Organizational Behavior

1. ORGANIZATIONAL DEVELOPMENT
INTERVENTATIONS

2. Introduction
• Organizational Development Interventions is
combination of two words “Organizational
Development” means a collection of change methods
that try to improve organizational effectiveness and
employee well-being and “Interventions” means a set
of sequenced, planned actions or events intended to
help an organization to increase its effectiveness
• OD interventions are sets of structured activities in
which selected organizational units engage in a task
or sequence of tasks with the goals of organizational
improvement and individual development.

3. Factors influencing Organizational
Development Interventions
• Factors relating to Change Situation
– Readiness for Change
– Capability to Change
– Cultural Context
– Capabilities of the Change Agent
• Factors Related to the Target of Change
– Organizational Issues
• Strategic Issues, Technology and Structure Issues, Human
Resource Issues, Human Process Issues
– Organizational Levels
• individual, group, organization and trans-organization

4. SENSITIVITY TRAINING
• commonly used Organizational Development
intervention
• also called laboratory training as it is conducted
by creating an experimental laboratory situation
in which employees are brought together, in
groups, to interact in an unstructured
environment.
• members are encouraged to interact with new
members and new individual behaviours.

5. Objectives
• To help people understand
themselves better.
• To create better
understanding of others.
• To gain insight into the
group process
• To develop specific
behavioural skills

6. Steps
Refreezing the
new ones
Development
of new values
Unfreezing
the old values

7. Working Process
• provides face to face interaction.
• carried out by largely unstructured groups
without an agenda, leader and predetermined
goals.
• group is given complete freedom in developing
their own devices, interactions and on-going
process for interaction.
• emphasis in this training is not upon learning
specific facts but upon gaining understanding of
feelings, gestures, attitude and emotions, i.e.
sensitivity to oneself and others

8. 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.
• have two components- the use of Attitude Survey and
Feedback workshops.
• 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.

9. Objectives
• To assist the organization in
diagnosing its problems and
developing action plan for
problem-solving.
• To assist the group members
to improve the relationships
through discussion of common
problems.

10. Steps
Data Collection
• Interviewing
• Observing
• Distribution of
Survey
• Questionnaire
Feedback of
Information
• Review
Results of
Data
Gathering
• Identify
Problem
Follow –up Action
• Examine
Group
Processes
• Develop Plans
for
Improvement

11. Process
• Members at the top of the hierarchy are involved
in the preliminary planning.
• Data are collected from all the members of the
organization.
• Feedback to the top executive team and then
down through the hierarchy is functional teams.
• Each superior presides at a meeting with their
subordinates in which the data are discussed.
• Most feedback meetings include the consultant
who has helped prepare the superior for the
meeting and who serves as a resource person.

12. PROCESS CONSULTATION
• observes individuals and groups in action –
helping them learn to diagnose and solve
their own problems
• often used in conjunction with teambuilding,
self-directed work teams, quality circles, and
other interpersonal interventions.

13. Objective
• To perceive, understand,
and act upon process events
• Jointly diagnosing what
processes need improvement.
• Actively participate in both
the diagnosis and the
development

14. Steps
Initial Contact
Define the relationship
Select the method of work.
Collection of Data and Diagnosis
Intervention
Reducing Involvement and Termination

15. TEAM BUILDING
• Team building is the use of different types of
interventions that are aimed at
– enhancing social relations
– clarifying team members
– solving tasks and interpersonal problems that
affect team functionality.

16. Objectives
• Establish or clarify goals
and objectives.
• Determine or clarify roles
and responsibilities.
• Establish or clarify policies
and procedures.
• Improve personal relations.

17. Johari Window

18. Improving Communication through
Johari Window

19. Process
• Team building does not have a beginning and
an ending point.
• So long as the team is continuing to meet,
the process of building and rebuilding that
team will occur.
• Team building is not based on artificial
activities but emerges from the ongoing work
of the team.

20. MBO
• Management by objectives (MBO), also
known as management by results (MBR), is a
process of defining objectives within an
organization so that management and
employees agree to the objectives and
understand what they need to do in the
organization in order to achieve them.

21. Steps
Diagnosis for MBO Readiness
Preparation for MBO
Objective Setting
Intermediate Review
Final Review and Analysis of Results
Achieving Results

22. PROBLEM IN ORGANIZATIONAL
DEVELOPMENT
• Few consultants are engaged in the system
• Too exclusive an emphasis on human
processes
– excludes task and content contributions
– prevents integration of social and technical
systems
– potentially distorts/over-simplifies diagnoses

23. Performance Problem
• individual performance problems
• team Performance problems
• unit (e.g. department or division) performance
shortfalls
• organizational performance problems
• There are many causes of performance problems
including:
– Interference
– Attitude
– Skills

24. STRESS MANAGEMENT
• Stress
– Physiological Symptoms
– Psychological Symptoms
– Behavioural Symptoms
• Managing Stress
– Individual Approaches
• making daily lists of activities to be accomplished
• prioritizing activities by importance and urgency
• scheduling activities according to the priorities set
• knowing your daily cycle and handling the most demanding
parts of your job when you are most alert and productive
• avoiding electronic distractions like frequently checking e-mail,
which can limit attention and Reduce efficiency

25. Organizational Approach
• Improve Employee Selection and job
placement decisions.
• Training
• Realistic goal-setting
• Redesigning jobs
• Increasing employee involvement
• Organizational communication
• Wellness programs

26. Conclusion
Organizational Development is a collection of
planned change interventions, built on
humanistic-democratic values, that seeks to
improve Organizational effectiveness and
employee well-being. Various interventions
like Sensitivity training, survey feedback,
Process Consultation, Team Building and
MBO are very helpful for the organization