strategic interventions
DESCRIPTION
Strategic InterventionTRANSCRIPT
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Strategic Interventions
Prepared by Mr Rabeel Sabar
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Intervention
A sequence of planned activities, actions, and events intended to help an organization improve its performance and effectiveness.
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Targets of Interventions
Strategic Interventions – transforming company
Techno-structural Interventions– divide work into
departments & coordinate
Human Resources Management Interventions – overall
organizational performance by improving organizational
members performance
Human Process Interventions – enhancing organizational
members the ways in which they work together
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Strategic Intervention
An intervention aimed at effecting a suitable fit among a firm’s strategy, structure, culture, and external environments.
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Strategic Interventions
Mergers & Acquisitions Culture Change Creativity & Innovation
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Creativity & Innovation
• Creativity
– The ability to combine ideas in a unique new or modified way.
• Innovation
– The process of taking a creative idea and turning it into a useful product, service, or method of operation.
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Structural Variables Affecting Innovation
• Organic structures
– Positively influence innovation through less work specialization, fewer rules and decentralization.
• Easy availability of plentiful resources
– Allow management to purchase innovations, bear the cost of instituting innovations, and absorb failures.
• Frequent inter-unit communication
– Helps to break down barriers to innovation by facilitating interaction across departmental lines.
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Techno-Structural Intervention
An intervention technique in which employees collect information on existing formal organizational structures and analyze it for the purpose of redesigning and implementing new organizational structures, technology or procedures.
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Techno-Structural Interventions
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Human Resource Management Interventions
HRM interventions aim to enhance overall organizational performance by improving the performance of individuals and groups within the organization.
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Human Resource Management Interventions
Goal Setting Performance Appraisal Reward Systems Career Planning & Development Coaching and Counseling Activities Managing Work Force Diversity
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Human Process Interventions
Aimed at enabling employees to develop a better understanding of their own and others’ behaviors for the purpose of improving that behavior such that the organization benefits.
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Human Process Interventions
Sensitivity Training Team Building Process Consulting Large-group Interventions Skills Training Job Redesign Conflict Resolution Employee Wellness
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Sensitivity Training (T-Groups)
Purpose is to increase participants’ insight into their own behavior and that of others by encouraging an open expression of feelings in a trainer-guided group.
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Team Building
An intervention designed to improve
the effectiveness of a work group.
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Process Consulting
Process consulting is carefully intervening in a group or team to help it to accomplish its goals. It concentrates on the way the team works, rather than what it is working on.
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Large Group Interventions
Events that bring all of the key members
of a group together in one room for an
extended period of time.
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Skills Training
Increasing the job knowledge, skills,
and abilities that are necessary to do a
job effectively.
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Job Redesign
An intervention method that alters jobs
to improve the fit between individual
skills and the demands of the job.
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Conflict Resolution
Five methods for conflict resolution:
1. Accommodation
2. Avoidance
3. Collaboration
4. Compromise
5. Competition
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Accommodation
• Surrender one's own needs and wishes to accommodate the other party. Used when the relationship and peace is more important than the issue.
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Avoidance
• Avoid or postpone conflict by ignoring it, changing the subject, etc. Avoidance can be useful as a temporary measure to buy time or a means of dealing with very minor conflicts.
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Collaboration
• Work together to find a mutually beneficial solution. Satisfying both side’s needs can be seen as the only win-win solution to conflict, collaboration can also be time-intensive and inappropriate when there is not enough trust, respect or communication among participants for collaboration to occur.
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Compromise
• Bring the problem into the open and have the third person present. The aim of conflict resolution is to reach agreement and better alternative to both side’s demands.
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Competition
• Assert one's viewpoint at the potential expense of another. People who tend towards a competitive style take a firm stand, and know what they want.
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Employee Wellness
Health Promotion
Programs Career Planning
Stress reduction education, employee assistance
Match individual’s career aspirations with organizational opportunities
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Advice for Structuring Interventions
Relevant
Problem oriented
Clear goals
Realistic expectations
Experience-based learning
Easy-going climate
Learn how to learn
Total situation should come into play
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Results expected from Intervention
Feedback
Awareness of norms
Increased interaction
Increased communication
Confrontation
Education
Participation
Increased accountability
Optimism
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Evaluation
Feedback to organization members about
progress and impact of interventions.