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Oc 6440 designing interventions

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Oc 6440 designing interventions

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Oc 6440 designing interventions

  1. 1. Organization Development and Change Thomas G. Cummings Christopher G. Worley Designing Interventions
  2. 2. Cummings & Worley, 8e (c)2005 Thomson/South-Western 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. 3. Cummings & Worley, 8e (c)2005 Thomson/South-Western 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. 4. Cummings & Worley, 8e (c)2005 Thomson/South-Western 9-4 Characteristics of Effective Interventions • Is it relevant to the needs of the organization? – Valid information – Free and Informed Choice – Internal Commitment • Is it based on causal knowledge of intended outcomes? • Does it transfer competence to manage change to organization members?
  5. 5. Cummings & Worley, 8e (c)2005 Thomson/South-Western 9-5 The Design of Effective Interventions • Contingencies Related to the Change Situation • Readiness for Change • Capability to Change • Cultural Context • Capabilities of the Change Agent
  6. 6. Cummings & Worley, 8e (c)2005 Thomson/South-Western 9-6 The Design of Effective Interventions • Contingencies Related to the Target of Change • Strategic Issues • Technology and structure issues • Human resources issues • Human process issues
  7. 7. Cummings & Worley, 8e (c)2005 Thomson/South-Western 9-7 Intervention Overview • Human Process Interventions • Technostructural Interventions • Human Resources Management Interventions • Strategic Interventions
  8. 8. Cummings & Worley, 8e (c)2005 Thomson/South-Western 9-8 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
  9. 9. Cummings & Worley, 8e (c)2005 Thomson/South-Western 9-9 Technostructural Interventions • Structural Design • Downsizing • Reengineering • Employee Involvement • Work Design
  10. 10. Cummings & Worley, 8e (c)2005 Thomson/South-Western 9-10 Human Resources Management Interventions • Goal Setting • Performance Appraisal • Reward Systems • Career Planning and Development • Managing Work Force Diversity • Employee Stress and Wellness
  11. 11. Cummings & Worley, 8e (c)2005 Thomson/South-Western 9-11 Strategic Interventions • Integrated Strategic Change • Mergers and Acquisitions • Alliances and Networks • Culture Change • Self-designing Organizations • Organization Learning and Knowledge Management

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