Ppt on intervention
- 1. Meaning of I nterventio ns ´ set of sequenced planned actions or events The ´ The set of sequenced planned actions or events intended to help an organization improve its intended to help an organization improve its performance and effectivenessµ performance and effectivenessµ Intervention design are derived from careful diagnosis Intervention design are derived from careful diagnosis and meant to resolve specific problems. and meant to resolve specific problems. Interventions vary from standardized programs OD OD Interventions vary from standardized programs that have been developed and used in many that have been developed and used in many organizations to relatively unique programs tailored to a organizations to relatively unique programs tailored to a specific organization or department. specific organization or department.
- 2. CONT... & consultants participate during the client client & consultants participate during the course of an organization development program course of an organization development program Attempt to improve the ´ fit µ between the Attempt to improve the ´ fit µ between the individual & organization between the individual & organization between the organization & its environment. organization & its environment. Emphasis more on collaboration, confrontation Emphasis more on collaboration, confrontation & participation & participation
- 3. CRITERIA FOR EFFECTIVE INTERVENTION The interventions purposely disrupts the status The interventions purposely disrupts the status quo,they are deliberate attempts to change an quo,they are deliberate attempts to change an organization. organization. 1. The extent to which it fits the needs of the 1. The extent to which it fits the needs of the organization. organization. information Valid Valid information & informed choice Free Free & informed choice Internal commitment Internal commitment
- 4. CONT... 2.The degree to which it is based on causal 2.The degree to which it is based on causal knowledge of intended outcome knowledge of intended outcome knowledge Valid Valid knowledge 3.The extent to which it enhances the 3.The extent to which it enhances the organization·s capacity to manage change. organization·s capacity to manage change. Competence in change management Competence in change managemen
- 5. CONTINGENCIES RELATED TO THE CHANGE SITUATION CHANGE SITUATION 1.READINESS FOR CHANGE 1.READINESS FOR CHANGE Sensitivity to pressures being ready for planned change. Sensitivity to pressures being ready for planned change. Dissatisfaction with the status quo. Dissatisfaction with the status quo. Availability of resources to support changes. Availability of resources to support changes. Commitment of significant management time. Commitment of significant management time. When the above mentioned conditions are present then the When the above mentioned conditions are present then the Interventions can be designed Interventions can be designed ´´When readiness for change is low then interventions need to When readiness for change is low then interventions need to focus on increasing the organization·s willingness to changeµ focus on increasing the organization·s willingness to changeµ
- 6. CONT... 2.CAPABILITY TO CHANGE Managing planned changes requires Knowledge & Skills Ability to motivate change lead change To develop political support To manage the transition To sustain momentum To ´ If organization members do not have these capabilities, then a Preliminary training interventions are required
- 7. CONT... 3.CULTURAL CONTEXT The national culture can exert a powerful influence on members reaction to change. Account for the cultural values and assumptions. ´´Interventions can be modified to fit different cultural contextsµ 4.CAPABILITIES OF THE CHANGE AGENT Full disclosure of the applicability of their knowledge &expertise's ´ ´Practitioners are expected to intervene within their capabilities or to recommend someone more suited to the client's needs.µ
- 8. CONTINGENCIES RELATED TO THE TARGET OF CHANGE OF CHANGE ORGANIZATIONAL ISSUES ORGANIZATIONAL ISSUES Strategic issues Strategic issues Technology and structure issues Technology and structure issues Human resource issues Human resource issues Human process issues Human process issues
- 9. Organizations ‡Employee Involvement Work Design TECHNOLOGY/ STRUCTURE ISSUES ‡How to divide labour ‡How to coordinate Departments ‡How to produce Products or services ‡How to design work HUMAN RESOURCES ISSUES ‡How to attract competent people ‡How to set goals & reward people ‡How to plan & develop people¶s careers HUMAN RESOURCES MANAGEMENT INTRVENTIONS ‡Performance Management ‡Developing &