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Organization Development Interventions

OD interventions aim to improve organizational functioning and effectiveness. They can target individuals, teams, intergroup relations, or the entire organization. Selection depends on the problem, potential results, implementation feasibility, and acceptance. Examples include laboratory training to improve self-awareness, role negotiation to clarify team member responsibilities, job design to enhance worker satisfaction and productivity, and survey feedback to identify workplace obstacles from an employee perspective. The process involves administering surveys, analyzing results, providing feedback to leaders, and following up to ensure progress.

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Milan Mehta
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4K views18 pages

Organization Development Interventions

OD interventions aim to improve organizational functioning and effectiveness. They can target individuals, teams, intergroup relations, or the entire organization. Selection depends on the problem, potential results, implementation feasibility, and acceptance. Examples include laboratory training to improve self-awareness, role negotiation to clarify team member responsibilities, job design to enhance worker satisfaction and productivity, and survey feedback to identify workplace obstacles from an employee perspective. The process involves administering surveys, analyzing results, providing feedback to leaders, and following up to ensure progress.

Uploaded by

Milan Mehta
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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OD INTERVENTIONS

Definition
 “to intervene is to enter into an ongoing system of
relationships, to come between or among people,
groups, or objects for the purpose of helping them”
- Argyris
 OD Interventions are set of structured activities in
which selected organizational units engage with a
task or a sequence of tasks where the task goals are
related directly or indirectly to organizational
improvement
Classification based on Size/Complexity

Personal Team Intergroup Organization


System

Job Design Team Building Third Party MBO


Intervention

Job Enrichment Role negotiation Organization Action Research


Mirror

Career Planning Job Enrichment Process Survey Feedback


Consultation

Laboratory Job Design Intergroup Quality of Work


Training Development Life

Stress Quality Circles Decentralization


Management
Selection Criteria
 The potential results of the technique
 Will it solve the basic problem?
 Does it have any additional positive outcome?
 Are any negative outcomes likely to occur?
 The potential implementation of the technique
 Is the proposed technique practical?
 Is cost-benefit analysis in favor of implementation?
 The potential acceptance of the technique
 Is the technique acceptable to the client system?
 Is the technique adequately developed and tested?
 Has it been communicated well to the members of the client
system?
OD interpersonal Interventions
A) Laboratory training
 It evolved from early group dynamics work by Kurt

Lewin and the program conducted by NTL in US


 Objectives

 Improved insights into managerial and personal style


 An increased ability to assess one’s impact on others
 A greater awareness of the conditions that facilitate or
inhibit group functioning
 Increased skill in analyzing and coping with change and
ambiguous problem situations
OD interpersonal Interventions
B) Career Planning Interventions
 OD is aimed at increasing the integration of individual

and organizational goals


 People often feel caught in an “organizational trap”

because their personal goals and sense of meaning


becomes lost
 It involves:

 Determining where you are now


 Deciding where you want to be
 Developing a plan for getting where you want to be
Team interventions
A) Role Negotiation Technique
 It was developed by Roger Harrison and is directed

at the work relationship among group members


 In this mangers frankly discuss what they want

from each others


 Steps involved are as follows:

 Contract Setting: each member prepares a list for each


other with 3 headings
 Things to do more
 Things to do less
 Things to do the same
Team interventions
 Issue Diagnosis: Each member writes out a master list
combining the lists written by different members and
this list is posted in the wall.
 Role Negotiation: After discussion members decide
which items they want most and sit down in pairs to
negotiate, usually with a third party to negotiate
 Written Role Negotiation Agreement: The outcome of
the role negotiation is a set of written agreement
spelling out the agreement and concessions, which
each party finds satisfactory
Structural Interventions
A) MBO
B) Parallel Learning Structures
C) Quality Circles
D) Quality of Work life
E) Job Design
 It was proposed by Fredrick Taylor in 1911

 It has challenged the scientific management which was in

favor of breaking down the job into smaller tasks in order


to reduce human error
 The current trend is to redesign the jobs to improve worker

satisfaction and productivity


Structural Interventions
 Some of the approaches to redesign the job are:
a) Job Enlargement theory:
 Mass production systems did not provide workers

with opportunities to socialize on the job or to


satisfy their needs for achievement, self-expression,
creativity, and control.
 Such employee problems are absenteeism,

turnover, low morale and low productivity


 Job Rotation and Job Enlargement were introduced.
Structural Interventions
b) Job Enrichment Theory:
 Redesigning the job to improve the motivation by

permitting employees to attain increased level of


responsibility and achievement
 Suggestions include:

 Add difficult assignments to an employee’s job while


providing appropriate training
 Additional authority
 Enable an employee to become an expert in an area
Structural Interventions
F) Sociotechnical Systems:
The organization consists of 5 primary components:
 Structural Subsystems: formal designs, policies,

procedures. It is set forth by the organization chart


and includes division of work and authority
 Technical Subsystem: techniques, equipment

 Psycho-social Subsystem: social relationships and

behavior pattern of members, such as norms, roles


and communication
Structural Interventions
 Goal Subsystems: mission, vision. Other goals
could be profits, expansion, growth or survival
 Managerial Subsystems: spans across the
organization by directing, organizing, leading and
coordinating all activities
Confrontation Meeting
 One day meeting of entire management of n
organization in which they take a reading of their
own organizational health
 It brings together all the managers of an
organization to meet to confront the issues of
whether the organization is meeting its goals or not
Survey Feedback
 In globally competitive environments, organizations
are seeking information about obstacles to
productivity and satisfaction in the workplace.
 Survey feedback is a tool that can provide this type
of honest feedback to help leaders guide and direct
their teams.
 Survey feedback provides a participative approach
and enables all members to become actively engaged
in managing the work environment.
Procedure
 Identify project plan and objectives

 Brief team leaders and employees about the process

 Administer survey

 Conduct interviews and focus groups

 Train leaders on facilitating team discussions

 Analyze the data and construct a report

 Provide feedback to leaders

 Team leaders conduct feedback action planning and meetings

 Leaders present reports on progress and results to Senior Management

 Follow-up by senior leadership to ensure progress and accountability

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