Organisational Developement

7/31/2019 Organisational Developement

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OrganizationalDevelopment

Amit Sharma

Business AnalystB. Tech, MBA, PGDM, SAP (HR/HCM),


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ORGANIZATIONAL DEVELOPMENT Books to be Read:1. Organization Development French & Bell2. Organization Development V. G. Kondalkar3. Organization Development & Change Cummings & Worley4. Organizational Development & Transformation- French, Bell &

Zawacki


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Organizational Development or O.D. is a planned effortinitiated by process specialists to help an organization developits diagnostic skills, coping capabilities, linkage strategies( inthe form of temporary and semi-permanent systems) and aculture of mutuality.

A planned effort thinking and planning initiated by process specialists

Diagnostic skills- data collection-overtime

Coping capabilities-problem-solving,confront and cope

Linking strategies-Indl.& Organl. Goals Culture of Mutuality-OCTAPACE-fostering of certain values

and open and proactive systems viz. openness,confrontation,trust, authenticity,pro-activeness, autonomy, collaborationand experimentation.


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Definition of O.D.by Edgar Schein

An organization is the planned coordination of the activities of a

number of people for the achievement of some common explicitpurpose or goals through the division of labour and function, and

through a hierarchy of authority and responsibility.

Development is the act, process, result or state of being

developed-which in turn means to advance, to promote the

growth of, to evolve the possibility of, to further, to improve or to

enhance something

Two elements stand out viz.

(a)Development may be an act, process or an end state

(b)Development means bettering somethingO. D. is the act, process or result of furthering,advancing, or

promoting the growth of an organization


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The O. D. Approach to Change treats the organization as a system.

A system is an orderly group of logically related parts, principles and

beliefs. Alternatively, it is a grouping or arrangement that relate

or interact with each other in such a way as to form a whole.

Thus this approach has the following characteristics:

(a) Total view not a limited view

(b) Relationship between the Orgn. and the environment

and the internal dynamics of the Orgn.

Teams-temporary, semi-permanent and permanent-continous

improvement

(d) Inter-personal Communication

(e) Individuals- self awareness and self acceptance-developing

skills, knowledge and ability of individuals


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Inter-teams-inter face-manage conflicts, developing collaboration,

attainment of goals.

Organization-stable entity which sets the goals. To carry on the

efforts begun by the outside consultant/ expert through an

internal O. D. Facilitator.

From a Behavioural science perspective:

O.D. is a long range effort to improve an Orgns problem solving

and renewal processes, particularly through a more effective andcollaborative management of organizational culture with special

emphasis on the culture of formal work teams- with the assistance

of a change agent, or catalyst, and the use of theory and technology

of applied behavioural science including Action Research.Renewal is the process of initiating , creating and confronting

needed changes to make it possible for organizations to become

more viable, to adapt to new conditions, to solve problems, to learn

from experiences and to move towards greater maturity.


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ORGANISATIONAL DEVELOPMENT

O. D. is a systemic and systematic change effort, using

behavioural science knowledge and skill, to transform an orgn.

to a new state.O.D. is system-wide and value-based collaborative process of

applying behavioural science knowledge to the adaptive

development , improvement and reinforcement of such

organizational features as the strategies, structures, processespeople and cultures that lead to organizational effectiveness

The characteristics of O. D. are:

1. It is a system-wise process

2. It is value-based

3. It is collaborative4. It is based on behavioural science knowledge

5. It is concerned with strategies, structures, processes, people

and culture

6. It is about organizational effectiveness


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ORGANIZATIONAL DEVELOPMENTOrganizational Development is a long-term effort, led and supported by top

management, to improve an organizational visioning, empowerment, learning,

and problem-solving processes,through an ongoing, collaborative management

of organizational culture- with special emphasis on the culture of intact workteams and other team configurations-using the consultant-facilitator role and

the theory and technology of applied behavioural science, including action

research.

The important aspects include:

(a) Long-term effort

(b) Led and supported by top management

(c) Visioning processes-viable, coherent and shared picture

(d) Empowerment processes

(e) Learning processes

(f) Problem solving processes

(g) Ongoing collaborative management of the organizational culture(h) Intact work teams and other configurations

(i) Cross- functional teams

(j) Consultant- facilitator role

(k) Theory and technology of applied behavioural science

(l) Action research


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Organization transformation can occur in response to or in

anticipation of major changes in the organizations environment or

technology. In addition these changes are often associated with

significant alterations in the firms business strategy, which, in

turn, may require modifying corporate culture as well as internal

structures and processes to support the new direction. Such

fundamental change entails new paradigm for organizing and

managing organizations. It involves qualitatively different ways ofperceiving, thinking, and behaving in the organizations.

Beer (1980), the aim of OD are (1) enhancing congruence betweenorganizational structure, processes, strategy, people, and culture;

(2) developing new and creative organizational solutions; and (3)

developing the organizations self-renewing capacity.


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OD is a system wide application of behavioural science

knowledge to the planned development and re-enforcement of

organizational strategies, structures, and processes for improvingan organizations effectiveness (Cummings and Worley, 1993).

Organizational Development is a long-term behaviouralphilosophy initiated by the top management. It relates to use of

latest technologies and organizational processes to affect planned

change by establishing cultural framework based on vision,

empowerment and employee well being leading to attainment of

quality of work life and organizational effectiveness thus creating

a learned organization.


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OBJECTIVES OF ORGANIZATIONAL

DEVELOPMENT PROGRAMME

1.Individual and group development.

2.Development of organization culture and processes by constant

interaction between members irrespective of levels of hierarchy.

3.Inculcating team spirit.

4.Empowerment of social side of employees.

5.Focus of value development.

Contd..


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6. Employee participation, problem-solving and decision-

making at various levels.

7. Evaluate present systems and introduction of new systems

thereby achieving total system change if required.

8. Transformation and achievement of competitive edge ofthe organization.

9. Achieve organization growth by total human inputs by

way of research and development, innovations, creativity

and exploiting human talent.

10.Behaviour modification and self managed team as the

basic unit of an organization.


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This leads to adopt the following organization strategy for

development:

Ask questions to resolve doubts.

Listen to superiors advice.

Support employees in their venture.

Accept challenge.

Leaders to encourage creativity and promote risk

taking.

Give additional responsibility to subordinates.

Set high standards of quality.

Empower employees.

Initiate suitable reward system that should be

compatible, if not more than the industry norms.


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2. For Groups

a) One of the most important factors in the organization is thework group around whom the organization functions. This

includes the peer group and the leader (boss)

b) More people prefer to be part of the group because the

group accepts them.

c) Most people are capable of making higher contributions to

the groups effectiveness.

Contd..


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Following strategy is required to be adopted for group

development based on the above assumptions:

a) Invest in training and development of the group. Money andtime spent on this is an investment for the organization.

Leaders should also invest in development of skills and thus

help create a position organizational climate.

b) Let the team flourish. Teams are the best approach to get the

work done. Apart from the above teams enjoy emotional and

job satisfaction when they work in groups.

c) Leaders should adopt team leadership style and not autocratic

leadership style. To do this, jobs should be allotted to the

team and not to the individual.

Contd..


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d) It is not possible for one individual (leader) to perform

both, the leadership and maintenance functions. It is

therefore necessary for team members to assist leader in

performance of his duties.

e) Group should be trained in conflict management, stress

management, group decision-making, collaboration, and

effective interpersonal communication. This will

improve organizational effectiveness. Empowerment is

the corner stone of the successful organizations.

f) Leaders should pay particular attention to the feelings of

the employees. It should be understood that suppressedfeeling and attitudes adversely affect problem-solving,

personal growth and job satisfaction.

g) Development of group cohesiveness.


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3. For Organizations

a) Create learning organization culture.

b) Adopt win-win strategy for sustained growth.

c) Create cooperative dynamics rather than competitive

organizational dynamics in the organization.

d) Needs and aspirations of the employees in the organization

must be met. This leads to greater participation of the

employees. Organizations should adopt developmental

outlook and seek opportunities in which people can

experience personal and professional growth. Such

orientation creates a self-fulfilling prophecy.

Contd..


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f) People must be treated with due respect and

considered important. The credit of success must be

given to the employees unconditioned.

g) Promote organizational citizenship.

4. It is possible to create organizations that are humane,

democratic and empowering on one hand and high

performing in terms of productivity, quality of

output, profitability, and growth on the other. It is the

responsibility of every entrepreneur to ensure that the

needs of the society are met.


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ORGANIZATIONAL DEVELOPMENT

Top values associated with O. D. today:

1. Increasing effectiveness and efficiency2. Creating openness in communication

3. Empowering employees to act

4. Enhancing productivity

5. Promoting organizational participation

Values considered to be most important:

1. Empowering employees to act

2. Creating openness in communication

3. Facilitating ownership of process and outcome4. Promoting a culture of collaboration

5. Promoting inquiry and continuous learning

ORGANISATIONAL DEVELOPMENT


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ORGANISATIONAL DEVELOPMENTOrganizational Development is planned change in the

organizational context. In this context of change it is

necessary to refer to Kurt Lewin

He has provided two principle ideas viz.1. What is occurring at any point of time is a resultant in a

field of opposing forces e. g. production level at a

particular point of time is the resultant equilibrium of

some forces pushing towards higher levels of production

and other forces pushing towards lower levels of

production. The production levels tend to remain at the

same levels as the field of forces remains constant.

Another example could be the level of morale.

2. The second contribution is the change itself. He hasdescribed a three- stage process viz.

(a Unfreezing the old behaviour

(b)Moving to a new level of behaviour

(c )Refreezing the behavior at the new level


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Kurt Lewins Three Stage Model : as modified by Lippitt & others1. Developing a need for change. (Lewins unfreezing phase)

2. Establishing a change relationship. In this phase a client system in

need of help and a change agent from outside the system establish a

working relationship

3. Clarifying or diagnosing the clients systems problem

4. Examining alternative routes and goals; establishing goals and

intentions of actions

5. Transforming intentions into actual change efforts.Phases 3, 4 and

5 correspond to Lewins moving phase6. Generalizing and stabilizing change. This corresponds to Lewins

refreezing phase

7. Achieving a terminal relationship, that is, terminating the client-

consultant relationship


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The Burke-Litwin Model of Organizational Change

(a) First-order change- transactional, evolutionary, adaptive, incremental, or

continuous change

(b) Second-order change- transformational, revolutionary, radical, or discontinuous

change

n.b.. O. D. programs are directed toward both first-order and second order change

with an increasing emphasis on secondorder transformational change.

First-Order Second-Order

1. Structure 1. Mission and Strategy

2. Management Practices 2. Leadership

3. Systems 3. Organizational Culture

(Transactional) (Transformational)Distinguishing Organizational Climate and Organizational Culture.

Climate-peoples perceptions and attitudes about the organization

Culture- deep seated assumptions about values and beliefs that are enduring, often

unconscious and difficult to change

ORGANIZATIONAL DEVELOPMENT( First)


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ORGANIZATIONAL DEVELOPMENT( First)

Management

Practices

Structure

Systems

Policies &Procedures

Work

Unit Climate

Motivation

IndividualNeeds

& Values

TaskRequirements &

Individual

Skills/Abilities

Individual &

Organizational

Performance

IndividualNeeds &

Values


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ORGANIZATION DEVELOPMENT(Second)

External

Environment.

LeadershipMission &

Strategy

Organizational

Culture

Individual &

Organizational

Performance

Th B k Lit i M d l f O i ti l P f m d Ch


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The Burke-Litwin Model of Organizational Performance and Change

External

Environment

Leadership Organizational

Culture

Mission &

Strategy

Structure

Management

Practices

Systems

(Policies &

Procedures)

Work Unit

Climate

Motivation

Individual &

OrganizationalPerformance

Task Requires

& Individual

Skills/ Abilities

Individual

Needs & Values

O D PROCESS: Diagnosis Action & Program Management


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O. D. PROCESS: Diagnosis,Action & Program Management

The O. D. process consists of three components-diagnosis, action and

program management.

Diagnosis component consists of continuous collection of data about thetotal system, its sub-units its processes, and its culture.

The action component consists of all the activities and interventions

designed to improve the organizations functioning.

The program management component is designed to ensure success of

the program.

Diagnosis involves;

1. What are its strengths?

2. What are its problems?

3. What are its unrealized opportunities?

4. Discrepancy between desired situation and current situation?

O D PROCESS


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O. D. PROCESS

Action Plans are developed to correct problems, seize opportunities and

maintains areas of strengths .These are interventions specifically to

address issues at the individual, group, inter-group, or organizational

levels.Results- this stage consists of a fact-finding about the results of the

actions. Did they have the desired effects? Have the problems been

solved or the opportunities exploited?

The process is diagnosis-action-evaluation-actionAn O. D. Programme thus starts with diagnosis and employs data

collecting and data analyzing throughout. These activities are required to

provide an accurate account of things as they are needed for two reasons-

first to know the state of things or what is: the second is to know the

effects or consequences of actions

The first area of diagnosis is that of various sub-systems of the total

organization e.g. teams

The second area are the organizational processes e.g. decision-making

communication styles , relationships between groups, management of

Porras & Robertson Model of Organizational Change


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Porras & Robertson Model of Organizational Change

Environment

Vision

OrganizingArrangements

Social Factors

Physical

SettingTechnology

1.Goals 1. Culture 1. Space confign. 1.Tools etc. 2.Strategies 2.

Mgt. Style 2. Phyl. Ambience 2. I. T. . 3.Structure 3. Interaction 3.Interior Design 3. Job Design . 4.Admn.(p& p) 4. Informal patterns 4. Architl design

4. Work Flow D

5.Adm. Systems 5.Indl. Attributes 5. Tech.Expert. 6.Reward systm

6. Tech. Proc. 7.Ownership 7. Tech. systms


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STAGES IN THE O.D. PROGRAMS

1. ENTRY

2. CONTRACTING

3. DIAGNOSIS

4. FEEDBACK

5. PLANNING CHANGE

6. INTERVENTION

7. EVALUATION

SYSTEMS THEORY-foundation of O. D.


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SYSTEMS THEORY foundation of O. D.This theory views organizations as open systems in active exchange with

their environments.

Systems theory is one of the most powerful conceptual tools available for

understanding the dynamics of organizations and organizational change.Definitions of Systems:

A system is a set of objects together with relationships between the

objects and between their attributes.

A System is a set of elements standing in interaction.

A system is an organized, unitary whole composed of two or more

independent parts,components, or sub-systems, and delineated by

identifiable boundaries from its environmental supra system

A system is an arrangement of interrelated parts.

A system denotes interrelatedness, interconnectedness andinterdependency among elements in a set that constitutes an identifiable

whole or gestalt.

SYSTEM IN INTERACTION WITH ITS ENVIRONMENT


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SYSTEM IN INTERACTION WITH ITS ENVIRONMENT

Mechm.Inputs Mechan Outputs Users

Sources of

Energy

Materials

Information

Human Re-

sources

Transforming

Internal Interface

Feedback Mechanisms

External InterfaceFeedback Mechanisms

ISSUES REGARDING SYSTEMS THEORY


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ISSUES REGARDING SYSTEMS THEORY1. All open systems are input-throughput-output mechanisms

2. Every system is delineated by a boundary. What is inside the

boundary and what is outside the boundary.

3. More exchange takes place inside the boundary than outside theboundary.

4. Open systems have purposes and goals

5. The law of entrophy states that all systems run down and

disintegrate unless they reverse the entropic process by importing

more energy than they use.

6. Information is important to systems in several ways.

7. Feedback is information to the organization from the environment.

8. Feedback can be positive or negative

9. Deviation-correcting feedback e.g. satelite mission offtarget(negative): or return to earth (positive)

10. Steady-state or dynamic homeostatis.Systems maintain a steady state

or equilibrium point and seek to maintain this equilibrium against

disruptive forces, either internal or external.11. All s stems tend to et elaborated differentiated s ecialized &

CONGRUENCE MODEL SHOWING ORGN. AS A SYSTEM


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CONGRUENCE MODEL SHOWING ORGN. AS A SYSTEM

INFORMALORGANIZATION

INPUT

Environment

Resources

History

OUTPUT

System

Unit

Individual

WorkFormal

Organization

People

Strategy

THE SIX-BOX MODEL-a diagnostic tool(Marvin Weisbord)


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S O O a d ag ost c too ( a v We sbo d)

Leadership

Purpose

Structure

RewardsHelpful

Mechanisms

Relation-

ships

Environment

What business

are we in?How do we

divide the work

How do we manage

conflict among people?

with technologies?

Does someone keep

the boxes in balance?

Have we adequatecoordinating

technologies?

Do all needed taskshave incentives?

O. D. INTERVENTIONS


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OD interventions are sets of structured activities in which selected

organizational units engage in a series of tasks which will lead to

organizational improvement.

Interventions are actions taken to produce desired changes.There are one of four reasons why there is need for OD interventions:

1. The organization has a problem- some thing is broken, and

corrective actions need to be taken i.e. it needs to be fixed.

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 of the

organization are working at cross-purposes.Alignment activities-

interventions- are developed to get things back in tune.4. The vision guiding the organizational changes: yesterdays vision is

no longer good enough. Actions to build the necessary structures,

processes, and culture to support the new vision- interventions- are

developed to make the new vision a reality.n.b. OD interventions are lanned sets of actions to chan e situations

O. D. INTERVENTIONS


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Generally OD interventions follow a well-planned overall OD strategy

and get revealed as events unfold and are answers to the following

questions:

1. What are the change/improvement goals of the program?2. What parts of the organization are most receptive to the OD

program?

3. What are the key leverage points( individual or group) in the

organization

4. What are the most pressing problems in the client organization?

5. What resources are available for the program in terms of client time

and energy and internal and external facilitators?

N. B.. With the help of the above questions the OD practitioner would be

able to formulate his gameplan and sequence of interventions etc.Furthermore, OD has two goals- one educational and the other

accomplishinga-task goal.Normally learning takes place in one

setting e.g. a classroom whereas action takes place at the

workplace.Secondly, OD deals with real life problems and usesseveral learnin models.


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O. D. INTERVENTIONS

Planning a Workshop on a Strategic Plan:

1. Explore the need of a long-range plan for the organization

2. Learn how to formulate such a strategy by analyzing other strategies

determining the strategic variables, being shown a sequence of steps

for preparing a comprehensive plan, and so forth

3. Actually make a three-year strategic plan

n.b.The above involves learning and action each part playing apredominant role at different times. OD programs are closely linked

with explicit goals and objectives.OD programs all have linkages

with Diagnosis, Action Taking and Goal Setting.

OD is a continuous process of setting goals, collecting data about statusquo, planning and taking actions based on hypotheses and on the

data, and evaluating the effects of action through additional data

collection.

OD INTERVENTIONS-DISCREPANCIES ANALYSIS


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A useful model of diagnosis and interventions could be termed as

discrepancies analysis-examining the discrepancies or gaps between

what is happening and what should be happening.

Discrepancies define both problems and goals.Discrepancies require study( diagnosis and planning) and action to

eliminate the gaps.

Where one is and where wants to go.

Study of problems and opportunities

A good part of OD process is problem solving and provides

technologies for studying and closing gaps.

A problem analyzer has an expected standard of performance, a

should against which to compare actual performance. A problem

is a deviation from the standard of performance.A problem is a gap; problem-solving is discovering the cause of the gap;

decision-making is discovering a solution- a set of actions- to close the ga

Goals also represent gaps-between where we are and where we want to be

Goal-setting is the process of imposing the gap;goal accomplishment ismade ossible b takin actions to close the a .

TYPES OF INTERVENTIONS


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Target Group Interventions Designed to Improve Effectiveness

Life-and career-planning activities

Coaching and counselingT-group(sensitivity training)

Individuals Education & training to increase skills, knowledge

in the areas of technical task needs, relationship

skills, process skills, decision making, problem-

solving,planning, goal-setting skills

Grid OD phase1

Work redesign

Gestalt OD

Behaviour modelingProcess consultation

Third- party peacemaking

Dyads/Triads Role negotiation technique

Gestalt OD

TYPE OF INTERVENTIONS


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Teambuilding-task directed, process directed

Gestalt OD

Grid OD phase 2Interdependency exercise

Appreciative inquiry

Responsibility charting

Teams and Groups Process consultation

Role negotiation

Role analysis technique

Startup team-building activities

Education in decision making, problem solving

planning, goal setting in group settingsTeam MBO

Appreciations and concerns exercise

Search conferences

Quality of work life(QWL) programsualit circles

OD INTERVENTIONS


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OD INTERVENTIONS


Intergroup activities-Process directed

-Task directed

Organizational mirroring

Intergroup PartneringRelations Process consultation

Third- party peacemaking at group level

Grid OD phase 3

Survey feedback

OD INTERVENTIONS


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Sociotechnical systems (STS)

Parallel learning structures

MBO (participation forms)Cultural analysis

Confrontation meetings

Visioning

Total Strategic planning/strategic management activities

Organization Real-time strategic change

Grid OD phases 4, 5, 6

Interdependency exercise

Survey feedback

Appreciative inquirySearch conferences

Quality of worklife (QWL) programs

Total quality management(TQM)

Physical settingsLar e-scale s stems chan e

Eight Steps to Successful Organizational Transformation


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g p g1. Establishing a sense of urgency

-Examining market and competitive realities

-Identifying and discussing crises,potential crises, or major opportuni

2. Forming a powerful guiding coalition-Assembling a group with enough power to lead the change effort

-Encouraging the group to work together as a team

3. Creating a vision

-Creating a vision to help direct the change effort

-Developing strategies for achieving the vision

4. Communicating the vision

-Using every vehicle possible to communicate the new vision and

strategies

-Teaching new behaviours by the example of the new coalition5. 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, andactions

INTERVENTIONS-Presentations on any one of the following topics


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1. Role Analysis

2. Quality of Work Life(QWL)

3. Team Building

4. Inter-group Conflict Resolution5. Self-Managed Teams

6. T-Group ( Sensitivity Training)

7. Appreciative Enquiry

8. Visioning

9. Grid-OD

10. Quality Circles

11. MBO

12. Total Quality Management (TQM)

13. Cultural Analysis14. Work Redesign

15. Coaching and Counseling

N. B. Presentations to be made in groups of 5 for 10/15 min. covering

theoretical and practical sides of the topics. (Marks will be 20)

INTERVENTIONS


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OD Practitioners have to consider the following in the planning and

implementation of OD:

1. Develop an overall game plan or intervention strategy

2. Structure activities to promote learning and change for better asunder:

(a) Structure to include the relevant people

(b) Structure so that it is problem-oriented or opportunity-oriented

OR oriented to the problems and opportunities generated by the

client

(c )Structure so that the goal is clear and the way to reach it is clear

(d) High probability of success

(e) Structure so that it contains both experienced-based learning and

conceptual learning(f) Structure so that individuals are freed up rather than anxious

and defensive

(g) Structure so that participants learn how to solve a particular

problem and how to learn to learn.

INTERVENTIONS(contd.)


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( )

(h) Structure so that individuals learn about both TASK and PROCESS

task-is what the group is working on

process-how the group is working and what else is going on ie groupprocesses and dynamics, styles and behaviour

(i) Structure so that individuals are engaged as whole persons not

segmented persons

3. The other set of concerns are:(1)Maximize diagnostic data

(2)Maximize effectiveness

(3)Maximize efficiency

(4)Maximize speed

(5)Maximize relevance(6)Minimize psychological and organizational strain

TYPES OF INTERVENTIONS1 Di di i i i i d


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1.Discrepancy-contradiction in action or attitude

2.Theory-behavioural science used to explain behaviour etc

3.Procedure-whether the best methods are being used

4.Relationship- focuses on interpersonal relationships-negative ones5.Experimentation-two plans tested before final implementation of one

6.Dilemma- imposed or emergent dilemma and determining choices

7.Organizational structure-evaluation of structural causes of

ineffectiveness

8.Cultural-traditions ,precedents and practices-focused approach

9.Perspective-draw away from immediate actions to past and future

Blake and Mouton-Consulcube-Consultants Interventions

-acceptant-gives client a sense of worth,value acceptance,support

-catalytic-helps client to generate information for clearer perception-confrontation-clients value discrepancies, beliefs and assumptions

-prescriptions-client told what to do for solving the problem

-theories and principles-teaches behavioural science theory so that the

client can diagnose the problem on his own and solve them as well

INTERVENTIONS-Blake and Mouton(contd.)


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Focal Issues: power/authority,morale/cohesion, norms/standards and

goals/objectives

Target: individual, group, intergroup, organization, community, society

N. B. So Blake and Mouton have 5 kinds of interventions,4 focal issuesand 5 different units of change in the form of the Consulcube to

guide the Consultant in the use of his interventions

Interventions do different things; they cause different things to happen

Results caused by interventions could be as under:1. Feedback

2. Awareness of changing sociocultural norms or dysfunctional current

norms

3. Increased interaction and communication

4. Confrontation5. Education

6. Participation

7. Increased Accountability

8. Increased Energy and Optimism

CLASSISIFICATION OF INTERVENTIONS


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CLASSISIFICATION OF INTERVENTIONS

1. DIAGNOSTIC Activities

2. TEAMBUILDING Activities

3. INTERGROUP Activities4. SURVEY FEEDBACK Activities

5. EDUCATION and TRAINING Activities

6. TECHNOSTRUCTURAL or STRUCTURAL Activities

7. PROCESS CONSULTATION Activities

8. GRID ORGANIZATION DEVELOPMENT Activities

9. THIRD-PARTY PEACEMAKING Activities

10. COACHING and COUNSELING Activities

11. LIFE and CAREER-PLANNING Activities

12. PLANNING and GOAL-SETTING Activities13. STRATEGIC MANAGEMENT Activities

14. ORGANIZATIONAL TRANSFORMATION Activities

Organisational Developement

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