Comprehensive intervention

Organisational development

1. Comprehensive OD interventions by Priyanga.L Alagappa Institute of Management

2. INTRODUCTION Comprehensive interventions are those in which the total organization is involved and depth of the cultural change is addressed.

3. DICUSSION Getting the whole system in the room. Search and future conferences Beckhard’s confronation meeting. Strategic management activities. Real time strategic change. Stream analysis. Survey feedback. Systems 1-4T. Grid organizational development. Schein’s culture analysis. Large scale change &high performance systems. Transorganizational development.

4. Getting the whole system in the room Increase the OD practice. Professionals talks about the key actors like “organizational complex ,Team building, Future planning”

5. Whole system involved Managers-functional areas in a business. Representatives of top management, Directors of all community.

6. Search and future conferences Both are similar slightly differ from geographically and theoretical foundations. Search conferences based on Great B ritain, Europe, Australia. Future conferences based on American phenomenon.

7. Search conferences based on 3 phases 1 –Environmental appreciation Changes in the world around us Desirable and probable future. 2 –System analysis History ,Present and Future. 3-Integration of both Dealing with constraints & strategies action plan

8. BECKHARD’S CONFRONTATION MEETING The confrontation meeting is developed by Richard Beckhard. O ne day meeting of the entire management of an organization, In a series of activities, the mgt group generates information about its major problems, analyzes the underlying causes, develops action plans to correct the problems. It is quick, simple, and reliable

9. Contd… The steps involved in confrontation meeting are as follows: Climate setting (45-60 min). The top manager introduces the session by stating his or her goals for the meeting, Information collecting (1 hour). Small groups of 7-8 members. Mixture of people from different functional areas.

10. Contd.. 3. Information sharing (1 hour). Reporters from each small group. The total list of items is listed ,into few major categories that may be based on type of problems (e.g.. Communication problems), type of relationships (e.g.. Troubles with top management) , or type of area (e.g. problems with the accounting dept.)

11. Contd.. 4. Priority setting & Goal Action Planning (1 hour and 15 min.). Three tasks. 1 st : I dentify the problems 2 nd : To find the solutions to the problems. 3 rd : Determine how they will communicate

12. Contd.. 5. Immediate follow up by top team (1 to 3 hours). The top mgt team meets the what actions should be taken on the basis of what they have learned during the day 6. Progress Review (2 hours). A follow up meeting with the total mgt group is held 4-6 weeks later to the report progress and to review the actions resulting from the confrontation meeting.

13. Strategic Management Activities It is defined as the development and implementation of the organization’s design or overall strategy to its current and future environmental demands. The concept is described by Schendel and Hofers as- It comprises of six major tasks as: Goal Formulation- Defining Mission & purpose Environmental analysis- SWOT Analysis Strategy formulation Strategy evaluation Strategy implementation Strategic control

14. Real time strategic change Combination of Search conference & strategic management activities .Taken by 3 days meeting in organization. “ Simultaneous planning &implementation of individual, group, & organization changes”

15. Stream Analysis Developed by Jerry Porras . Valuable model for thinking about change and for managing change. It is a system for graphically displaying the problems of an organization, Porras categorized organization work in four classes- a) Organizing arrangements- goals, structure, policies etc. b) Social factors- Culture, mgt style, interaction process etc. c) Technology- tools, equipment, job design, technical systems. d) Physical Setting- space configuration, physical ambience, interior design etc.

16. Survey Feedback Collecting data about the system and feeding back the data for individuals and groups at all levels of the organization to analyze, interpret meanings, and design corrective action steps. These are having two components- the use of Attitude Survey and the use of Feedback workshops. Survey feedback has been shown to be an effective change technique in OD. A well designed survey helps organization members to develop valid models of how organizations work and also provide feedback about progress towards goals.

17. Grid Organizational Development Designed by Robert R. Blake and Jane S. Mouton. Six phase program lasting about 3-5 years. An organization can move systematically. It enable individuals and groups to assess their own strengths and weaknesses. Based on two dimension- a) Concern for people b)Concern for production

18. Large scale change and High Performance systems When a number of OD and other interventions are combined to create major changes in the total culture of an organization, the term large scale is used. The creation of high-performance systems, high-performance organizations, high- involvement organizations, or self designing organizations- usually involve a broad array of interventions, and typically extensive member participation and involvement. Changes in areas as job design and work flow, staffing procedures, training, and compensation are usually combined with such interventions.

19. Transorganizational Development Whole system in the room and the system conceptualized as involving several organisation

20. Concluding comments It is more alive and visible in OD practices. Like Beckhard and strategic meeting are include top level managers. Future search conference is involved wide spectrum of organizational members. Survey feedback involved all the members in the organizational.