This document discusses various process interventions aimed at individuals, interpersonal relationships, and group dynamics to produce organizational change. It describes approaches like coaching, training, process consultation, third-party interventions, and team building. For each approach, it outlines the goals, application stages, and how they can be used to address issues like communication, roles, problem-solving, and leadership within groups. The purpose is to help individuals and groups understand and improve their behaviors through these human process interventions.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
OD process - Operational components of OD - Organizational Change and Develo...manumelwin
The Diagnostic Phase Involves
Client's top management to recognize the problems and have awareness of the need for change in the organisation.
The engagement of change agent or consultant by client organisation.
Diagnosis in OD is a collaborative process which involves the client system and consultant's joint collection and analysis of data.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
OD process - Operational components of OD - Organizational Change and Develo...manumelwin
The Diagnostic Phase Involves
Client's top management to recognize the problems and have awareness of the need for change in the organisation.
The engagement of change agent or consultant by client organisation.
Diagnosis in OD is a collaborative process which involves the client system and consultant's joint collection and analysis of data.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
This presentation outlines how IRB review works at HPU, who to contact with questions, as well as the describing the types of research participants this review process protects.
Team work group - OD interventions - Organizational Change and Development -...manumelwin
Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Oc 6440 individual, interpersonal, and group process
1. Organization Development and Change
Thomas G. Cummings
Christopher G. Worley
Individual, Interpersonal, and
Group Process Approaches
2. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-2
Learning Objectives
for Chapter Twelve
• To understand the human process
interventions aimed at individuals,
interpersonal relations, and group dynamics
• To understand the application and
effectiveness of various process
interventions in producing change
3. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-3
Process Interventions
• A set of activities on the part of the
consultant that helps individuals and group
members understand, diagnose, and
improve their behaviors.
• Interventions are aimed at helping
individuals develop skills, and members of
groups assess their interactions and devise
more effective ways of working.
4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-4
Individual, Interpersonal and
Group Process Approaches
• Coaching
• Training and Development
• Process Consultation
• Third-Party Interventions
• Team Building
5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-5
Coaching
• Goals
– Assist in execution of a transition
– Address a performance problem
– Develop new behavioral skills with leadership
development
• Application Stages
– Establish the principles of the relationship
– Conduct an assessment
– Coach and client debrief the results
– Develop and Implement an action plan
– Assess the results
6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-6
Training and Development
• Goals
– Changing the skills and knowledge of organization
members to improve effectiveness and build
capabilities
• Application Stages
– Perform needs assessment
– Develop objectives and design training
– Deliver training
– Evaluate training
7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-7
Process Consultation
• Definitions
– The creation of a relationship that permits the client to
perceive, understand, and act on the process events…”
– An approach that helps people and groups help
themselves
• Group Process Issues Addressed by Process
Consultation
– Communications
– The functional roles of group members
– Group problem solving and decision making
– Group norms
– Leadership and authority
8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-8
• Individual Interventions
– Aimed at helping people better communicate
with others
– Johari Window
• Group Interventions
– Aimed at the process, content or structure of the
group
Basic Process Interventions
9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-9
Johari Window
Unknown to Others Known to Others
Known to
Self
Unknown
to Self
Hidden
Spot
Open
Window
Unknown
Window
Blind
Spot
10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-10
Unknown to Others Known to Others
Known to
Self
Unknown
to Self
Open
Window
Improving Communications
Using the Johari Window
Reduce
Hidden Area
through
Disclosure to
Others
Reduce Blind Spot
through Feedback from
Others
11. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-11
Third Party Interventions
• Activities that focus on interpersonal
conflicts within the organization
• Interventions help involved parties
interact with each other directly,
facilitating diagnosis of the conflict and
its resolution
12. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-12
A Cyclical Model of Conflict
Episode 1 Episode 2
Triggering
Event
Triggering
Event
Issues
Behavior Behavior
Consequences Consequences
Issues
13. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-13
Strategies for Conflict Resolution
• Prevent the conflict through mandate or
separation of the parties
• Set limits on the timing and extent of the
conflict
• Help the parties to cope differently with the
conflict
• Attempt to eliminate or resolve the basic
issues in the conflict
14. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-14
Team Building Activities
• Activities Related to One or More
Individuals
• Activities Oriented to the Group’s
Operations and Behaviors
• Activities Affecting the Group’s
Relationship with the Rest of the
Organization
15. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-15
Types of Teams
• Groups reporting to the same manager
• Groups involving people with common goals
• Temporary groups formed to accomplish a
specific, one-time task
• Groups consisting of people whose work
roles are interdependent
• Groups with no formal links but whose
collective purpose requires coordination
16. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-16
Team-Building Activities
• Determine the Intervention Target
– One or more individuals
– A group’s operation and behavior
– A group’s relationships with the rest of the
organization
• Determine the Intervention Orientation
– Diagnostic
– Developmental
17. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-17
Team Building Activities
• Group Operation and Behavior
– An inward look by the team at its own performance,
behavior and culture for the purpose of improving
effectiveness
• Group Relationships with the Organization
– Understand the group’s role within the organization
including interaction, support, and collaboration
• Manager’s Role
