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The term Organisational Development (OD) came into prominence in the 1960s. It was popularized by theorists like Blake and Mouton, Shepard and Beckard. Organisational Development is a long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organizations culture with special emphasis on the culture of intact work teams and other team configurations utilizing the consultant facilitator role and the theory and technology of applied behavioral science, including action research. Intervention: An intervention is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness. Interventions purposely disrupt the status quo. The following a few of most common OD Interventions, that most of the companies practice: 1. Applying criteria to goals 2. Establishing inter-unit task forces 3. Experimentation with alternative arrangements 4. Identifying Key Communicators 5. Identifying Fireable Offenses 6. In-Visioning 7. Team Building 8. Inter-group Problem Solving 9. Management / Leadership Training 10. Setting up measurements Change Agent: Implementation of planned change requires change agents. A change agent is a person who will initiate change in the organization. The change agent has to perform a difficult task to implement the needed change to increase organizational effectiveness. He may have to face resistance from different quarters to prevent change but he has to tread his way to removing those impediments
Intervention Overview: Human Process Interventions Techno structural Interventions Human Resources Management Interventions Strategic Interventions OD Interventions: It refers to a set of planned change activities intended to help an organization to increase its effectiveness. Based on valid information (accurate organizational diagnosis.) Opportunity for free and informed choice (employees active involvement) Gain members internal commitment (employees accept ownership of the intervention and its implementation)
interpersonal relations
Process consultation / third party interventions:
Consultant helps group members to diagnose group functioning and to devise solutions to process problems (conflicts, communications, norms)
Team building: Goes beyond process consultation, examines group's task, member roles,
instruments for measuring organizational practices. Management Science-II Dr. Indian Institute of Technology Madras
Techno-Structural Interventions:
Formal structures:
Concerns organizations division of labour how to specialize task performances. Four kinds of structures: Functional, self-contained units, matrix, and networked
Differentiation and Integration: Specialization and coordination mechanisms redesigned as per environmental
Joint assessment of work-related achievements, strengths and weaknesses; providing performance feedback to individuals and work groups
IReward systems:
Designing incentive and reward system for improving employee satisfaction and performance
Career planning and development: Guiding employees to choose career paths and to attain career objectives;
Change in gender ratio, ethnic ratio, physically challenged employees; flexibility in policies to accommodate these changes
Employee wellness:
Person-Focused OD Interventions:
Partnerships between individuals (participants) and behavioral science experts (facilitators)