Individual intervention - Organizational Development
-
Upload
namrata-jadhav -
Category
Leadership & Management
-
view
1.790 -
download
0
Transcript of Individual intervention - Organizational Development
![Page 1: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/1.jpg)
Individual Interventions Presented by:Namrata JadhavMET Bandra
![Page 2: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/2.jpg)
What is an OD Intervention?
It is a set of sequenced, planned actions or events intended to help an organization to increase its effectiveness.
It attempts to change an organization or sub-unit toward a different and more effective state.
Interventions range from those designed to improve the effectiveness of individuals through those designed to deal with teams and groups, intergroup relations and the total organization.
Individual interventions may include education, training, conditioning, exercises, stretching, and awareness.
![Page 3: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/3.jpg)
Major OD Interventions Techniques
The techniques that OD practitioners use to bring about change.Intervention techniques focus on 4 categories:Individual or interpersonal level.Team or Group level.Intergroup level.Process.Total organizational system level.Global.
![Page 4: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/4.jpg)
Examples of Individual InterventionsLaboratory Training Group
(T-Groups)Leadership Development
Coaching Multi-rater (360-Degree) Feedback
Mentoring Job Design
Self-Awareness Tools Job Descriptions
Training, Education and Development
Conflict Management
Values Clarification and Value Integration
Action Learning
![Page 5: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/5.jpg)
Classification-Individual Interventions
![Page 6: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/6.jpg)
Sensitivity Training
• Social sensitivity in one word is empathy. It is
ability of an individual to sense what others feel
and think from their own point of view.
• Behavioural flexibility is ability to behave
suitably in light of understanding.
![Page 7: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/7.jpg)
Goals of Sensitivity Training
Method of changing behaviour through unstructured group interaction.
Primary focus is on reducing interpersonal friction Focuses on individual behaviour within groups. Fuels emotional outburst. Team members become aware of work-place
dynamics. Sensitivity toward those who are disabled
![Page 8: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/8.jpg)
Behaviour Modelling Learning by copying or mimicking behaviour. Powerful ways to learn what behaviours are acceptable
and what behaviours are objectionable.
MODELLING AS OD TOOL Resolve organizational issues Instil a vested sense of responsibility Simplify Project Management Measure & Track Respond rapidly
![Page 9: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/9.jpg)
Transaction Analysis
• 3 Ego statesParentChildAdult
• Types of TransactionReciprocal transactionCrossed transactionDuplex or Covert transaction
![Page 10: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/10.jpg)
Johari Window Model• Open
– Known to candidate as well as others
• Blind – Known to others but not candidate
• Hidden – Known to candidate but not others
• Unknown– Neither the candidate knows about himself nor others
![Page 11: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/11.jpg)
Stress management• Effect of stress
• Stress defense mechanism
• Individual approach:– Time management– Physical exercise and relaxation– Practicing good habits– Other contributing factors
![Page 12: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/12.jpg)
Stress management(contd.)
• Organization approach
– Introduce changes in work
– Improving organization communication
– Organization initiatives
![Page 13: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/13.jpg)
Career Planning• Need for career planning
• Career Planning Process
![Page 14: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/14.jpg)
• Features of empowerment
• Need for Empowerment
• Job Satisfaction
• Job Involvement
• Organizational Commitment
Employee Empowerment
Attitudinal Change
![Page 15: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/15.jpg)
Advantages of Individual Intervention• Managing Employees
• Helps in Organisational Development
• Development of interpersonal skills
• Team Building
• Career Guidance
![Page 16: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/16.jpg)
Disadvantages of Individual Intervention
• Impossible to reach every person
• More focus on psychological factors
• Time Consuming
• Difficulty in sustaining behaviour change
• Outcomes are not measureable
![Page 17: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/17.jpg)
Factors That Impact The Success Of OD Interventions
• Factors relating to Change Situation: • Readiness for Change
• Capability to Change
• Capabilities of the Change Agent (OD Consultant)
![Page 18: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/18.jpg)
Results from OD Interventions
• Feedback• Awareness of changing Socio cultural Norms• Increase Interaction and Communication• Education • Confrontation• Participation• Increased Accountability and Optimism
![Page 19: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/19.jpg)
![Page 20: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/20.jpg)
A successful OD intervention • Communicate more openly
• Collaborate more effectively
• Take more responsibility
• Maintain a shared vision
• Solve problems more effectively
![Page 21: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/21.jpg)
• Show more respect and support for others
• Interact with each other more effectively
• Be more inquisitive
• Be more open to experimentation and new ways of doing things
![Page 22: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/22.jpg)
Case StudySelf Renewal of a School System
Facilitators: Ravi J Matthai, Udai Pareek and T V Rao for Sanawar and Udai Pareek
![Page 23: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/23.jpg)
Self Renewal of a School System• Lawrence School Sanawar, and Doon School,
Dehradun.
• The principal of a school found, that everything was so smooth in his school he found it difficult to believe everything was so excellent.
• Principal contacted Consultants.
• Visited the school and identified overdependence of the Head Master as an issue.
![Page 24: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/24.jpg)
Self Renewal of a School System• Also the faculty were losing initiative as result of
their admiration for the head of the Institution.
• Decided to conduct self renewal laboratory for the entire school, staff covering all the teachers.
• Self renewal alb lasted for five days.
• The school climate was measured and areas for improvement identified.
![Page 25: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/25.jpg)
Self Renewal of a School System• Renewal included role negotiating exercises between
the school teachers, principal, Head of departments, house masters etc.
• Resulted in identification of a number of areas of improvement.
• Task forces were established to improve various subsystems of the school like the teaching learning process, tutorial system etc.
![Page 26: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/26.jpg)
Self Renewal of a School System• The task forces worked for over a year and brought
changes in systems.
• Top Management involved, Whole system involved, Change was planned, Sequential process followed.
• Many interventions used: Task forces, self renewal workshop, role negotiations, training, survey feedback etc.
• Aimed at organizational effectiveness and resulted in change.
![Page 27: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/27.jpg)
Conclusion• Inform in advance the nature of intervention and the nature
of involvement.
• OD efforts has to be connected to the other parts of the organisation.
• Evaluation is the key success.
• Show employees how OD effort relates to the self goals and organisation goals.
![Page 28: Individual intervention - Organizational Development](https://reader035.fdocuments.net/reader035/viewer/2022062822/58834c7f1a28abbe6b8b6f59/html5/thumbnails/28.jpg)
Thank You