meenakshi ppt

8/2/2019 Meenakshi Ppt

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NIMS UNIVERSITY

INSTITUTE OF MANAGEMENT ANDCOMPUTER SCIENCES.

SUBMITTED BY:-

MEENAKSHI AGGARWAL

MBA 4tH SEM.


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ORGANIZATION

DEVELOPMENT

INTERVENTIONS


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OD interventions are sets of structured activities

in which selected organizational units engage ina series of tasks which will lead to organizational

improvement.

DEFINATION OF OD

INTERVENTIONS


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There are one of four reasons why there is need for ODinterventions:

1. The organization has a problem- some thing is broken,and corrective actions need to be taken i.e. it needs to befixed.

2. The organization sees an unrealized opportunity:something it wants is beyond its reach. Enabling actions-interventions- are developed to seize the opportunity.

3. Features of the organization are out of alignment: parts ofthe organization are working at cross-purposes.Alignmentactivities- interventions- are developed to get things back

in tune.4. The vision guiding the organizational changes:

yesterdays vision is no longer good enough. Actions tobuild the necessary structures, processes, and culture tosupport the new vision- interventions- are developed tomake the new vision a reality.

NEED OF OD INTERVENTIONS


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TYPES OF INTERVENTIONS

Target Group Interventions Designed to ImproveEffectiveness

Life-and career-planning activities

Coaching and counseling

T-group(sensitivity training)

Individuals Education & training to increase skills, knowledgein the areas of technical task needs, relationshipskills, process skills, decision making, problem-solving,planning, goal-setting skills

Grid OD phase1

Work redesign

Gestalt OD

Behaviour modeling Process consultation

Third- party peacemaking

Dyads/Triads Role negotiation technique

Gestalt OD


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Target Group Interventions Designed to ImproveEffectiveness

Teambuilding-task directed, process directed

Gestalt OD Grid OD phase 2

Interdependency exercise

Appreciative inquiry

Responsibility charting

Teams and Groups Process consultation

Role negotiation

Role analysis technique

Startup team-building activities

Education in decision making, problemsolving

planning, goal setting in group settings Team MBO

Appreciations and concerns exercise

Search conferences

Quality of work life(QWL) programs

Quality circles


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Establishing a sense of urgency

-Examining market and competitive realities

-Identifying and discussing crises,potentialcrises, or major opportunities

Forming a powerful guiding coalition

-Assembling a group with enough power to leadthe change effort

-Encouraging the group to work together as a

teamCreating a vision

-Creating a vision to help direct the change effort

-Developing strategies for achieving the vision

FIVE STEPS TO SUCCESSFUL

ORGANIZATIONAL TRANSFORMATION


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Communicating the vision

-Using every vehicle possible to communicatethe new vision and strategies

-Teaching new behaviours by the example of

the new coalition

Empowering others to act on the vision

-Getting rid of obstacles to change

-Changing systems or structures that seriously

undermine the vision

-Encouraging risk taking and non-traditional

ideas, activities, and actions.


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CLASSISIFICATION OF

INTERVENTIONS

1. DIAGNOSTIC Activities

2. TEAMBUILDING Activities

3. INTERGROUP Activities

4. SURVEY FEEDBACK Activities

5. EDUCATION and TRAININGActivities6. TECHNOSTRUCTURAL or STRUCTURAL Activities

7. PROCESS CONSULTATION Activities

8. GRID ORGANIZATION DEVELOPMENT Activities

9. THIRD-PARTY PEACEMAKINGActivities

10. COACHING and COUNSELING Activities

11. LIFE and CAREER-PLANNING Activities

12. PLANNING and GOAL-SETTING Activities

13. STRATEGIC MANAGEMENT Activities

14. ORGANIZATIONAL TRANSFORMATION Activities


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THEBURKE-LITWINCAUSALMODEL


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This model includes several key features which go beyondthe models discussed earlier:

includes twelve theoretical constructs (i.e.,organizational variables)

distinguishes between the culture and the climate of anorganization

distinguishes between transformational andtransactional dynamics

specifies the nature and direction of influence oforganizational variables

is based on previous models, empirical studies, and ODpractice


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The feedback loops on the right and left sides of the

model go in both directions. For example, theperformance variable affects the external

environment through its products and services, and

likewise, the individual and organizational

performance is affected by demands from the external

environment. The remaining variables representthroughputs in open systems theory .


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THANK YOU

meenakshi ppt

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