Od intervention techniques
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This document discusses various organization development (OD) interventions such as job redesign, career planning, and employee stress and wellness programs. It provides details on job redesign techniques like job simplification, rotation, enlargement and enrichment. Career planning objectives are outlined as attracting and retaining employees, effective human resource use, productivity gains, and improved employee morale. Employee stress interventions include diagnosing stress causes, supporting relationships, health facilities, and employee assistance programs.
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Od interventions
This document discusses various types of organizational development (OD) interventions. It categorizes and describes interventions such as survey feedback activities, education and training, techno-structural activities, process consultation, grid organization development, third-party peacemaking, coaching and counseling, life- and career-planning, planning and goal-setting, strategic management, and organizational transformation. It also discusses team building and inter-group interventions in more detail. The overall purpose of these interventions is to improve organizational effectiveness and performance through activities designed to enhance skills, structures, processes, and relationships within the organization.
Techno structural interventions
This document discusses techno-structural interventions in organizations. It defines techno-structural interventions as change programs focusing on an organization's technology and structure to address global competition, technological changes, and environmental changes. Examples of techno-structural interventions include structural design, downsizing, process reengineering, employee involvement, and work design. The document then focuses on work design, describing three approaches: the engineering approach, which focuses only on technical aspects; the motivational approach, which focuses only on psychological aspects; and the socio-technical systems approach, which considers both technical and social factors.
Od unit 3 interventions
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
Organizational Development Interventions
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
Chp 7 career dev & plg.
This document discusses career development and planning. It defines career as a sequence of positions occupied over a person's life. Career planning is a deliberate process for individuals to become aware of their skills, interests, opportunities, and career goals. For organizations, career planning helps identify employee needs and relate them to organizational goals. Theories of career development discussed include Super's stages of career growth, exploration, establishment, maintenance, and decline. Effective organizational career development involves challenging initial jobs, disseminating career information, assessments, counseling, and periodic job changes.
OD Interventions
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
Grid organizational development - comprehensive OD interventions - Organiza...
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.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Recommended
Od interventions
This document discusses various types of organizational development (OD) interventions. It categorizes and describes interventions such as survey feedback activities, education and training, techno-structural activities, process consultation, grid organization development, third-party peacemaking, coaching and counseling, life- and career-planning, planning and goal-setting, strategic management, and organizational transformation. It also discusses team building and inter-group interventions in more detail. The overall purpose of these interventions is to improve organizational effectiveness and performance through activities designed to enhance skills, structures, processes, and relationships within the organization.
Techno structural interventions
This document discusses techno-structural interventions in organizations. It defines techno-structural interventions as change programs focusing on an organization's technology and structure to address global competition, technological changes, and environmental changes. Examples of techno-structural interventions include structural design, downsizing, process reengineering, employee involvement, and work design. The document then focuses on work design, describing three approaches: the engineering approach, which focuses only on technical aspects; the motivational approach, which focuses only on psychological aspects; and the socio-technical systems approach, which considers both technical and social factors.
Od unit 3 interventions
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
Organizational Development Interventions
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
Chp 7 career dev & plg.
This document discusses career development and planning. It defines career as a sequence of positions occupied over a person's life. Career planning is a deliberate process for individuals to become aware of their skills, interests, opportunities, and career goals. For organizations, career planning helps identify employee needs and relate them to organizational goals. Theories of career development discussed include Super's stages of career growth, exploration, establishment, maintenance, and decline. Effective organizational career development involves challenging initial jobs, disseminating career information, assessments, counseling, and periodic job changes.
OD Interventions
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
Grid organizational development - comprehensive OD interventions - Organiza...
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.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Phases of Organizational Development
This document outlines the process of organization development, which includes 7 phases: organizational entry and contracting, diagnosis, data collection and analysis, feedback, intervention design, leading and managing change, and evaluation. It describes the roles of organization members and OD practitioners in the initial entry and contracting phase, where they clarify issues, gather information, and agree upon expectations, requirements, timelines and ground rules for the OD process.
Organizational Development Process
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
Survey feedback - comprehensive OD interventions - Organizational Change an...
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.
These are having two components- the use of Attitude Survey and the use of Feedback workshops.
Individual intervention - Organizational Development
Types of Individual Intervention, Detailed description on Interventions.
Do LIke and Share :) PLease share your feedback ! Thank You :)
Organization development
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
Structural intervention
This document discusses various structural interventions for organization development including socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life programs, parallel learning structures, total quality management, reengineering, and large-scale systems change. It provides details on each intervention and their key aspects.
3 the organization development practitioner
Organization development (OD) practitioners can be internal or external consultants who offer professional services to organizations. They specialize in fields like organization design, quality management, and business strategy. They help managers apply OD concepts in their work areas. Effective OD practitioners have strong interpersonal, conceptual, analytical, and consultation skills. They understand theories of planned change and how to design and implement interventions. Practitioners must manage relationships with external stakeholders and understand power dynamics and value conflicts between organizations. They are expected to promote collaboration while also considering competitive pressures. Practitioners must perform their helping role ethically and avoid misconduct or abusing their professional power and clients.
Industrial Relations
Industrial relations refers to the relationships between management and workers in an industrial organization. It involves aspects like trade unionism, collective bargaining, worker participation, and resolving industrial disputes. The relationships are complex and involve managers, workers, and government agencies. Maintaining cooperation and resolving conflicts are important for sound industrial relations. Various approaches like unitary, pluralist, and Marxist view industrial relations and conflicts differently. Dunlop's systems approach views industrial relations as an independent social system influenced by societal factors. Challenges to sound industrial relations include issues related to work nature, compensation, trade unions, employer flexibility, and organizational climate. Developing trust, democratic unions, industrial peace, feedback and a professional approach can help build sound industrial relations.
Organizational change ppt
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
Human process intervention
The document discusses different types of consulting approaches for helping groups, including process consultation which helps groups diagnose functioning and address process problems, and task-focused consultation which examines tasks, roles, and strategies. It also mentions transformational consultation which clarifies values, finds new solutions, and articulates a new vision, as well as stress consultation which mobilizes employees during difficult periods. Finally, it notes that some approaches specify standardized best practices for managing organizations.
Labour welfare
This document discusses labour welfare in India. It begins by defining labour welfare as anything provided to employees over and above wages to improve their comfort and motivation. This includes facilities like healthcare, housing, transport, recreation, education and more. Labour welfare is important for employee retention, good employee relations, and motivation. It can be statutory, mandated by law, or non-statutory and voluntarily provided. The document outlines several examples of statutory and non-statutory welfare schemes and programs implemented across various industries in India.
Organizational Development - an introduction
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
Role analysis
This document discusses analyzing job roles and responsibilities. It identifies different roles like supervisor, manager, and leader and the functions associated with each like planning, organizing, staffing, and controlling. It also lists the skills needed like problem solving, decision making, communication, and human relations. The document suggests reviewing a job description to determine what supervisory, managerial, or leadership roles are required. It proposes preparing a role analysis to identify the types of roles like shaper, plant, monitor-evaluator, and implementor as well as the best approach like functional or activity-based.
360 degree appraisal system
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
History of Organizational Development - Organizational Change and Developmen...
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
8 hrd challenges
1. HRD is a subsection of HRM that focuses specifically on employee skills development and personal growth, whereas HRM deals with broader human resources functions like recruitment and compensation.
2. HRD aims to help employees acquire new competencies, increase their knowledge and skills, and improve performance through training programs, mentorships, and other development activities.
3. The goals of HRD are to qualitatively grow employees, build their competencies, and maximize organizational productivity and efficiency.
Organizational diagnosis ppt
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
Ch.1 labour welfare
This document discusses labour welfare and industrial hygiene. It provides definitions and outlines the origins, need, objectives, principles, scope, and approaches of labour welfare. Key points include:
- Labour welfare originated after World War 1 and India followed ILO guidelines since 1919. It aims to improve employee development and working conditions.
- Objectives include enhancing quality of work life, improving the industrial system, and increasing a sense of belonging among employees.
- Principles include coordination, administration, quality control, and respecting employee values and traditions.
- Labour welfare includes voluntary and statutory efforts to better employee conditions, such as benefits, safety measures, and family support. It applies to various industries and organizational
Contemporary issues in hrm
The document discusses several contemporary issues in human resource management. It outlines emerging trends like HR's shifting role from facilitator to strategic business partner. It also examines challenges around recruitment and talent management in a global context. Additionally, the document explores how technologies impact organizations and the need for managing cultural diversity, work-life balance, and compliance issues in the modern workplace. Overall, the document advocates for progressive HR policies and measures to optimize employee performance and create ethical workplaces suited for 21st century business needs.
FEEDING BACK DIAGNOSTIC INFORMATION
This document discusses data feedback, which is the process of presenting data collected through surveys or other means back to an organization. It provides information on why data feedback is important for organizational change and success. Specifically, it notes that data feedback provides empirical evidence that can help organizations see the need for change. It also outlines several key features that make data feedback effective, such as being relevant, understandable, descriptive, and timely. The document then discusses the feedback process, including common goals, feelings that may arise, and the role of the organizational development practitioner in facilitating productive discussions. It also presents survey feedback as a common technique and provides steps for administering and analyzing survey feedback within an organization.
Organization Development
Organization development (OD) aims to improve how organizations function and increase effectiveness through planned interventions using behavioral science knowledge. OD focuses on diagnosing issues, planning and implementing changes, and evaluating results through an iterative process of action research. Some common OD interventions include team building, intergroup relations training, organizational restructuring, and culture change programs.
24090 brown7 08
The chapter discusses organization development intervention strategies and techniques. It identifies three basic approaches to organization change as structural, technical, and behavioral. It also outlines major OD intervention techniques at the individual, team, intergroup, and total organizational levels. Key concepts covered include behavioral change strategies, OD strategies that integrate multiple change approaches, and the use of stream analysis in planning change interventions over time.
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Phases of Organizational Development
This document outlines the process of organization development, which includes 7 phases: organizational entry and contracting, diagnosis, data collection and analysis, feedback, intervention design, leading and managing change, and evaluation. It describes the roles of organization members and OD practitioners in the initial entry and contracting phase, where they clarify issues, gather information, and agree upon expectations, requirements, timelines and ground rules for the OD process.
Organizational Development Process
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
Survey feedback - comprehensive OD interventions - Organizational Change an...
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.
These are having two components- the use of Attitude Survey and the use of Feedback workshops.
Individual intervention - Organizational Development
Types of Individual Intervention, Detailed description on Interventions.
Do LIke and Share :) PLease share your feedback ! Thank You :)
Organization development
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
Structural intervention
This document discusses various structural interventions for organization development including socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life programs, parallel learning structures, total quality management, reengineering, and large-scale systems change. It provides details on each intervention and their key aspects.
3 the organization development practitioner
Organization development (OD) practitioners can be internal or external consultants who offer professional services to organizations. They specialize in fields like organization design, quality management, and business strategy. They help managers apply OD concepts in their work areas. Effective OD practitioners have strong interpersonal, conceptual, analytical, and consultation skills. They understand theories of planned change and how to design and implement interventions. Practitioners must manage relationships with external stakeholders and understand power dynamics and value conflicts between organizations. They are expected to promote collaboration while also considering competitive pressures. Practitioners must perform their helping role ethically and avoid misconduct or abusing their professional power and clients.
Industrial Relations
Industrial relations refers to the relationships between management and workers in an industrial organization. It involves aspects like trade unionism, collective bargaining, worker participation, and resolving industrial disputes. The relationships are complex and involve managers, workers, and government agencies. Maintaining cooperation and resolving conflicts are important for sound industrial relations. Various approaches like unitary, pluralist, and Marxist view industrial relations and conflicts differently. Dunlop's systems approach views industrial relations as an independent social system influenced by societal factors. Challenges to sound industrial relations include issues related to work nature, compensation, trade unions, employer flexibility, and organizational climate. Developing trust, democratic unions, industrial peace, feedback and a professional approach can help build sound industrial relations.
Organizational change ppt
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
Human process intervention
The document discusses different types of consulting approaches for helping groups, including process consultation which helps groups diagnose functioning and address process problems, and task-focused consultation which examines tasks, roles, and strategies. It also mentions transformational consultation which clarifies values, finds new solutions, and articulates a new vision, as well as stress consultation which mobilizes employees during difficult periods. Finally, it notes that some approaches specify standardized best practices for managing organizations.
Labour welfare
This document discusses labour welfare in India. It begins by defining labour welfare as anything provided to employees over and above wages to improve their comfort and motivation. This includes facilities like healthcare, housing, transport, recreation, education and more. Labour welfare is important for employee retention, good employee relations, and motivation. It can be statutory, mandated by law, or non-statutory and voluntarily provided. The document outlines several examples of statutory and non-statutory welfare schemes and programs implemented across various industries in India.
Organizational Development - an introduction
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
Role analysis
This document discusses analyzing job roles and responsibilities. It identifies different roles like supervisor, manager, and leader and the functions associated with each like planning, organizing, staffing, and controlling. It also lists the skills needed like problem solving, decision making, communication, and human relations. The document suggests reviewing a job description to determine what supervisory, managerial, or leadership roles are required. It proposes preparing a role analysis to identify the types of roles like shaper, plant, monitor-evaluator, and implementor as well as the best approach like functional or activity-based.
360 degree appraisal system
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
History of Organizational Development - Organizational Change and Developmen...
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
8 hrd challenges
1. HRD is a subsection of HRM that focuses specifically on employee skills development and personal growth, whereas HRM deals with broader human resources functions like recruitment and compensation.
2. HRD aims to help employees acquire new competencies, increase their knowledge and skills, and improve performance through training programs, mentorships, and other development activities.
3. The goals of HRD are to qualitatively grow employees, build their competencies, and maximize organizational productivity and efficiency.
Organizational diagnosis ppt
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
Ch.1 labour welfare
This document discusses labour welfare and industrial hygiene. It provides definitions and outlines the origins, need, objectives, principles, scope, and approaches of labour welfare. Key points include:
- Labour welfare originated after World War 1 and India followed ILO guidelines since 1919. It aims to improve employee development and working conditions.
- Objectives include enhancing quality of work life, improving the industrial system, and increasing a sense of belonging among employees.
- Principles include coordination, administration, quality control, and respecting employee values and traditions.
- Labour welfare includes voluntary and statutory efforts to better employee conditions, such as benefits, safety measures, and family support. It applies to various industries and organizational
Contemporary issues in hrm
The document discusses several contemporary issues in human resource management. It outlines emerging trends like HR's shifting role from facilitator to strategic business partner. It also examines challenges around recruitment and talent management in a global context. Additionally, the document explores how technologies impact organizations and the need for managing cultural diversity, work-life balance, and compliance issues in the modern workplace. Overall, the document advocates for progressive HR policies and measures to optimize employee performance and create ethical workplaces suited for 21st century business needs.
FEEDING BACK DIAGNOSTIC INFORMATION
This document discusses data feedback, which is the process of presenting data collected through surveys or other means back to an organization. It provides information on why data feedback is important for organizational change and success. Specifically, it notes that data feedback provides empirical evidence that can help organizations see the need for change. It also outlines several key features that make data feedback effective, such as being relevant, understandable, descriptive, and timely. The document then discusses the feedback process, including common goals, feelings that may arise, and the role of the organizational development practitioner in facilitating productive discussions. It also presents survey feedback as a common technique and provides steps for administering and analyzing survey feedback within an organization.
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Organization Development
Organization development (OD) aims to improve how organizations function and increase effectiveness through planned interventions using behavioral science knowledge. OD focuses on diagnosing issues, planning and implementing changes, and evaluating results through an iterative process of action research. Some common OD interventions include team building, intergroup relations training, organizational restructuring, and culture change programs.
24090 brown7 08
The chapter discusses organization development intervention strategies and techniques. It identifies three basic approaches to organization change as structural, technical, and behavioral. It also outlines major OD intervention techniques at the individual, team, intergroup, and total organizational levels. Key concepts covered include behavioral change strategies, OD strategies that integrate multiple change approaches, and the use of stream analysis in planning change interventions over time.
Group Development And Team Work
The story of the tortoise and the hare teaches several lessons about teamwork and competition. In the original story, the slow but steady tortoise wins the race by continuing on while the overconfident hare takes a nap. Later races show that being fast and reliable is better. The tortoise then changes the rules of the race to play to its strength of swimming, showing the importance of adapting to one's strengths. Finally, they realize that working as a team by helping each other results in the best performance. The moral is that teamwork allows individuals with different strengths to complement each other and achieve more.
team interventions of od
This document discusses team interventions and team building activities. It describes different types of teams like cross-functional and high-performance teams. It outlines formal group diagnostic meetings and special group meetings that focus on task accomplishment, relationships, and processes. Various techniques used in team building are explained like role analysis, interdependency exercises, role negotiation, and visioning. The conclusion states that team building produces positive results by intervening in organizations as social systems and allowing work to be efficiently achieved through group collaboration.
Team work group - OD interventions - Organizational Change and Development -...
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.
Third party peace making team work group OD interventions - Organizational ...
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Organisational development techniques & applications
This document discusses organizational development techniques and their applications. It defines organizational development as a planned, organization-wide process to improve communication, problem-solving, and learning through behavioral science. Some key organizational development techniques mentioned include diagnostic activities, team building, survey feedback, education, and coaching/counseling. Diagnostic activities assess characteristics of the organization through surveys and interviews. Team building enhances group effectiveness. Survey feedback measures employee perceptions. Education focuses on sensitivity skills. Coaching/counseling provides non-evaluative feedback to help employees develop. The document also discusses when an organization is ready for development and some potential applications of organizational development.
Organization Development Techniques
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Organization Development - Intervention Processes
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
OD interventions and their implications
Total Quality Management (TQM) is an organization-wide intervention aimed at increasing customer satisfaction through improving quality. [1] TQM targets the entire organization, including suppliers and customers, and requires changing the organizational culture and philosophy. [2] The purpose is to make quality the standard approach across all processes. [3] Effectiveness is measured through increased customer satisfaction and metrics like reduced defects, higher sales and market share. [4] Research shows successful TQM programs report gains in these areas after a long-term commitment to cultural and systemic change. [5] Outcomes must be continuously assessed for TQM to be effective long-term. [6] Successful implementation requires participation and commitment from all levels, especially top
Kurt lewin model of organization change
Driving forces cause change by pushing a system away from equilibrium, while restraining forces oppose change and push a system towards equilibrium. Equilibrium exists when driving and restraining forces are balanced. Kurt Lewin's model of change involves three stages - unfreezing the current situation, moving to a new situation through change, and refreezing the new situation into place. This document discusses applying this model to replacing typewriters with computers in an organization, where resistance to learning computers is a restraining force and increased productivity/knowledge are driving forces.
Management Development
Management development involves providing managers with opportunities to learn, grow, and change through management education, training, and on-the-job experiences. Describing the manager's job, several approaches have been used including characteristics, roles, process models, and holistic approaches. Determining management development content should begin with needs assessment and be impacted by factors like globalization.
Organization development
This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
- The effectiveness of organizational development in providing opportunities for employees and organizations to reach their full potential and treating people with dignity and respect.
Organizational Development
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
Organization change mgmt models
The document discusses several common change management models:
- The ADKAR model focuses on individual change and how it must match organizational change.
- Kotter's 8-step model includes phases of unfreezing, changing, and refreezing an organization.
- Lewin's 3-phase model highlights the psychological differences between change and transition.
- The McKinsey 7S model offers a holistic approach to understand how rational and emotional components in an organization are interconnected.
organisational development ppt
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
Organizational Development
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Team work ppt(all in 1)
The document discusses the definition and characteristics of effective teams. It defines a team as a group of two or more individuals with interdependence working toward a common goal. Key characteristics of effective teams include clear goals, commitment to the goal, competent members, consensus-based decision making, diversity, and interpersonal skills. Effective teamwork requires communication, conflict resolution, defined roles, and differing perspectives. The benefits of teamwork include improved problem solving and communication.
TEAM BUILDING POWERPOINT
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
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Organisational development techniques & applications
Organisational development techniques & applications
Similar to Od intervention techniques
Job design - compensation management - Manu Melwin Joy
Job analysis provides job-related data as well as the skills and knowledge required for the incumbent to perform the job. A better job performance also requires deciding on sequence of job contents. This is called 'job design'.
Job design
Job design is a core function of human resource management and it is related to the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder or the employee
Job Analysis.pptx
Job Analysis
Job Analysis Method
Open ended questionnaire
Highly structured questionnaire
Interviews
Structured Interview
Unstructured interviews
Observation
Work diary or log
Behavioural event interview
Job Design
Goals of Job Designing
Methods
Method # 1. Job Rotation
Method # 2. Job Enlargement
Method # 3. Job Enrichment
Motivating Factors
Motivation
Job design affects employee motivation, productivity, and satisfaction. It involves organizing tasks, duties, and responsibilities to achieve objectives. Components of job design include work simplification, job rotation, job enlargement, and job enrichment. Job rotation improves skills and abilities by moving employees between jobs. Job enlargement expands tasks within a job, while job enrichment improves efficiency and satisfaction by providing more responsibility, autonomy, and growth opportunities. Properly designing jobs can make them more motivating.
Techniques for designing jobs - compensation management - Manu Melwin Joy
Basically, there are four techniques used in the design of jobs. These include
Job simplification.
Job enlargement.
Job enrichment and
Job rotation.
Job analysis
This document discusses job analysis and job design. It defines a job and explains that job analysis is the systematic process of collecting information about a job such as duties, responsibilities, skills required, and work conditions. The key components of job analysis are the job description, which provides details of what the job entails, and the job specification, which outlines the qualifications needed. Job design involves configuring jobs to meet organizational needs while satisfying employees. Different techniques of job design discussed are job simplification, enlargement, enrichment, and rotation.
Job design report white
Job design and analysis are important human resource functions. Job design involves defining how work will be performed through approaches like job enlargement and enrichment. Job analysis is the process of systematically gathering information about job tasks, responsibilities, skills, and requirements. This information is then used to develop job descriptions and specifications, which outline the purpose, duties, and qualifications of a role. The results of job analysis provide essential data for strategic human resource activities including planning, recruitment, compensation, performance management, and training.
Unit II - job analysis,job design, recruitment and selection
The document discusses various aspects of job analysis including definitions, uses, steps, techniques, components, job description, job specification, job design, job rotation, job enlargement, and recruitment and selection. Specifically, it defines job analysis as a systematic process of collecting information about job duties, responsibilities, and qualifications. It also outlines the key elements included in a job description such as duties, qualifications, and working conditions.
Unit II Human Resource Planning
The document discusses human resource planning and job design. It defines human resource planning as a technique used by companies to balance employee flows and prevent shortages or surpluses. Effective HR planning ensures a company has the right people with the right skills. The document also discusses the history and process of HR planning. It explains that job design aims to organize job tasks, duties, and responsibilities. Key aspects of job design discussed include job characteristics theory, core job dimensions, psychological states, work outcomes, and techniques for job design like job rotation and enrichment. Forecasting personnel needs allows predicting workload and ensuring sufficient staffing levels.
Job design
Job design is the process of defining how work will be performed through specific job tasks. Effective job design requires understanding the job itself and its workflow through job analysis. Industrial engineering aims to structure jobs efficiently by reducing complexity so tasks can be easily learned and performed. However, overly simple jobs can bore workers. The Job Characteristics Model identifies five core job dimensions that motivate workers: skill variety, task identity, task significance, autonomy, and feedback. Methods to design motivating jobs include job enlargement, enrichment, rotation, and self-managing work teams.
Job design
Job design is the process of defining how work will be performed through specific job tasks. Effective job design requires understanding the job itself and its workflow through job analysis. Industrial engineering aims to structure jobs efficiently by reducing complexity so tasks can be easily learned and performed. However, overly simple jobs can bore workers. The Job Characteristics Model identifies five core job dimensions that motivate workers: skill variety, task identity, task significance, autonomy, and feedback. Methods to design motivating jobs include job enlargement, enrichment, rotation, and self-managing work teams.
Quality of work life HRM
Quality of work life,concepts, methods to improve quality of work life,flexi time,flexi place, alternative work schedules, part time employment,compressed work week, job rotation, job enlargement and enrichment, challenges in implementing QWL programmes.
Job design
This document outlines various aspects of job design including objectives, definitions, approaches, processes, methods, factors, and specific techniques like job rotation, enlargement, enrichment, and redesigning. It discusses the goals and advantages of each technique as well as potential disadvantages or barriers. The overall purpose of job design is to improve productivity, satisfaction, and performance through structuring work in a way that motivates employees and meets organizational needs.
Job Design- Ashutosh Thareja
What is a job?
A job is a piece of work, especially a specific task done as part of the routine of one’s occupation or for an agreed price.
JOB DESIGN-Job design is the process of determining the specific tasks to be performed, the methods used in performing these tasks, and how the job relates to other work in the organization.
Job design integrates work content, rewards and the qualifications required for each job in a way that meets the needs of employees and the organization.
Job design involves systematic attempt to organize tasks, duties and responsibilities into a unit of work to achieve certain objectives. It is a process by which managers decide individual job tasks and authority
Motivation, job design and performance
This document discusses motivation and job design and their relationship to employee performance. It defines motivation as what drives people to work towards goals and job design as how tasks are organized. It then states that properly designing jobs using approaches like job simplification, enlargement, rotation, and enrichment can increase employee motivation and thus improve performance. Each of these job design approaches are then briefly defined.
Job rotation
Job rotation involves moving employees between different jobs or departments within an organization. It has several objectives, including broadening employees' knowledge, preparing them for career advancement, providing cross-training, and succession planning. There are two main types: task rotation moves employees between similar jobs for a break from stress, while process rotation moves employees to different locations or departments. Effective job rotation requires advance planning, training, and ensuring employees have the right skills to perform new roles. Potential advantages include increased knowledge, satisfaction, and talent identification, while disadvantages can include reduced quality, stress, and time needed for adjustment.
Job design
Job design is the process of organizing tasks, duties, and responsibilities within a job to meet organizational needs like productivity and efficiency as well as individual needs like interests and challenges. The major goal of job design is to integrate organizational requirements with individual needs. Approaches to job design include engineering, human relations, job characteristics, and social technical systems. Specific job design methods include job simplification, job enlargement, job rotation, and job enrichment.
Job rotation
Job rotation is a technique where employees are shifted between two or more jobs at regular intervals to expose them to different areas of an organization. It is designed to promote flexibility, keep employees interested, test employee skills, and help discover talents. Job rotation provides benefits like exploring hidden talents, identifying knowledge and skills, motivating employees, increasing satisfaction, and aligning competencies with requirements. It reduces boredom, gives employees wider experience, allows employers to learn about employee strengths, and creates a more versatile and knowledgeable workforce.
Adl 09-human-resource-management
Human resource management deals with managing an organization's employees. It has both managerial functions like planning and directing, as well as operative functions related to specific HR activities like recruitment, development, and compensation. HR plays an important role in business and economic development by attracting, retaining, motivating, and developing a diverse workforce. However, managing people in turbulent business environments poses many challenges for HR professionals. Effective HR involves aligning HR objectives with organizational goals through strategic HR planning and management. This ensures optimal use of human resources to achieve both short-term and long-term business objectives.
Similar to Od intervention techniques (20)
Job design - compensation management - Manu Melwin Joy
Job design - compensation management - Manu Melwin Joy
Techniques for designing jobs - compensation management - Manu Melwin Joy
Techniques for designing jobs - compensation management - Manu Melwin Joy
Unit II - job analysis,job design, recruitment and selection
Unit II - job analysis,job design, recruitment and selection
PIBA_BBA3_HRM1_Unit 4.1 job design and types of job design
PIBA_BBA3_HRM1_Unit 4.1 job design and types of job design
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Demographics aus, nz & mexico
This document provides demographic information about Australia, New Zealand, and Mexico. It includes statistics on population size and growth rates, age distributions, urbanization rates, major cities, languages spoken, and more for each country. Some key points are:
- Australia has a population of over 22.5 million people with over 89% living in urban areas. The largest cities are Sydney and Melbourne.
- New Zealand has a population of over 4.4 million with over 86% living in urban areas, mostly in the North Island. The primary language is English.
- Mexico has over 120 million people with 78% living in urban areas. The largest city is Mexico City with over 20 million residents. The primary language is Spanish
Recruitment & selection in insurance sector
The document discusses the recruitment and selection process in the insurance sector. It begins by defining recruitment as identifying prospective employees, while selection refers to choosing the right candidate from applicants. It then outlines recruitment planning based on the company's manpower budget, including reviewing plans quarterly. The document also covers sourcing suitable candidates from existing databases, referrals, advertisements, agencies, and institutions. It concludes with a two-level screening process for candidates.
Industrial relations at bata
Bata is a shoe company that employs over 40,000 people and serves 1 million customers per day. It has faced labor strikes in the past due to issues like downsizing, increased working hours, and changes in management and employment policies. Bata has taken measures like bipartite agreements to resolve labor concerns and a three-year wage agreement in 1999 that included wage hikes and benefits to address issues. An analysis found strengths in its widespread stores but also threats from intense competition and potential commoditization without differentiated premium products.
Hr practices at mc donald's
McDonald's originated in 1954 in California and has since become the most successful fast food chain worldwide, operating over 38,000 restaurants in 119 countries. It serves around 68 million customers daily and employs about 1.7 million people globally. McDonald's focuses on growth, differentiation, and cost leadership in different markets. It believes employee development and engagement are key to business success, and has won awards for its recruitment and training strategies.
Hr audit
An HRD audit evaluates all aspects of an organization's human resource activities to determine their effectiveness and identify areas for improvement. It provides management confidence by comprehensively assessing strategies, systems, skills, culture and other HR functions. In comparison, an HR audit evaluates fewer areas like structure, policies and competencies. The purpose of an HRD audit is to evaluate how efficient HR activities are and determine changes needed. It should be conducted annually or every 18 months for ongoing process improvement.
Advertisement in india
The document provides a history of advertising in India from its origins in the late 18th century to modern trends. It traces the growth of advertising from early printed ads to the development of agencies in the 1920s-50s and expansion into new media like television, radio, and mobile in later decades. The document also outlines different types of advertising techniques used in India, including covert advertising in movies, and discusses frameworks for planning advertising campaigns and evaluating their impact.
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
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6:个人职称评审加20分
7:个人信誉贷款加10分
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Webinar - How to Craft a Winning Compensation Strategy
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https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
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This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
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• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
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【业务选择办理准则】
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
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Od intervention techniques
- 1. OD Intervention Techniques Job Redesign Career Planning Employee Stress & Wellness Program Submitted By Shubhra Dewangan
- 2. Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals. OD interventions: – are structured activities used individually or in combination to improve their social or task performance – introduced by a change agent as part of an improvement program
- 3. Job Redesign
- 4. Job Redesign • Restructuring the elements including tasks, duties and responsibilities of a specific job in order to make it more encouraging and inspiring for the employees or workers is known as job redesigning. • The main objective of conducting job redesigning is to place the right person at the right job and get the maximum output while increasing their level of satisfaction.
- 5. Job Redesign Process 1 • Revising the Job Content 2 • Analyzing Job-related Information 3 • Altering the Job Elements 4 • Reformation of Job Description and Specification 5 • Reshuffling the Job-related Tasks and Duties
- 7. Techniques of Job Redesigning • Job Simplification • Job simplification is a design method whereby jobs are divided into smaller components and subsequently assigned to workers as whole jobs. Person Week 1 2 3 1 A B C 2 A B C 3 A B C
- 8. Techniques of Job Redesigning • Job Rotation • Job rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed, only the employee are rotated among various jobs. An employee who works on a routine job moves to work on another job for some hours/days/months and returns back to the first job. Person Week 1 2 3 1 A B C 2 B C A 3 C A B
- 9. Techniques of Job Redesigning • Job Enlargement • Job enlargement expands job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated. By increasing the number of tasks an individual performs, job enlargement, increases the job scope, or job diversity. Person Week 1 2 3 1 ABC ABC ABC 2 ABC ABC ABC 3 ABC ABC ABC
- 10. Techniques of Job Redesigning • Job Enrichment • Job enrichment, as it is currently practiced in industry, is a direct outgrowth of Herzberg's Two Factor Theory of motivation. It is, therefore, based on the assumption that in order to motivate personnel, the job itself must provide opportunities for achievement, recognition, responsibility, advancement and growth. Person Week 1 2 3 1 ABCX ABCY ABCZ 2 ABCX ABCY ABCZ 3 ABCX ABCY ABCZ
- 11. Advantages of Job Redesigning Enhances the Quality of Work-Life Increases Organization’s and Employees’ Productivity Brings the Sense of Belongingness in Employees Creates a Right Person-Job Fit
- 12. Career Planning • What is career? • What is career planning?
- 13. General Periods in Careers
- 14. Objectives of Career Planning Attract and retain Use human resources effectively Achieve greater productivity Reduce employee turnover Improve employee morale Growth of employee
- 15. Career Planning Process Identifying individual needs. Analyzing career opportunities. Aligning needs and opportunities. Action plans and periodic review.
- 16. Initiatives taken by organizations: Career Workshops Career Centers Career Planning Guides Career Counseling
- 17. Employee Stress & Wellness Interventions
- 18. Applications Stages • Diagnosing Stress and becoming aware of its Causes Workplace Stressors Individual differences Work overload Charting Stressors Role conflict Health Profiling Role Ambiguity
- 19. To Cope with Stress Interventions are: Role clarification Supportive Relationships Work Leaves Health Facilities Employee Assistance Programs