OD Interventions organization change.pptx

Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.

1. Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter Nine: Designing Interventions

2. 9- 2 Learning Objectives for Chapter Nine To discuss criteria for effective interventions To discuss issues, considerations, constraints, ingredients, and processes associated with intervention design To give an overview of the various interventions used in the book

3. 9- 3 Definition of Interventions 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.

4. 9- 4 Characteristics of Effective Interventions Is it relevant to the needs of the organization? Valid information- accurate diagnosis Free and Informed Choice- members are actively involved in making decisions Internal Commitment- members accept ownership of the intervention

5. 9- 5 2. Is it based on causal knowledge of intended outcomes? Based on valid knowledge that those outcomes actually can be produced. Knowledge of intervention effects in in developmental stage Few research focus on the examination of the comparative effects of different OD techniques. More attempt to assess the strengths and weaknesses of OD interventions. Characteristics of Effective Interventions

6. 9- 6 Characteristics of Effective Interventions 3. Does it transfer competence to manage change to organization members? The extent to which it enhances the organization’s capacity to manage change. Organization members should be better able to carry out planned change activities on their own.

7. 9- 7 The Design of Effective Interventions Contingencies Related to the Change Situation intervention individual difference (need for autonomy) Organizational factors (management style) dimensions of the change process itself (need top management support or not)

8. 9- 8 The Design of Effective Interventions Contingencies Related to the Change Situation intervention Readiness for Change Capability to Change Cultural Context Capabilities of the Change Agent

9. 9- 9 The Design of Effective Interventions Contingencies Related to the Target of Change 變革本身可能會影響 intervention 成功之因素 Two key contingencies related to change targets that can affect intervention success Organizational issues that the intervention is intended to resolve. Organizational level of organizational system at which the intervention is expected to have a primary impact.

10. 9- 10 The Design of Effective Interventions Contingencies Related to the Target of Change Organizational issues Strategic Issues Technology and structure issues Human resources issues Human process issues See Fig. 9.1

11. 9- 11 The Design of Effective Interventions Contingencies Related to the Target of Change Organizational Level Individual Group Organization Transorganization See Table 9.1

12. 9- 12 Intervention Overview Human Process Interventions Technostructural Interventions Human Resources Management Interventions Strategic Interventions

13. 9- 13 Human Process Interventions Coaching Training and Development Process Consultation and Team Building Third-party Interventions (Conflict Resolution) Organization Confrontation Meeting Intergroup Relationships Large-group Interventions

14. 9- 14 Technostructural Interventions Structural Design Downsizing Reengineering Employee Involvement Work Design

15. 9- 15 Human Resources Management Interventions Goal Setting Performance Appraisal Reward Systems Career Planning and Development Managing Work Force Diversity Employee Stress and Wellness

16. 9- 16 Strategic Interventions Integrated Strategic Change Mergers and Acquisitions Alliances and Networks Culture Change Self-designing Organizations Organization Learning and Knowledge Management