change methods that try to improve organizational effectiveness and employee well-being and “Interventions” means a set of sequenced, planned actions or events intended to help an organization to increase its effectiveness • OD interventions are sets of structured activities in which selected organizational units engage in a task or sequence of tasks with the goals of organizational improvement and individual development.
- 3. Factors influencing Organizational Development Interventions • Factors relating to Change Situation – Readiness for Change – Capability to Change – Cultural Context – Capabilities of the Change Agent • Factors Related to the Target of Change – Organizational Issues • Strategic Issues, Technology and Structure Issues, Human Resource Issues, Human Process Issues – Organizational Levels • individual, group, organization and trans-organization
- 4. SENSITIVITY TRAINING • commonly used Organizational Development intervention • also called laboratory training as it is conducted by creating an experimental laboratory situation in which employees are brought together, in groups, to interact in an unstructured environment. • members are encouraged to interact with new members and new individual behaviours.
- 5. Objectives • To help people understand themselves better. • To create better understanding of others. • To gain insight into the group process • To develop specific behavioural skills
- 6. Steps Refreezing the new ones Development of new values Unfreezing the old values
- 7. Working Process • provides face to face interaction. • carried out by largely unstructured groups without an agenda, leader and predetermined goals. • group is given complete freedom in developing their own devices, interactions and on-going process for interaction. • emphasis in this training is not upon learning specific facts but upon gaining understanding of feelings, gestures, attitude and emotions, i.e. sensitivity to oneself and others
- 8. SURVEY FEEDBACK • collecting data about the system and feeding back the data for individuals and groups at all levels of the organization to analyze, interpret meanings, and design corrective action steps. • have two components- the use of Attitude Survey and Feedback workshops. • has been shown to be an effective change technique in OD. • A well designed survey helps organization members to develop valid models of how organizations work and also provide feedback about progress towards goals.
- 9. Objectives • To assist the organization in diagnosing its problems and developing action plan for problem-solving. • To assist the group members to improve the relationships through discussion of common problems.
- 10. Steps Data Collection • Interviewing • Observing • Distribution of Survey • Questionnaire Feedback of Information • Review Results of Data Gathering • Identify Problem Follow –up Action • Examine Group Processes • Develop Plans for Improvement
- 11. Process • Members at the top of the hierarchy are involved in the preliminary planning. • Data are collected from all the members of the organization. • Feedback to the top executive team and then down through the hierarchy is functional teams. • Each superior presides at a meeting with their subordinates in which the data are discussed. • Most feedback meetings include the consultant who has helped prepare the superior for the meeting and who serves as a resource person.
- 12. PROCESS CONSULTATION • 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.
- 13. Objective • To perceive, understand, and act upon process events • Jointly diagnosing what processes need improvement. • Actively participate in both the diagnosis and the development
- 14. Steps Initial Contact Define the relationship Select the method of work. Collection of Data and Diagnosis Intervention Reducing Involvement and Termination
- 15. TEAM BUILDING • Team building is the use of different types of interventions that are aimed at – enhancing social relations – clarifying team members – solving tasks and interpersonal problems that affect team functionality.
- 16. Objectives • Establish or clarify goals and objectives. • Determine or clarify roles and responsibilities. • Establish or clarify policies and procedures. • Improve personal relations.
- 17. Johari Window
- 18. Improving Communication through Johari Window
- 19. Process • Team building does not have a beginning and an ending point. • So long as the team is continuing to meet, the process of building and rebuilding that team will occur. • Team building is not based on artificial activities but emerges from the ongoing work of the team.
- 20. MBO • Management by objectives (MBO), also known as management by results (MBR), is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization in order to achieve them.
- 21. Steps Diagnosis for MBO Readiness Preparation for MBO Objective Setting Intermediate Review Final Review and Analysis of Results Achieving Results
- 22. PROBLEM IN ORGANIZATIONAL DEVELOPMENT • Few consultants are engaged in the system • Too exclusive an emphasis on human processes – excludes task and content contributions – prevents integration of social and technical systems – potentially distorts/over-simplifies diagnoses
- 23. Performance Problem • individual performance problems • team Performance problems • unit (e.g. department or division) performance shortfalls • organizational performance problems • There are many causes of performance problems including: – Interference – Attitude – Skills
- 24. STRESS MANAGEMENT • Stress – Physiological Symptoms – Psychological Symptoms – Behavioural Symptoms • Managing Stress – Individual Approaches • making daily lists of activities to be accomplished • prioritizing activities by importance and urgency • scheduling activities according to the priorities set • knowing your daily cycle and handling the most demanding parts of your job when you are most alert and productive • avoiding electronic distractions like frequently checking e-mail, which can limit attention and Reduce efficiency
- 25. Organizational Approach • Improve Employee Selection and job placement decisions. • Training • Realistic goal-setting • Redesigning jobs • Increasing employee involvement • Organizational communication • Wellness programs
- 26. Conclusion Organizational Development is a collection of planned change interventions, built on humanistic-democratic values, that seeks to improve Organizational effectiveness and employee well-being. Various interventions like Sensitivity training, survey feedback, Process Consultation, Team Building and MBO are very helpful for the organization