The document discusses various types of organizational design and development interventions. It provides details on empowerment interventions like team strategies, virtual teams, and problem solving. It also discusses pro-action interventions aimed at radical change such as strategic planning, environmental scanning, appreciative inquiry, outsourcing, benchmarking, and dashboards. Finally, it covers values interventions that encourage respect and trust, including organizational culture, diversity and inclusion strategies, globalization, social responsibility, and ethics. The interventions are frameworks and tools that practitioners can use to help organizations function effectively and achieve their goals.
How to Structure for Strategic Success: Essentials to Effective Organization ...Blaze Petersen
Having trouble making progress on your strategic plan? Organization design could be to blame. In this presentation, we shed light on why your current organization design efforts may be lacking and how to support strategy execution through a well-designed organization.
How to Structure for Strategic Success: Essentials to Effective Organization ...Blaze Petersen
Having trouble making progress on your strategic plan? Organization design could be to blame. In this presentation, we shed light on why your current organization design efforts may be lacking and how to support strategy execution through a well-designed organization.
Strategic Change and Strategic LeadershipSensei Ndlovu
The four steps in the process of managing strategic change
The strategic change issues that an organization may experience
The five building blocks an organization may have
The key actions and responsibilities of strategic leadership at any organization
Reflection
Is change management tactical or strategic v6Gail Severini
Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.
A presentation exploring ratings in performance management, prepared for and presented at the 2015 UK Annual E-Reward Conference. Were my predictions correct and is there still a debate to be had?
Implementing strategy effectively and efficiently is critical to the success of any business. That direct statement is well understood by all business leaders. What is not always equally understood is that the same corporate processes and procedures employed to ensure a business’ success – call it strategy implementation management -- can also be used to coach and develop essential leadership competencies in staff throughout your organization.
This paper presents strategy implementation management as an opportunity to develop the leadership competencies of key staff who are responsible for advancing the organization’s priorities and achieving its goals.
Performance is often defined simply in output term .i.e. the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how they achieve it.
-Performance means both behaviors and results. Behaviour emanates from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results.
performance management – considers inputs (behaviour) and outputs (results).
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Strategic Change and Strategic LeadershipSensei Ndlovu
The four steps in the process of managing strategic change
The strategic change issues that an organization may experience
The five building blocks an organization may have
The key actions and responsibilities of strategic leadership at any organization
Reflection
Is change management tactical or strategic v6Gail Severini
Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.
A presentation exploring ratings in performance management, prepared for and presented at the 2015 UK Annual E-Reward Conference. Were my predictions correct and is there still a debate to be had?
Implementing strategy effectively and efficiently is critical to the success of any business. That direct statement is well understood by all business leaders. What is not always equally understood is that the same corporate processes and procedures employed to ensure a business’ success – call it strategy implementation management -- can also be used to coach and develop essential leadership competencies in staff throughout your organization.
This paper presents strategy implementation management as an opportunity to develop the leadership competencies of key staff who are responsible for advancing the organization’s priorities and achieving its goals.
Performance is often defined simply in output term .i.e. the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how they achieve it.
-Performance means both behaviors and results. Behaviour emanates from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results.
performance management – considers inputs (behaviour) and outputs (results).
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
Strategic management is the sustained planning, analysis, monitoring, and assessment of all the stuff that is necessary for an organization to meet its goals and objectives.
covers OD Objectives ,strategy and OD Interventions( covering all the models of Interventions) , Organisational change( Types of Change; Process of change, Models, Change agent
As part of the final course for Exec MBA am surveying my team on the model attached. Excited to see the results and develop action plan for improvement.
this ppt is related to strategic managment strategies used in a business and to boost the production and do the work efficiently. this ppt is usefull for students that are studying bba in 2 nd year
Human Resource Development Audit is a systematic assessment of the strengths, limitations and developmental needs of its existing human resources in the context of organizational performance. This presentation describes how one can strategize a HR Audit for an organization.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Chapter 3 - Islamic Banking Products and Services.pptx
Organization Design and Development
1. Organization Design and Development
The operational and management process of the organization.
It is meant to restructure the organization (if needed). This is
to guarantee efficiency and competitiveness.
Organizational design and development incorporates every
aspect of the organization. This process supports the
mission, goal, and activities of an organization.
3. STAR Model™
Definition:
The foundation on
which a company
bases it design
choices
Scope:
The policies are the tools
with which management
must become skilled in order
to shape the decisions and
behaviors of their
organizations effectively
Characteristics:
Framework consists of a
series of 5 policy
categories:
1. Strategy
2. Structure
3. Processes
4. Rewards
5. People
Organization and People
focused
Important Info for the ID:
In a fast-changing business
environment, structure is becoming
less important, while processes,
rewards, and people are becoming
more important
There is no one-size-fits-all
organization design that all
companies–regardless of their
particular strategy needs–should
subscribe to
Implementation Tips and
Tricks:
The Star Model™ shows the levers
that managers can control, and as a
result, can affect employee
behavior but only by acting
through the design policies that
affect behavior
By choosing the desired behavior,
managers can influence the
organization's performance as well
as its culture.
5. Empowerment Interventions
Interventions that enable people to work to their
highest levels by believing in them, establishing
processes and systems that support their efforts
What are they?
Types of Empowerment Interventions
1. Team Strategies
2. Virtual Teams
3. Problem Solving
6. Empowerment Interventions
Team Strategies
Definition:
A group of team
members working
together as a
cohesive unit to
accomplish an
objective
Scope:
The methods team members
work out in advance to
accomplish the objective.
Based on the philosophy
that people work better and
more creatively in groups
than they do alone
Characteristics:
Team approach is affected
by the composition, size,
cohesiveness and the
environment
Important Info for the ID:
Remember that diversity is
an advantage because team
thinking is more divergent,
innovative and robust
It is the fuel that allows common people
to attain uncommon results
Implementation Tips and
Tricks:
Practitioner assists the team
during the forming stage
(when team gets acquainted)
Helps team set clear
objectives, documents
procedures and methods,
provides coaching and
reinforcement, training on
interpersonal relationships,
and infusing change
management techniques
7. Empowerment Interventions
Virtual Teams
Definition:
Individuals working
across time, space
and organizational
boundaries by webs
of communication
technology
Scope:
Virtual teams interact
electronically from
geographically different
sites to achieve common
organizational goals
Characteristics:
Virtual teams depend heavily
on modern technological
advancements
Important Info for ID:
There are many reasons for
fostering virtual teams,
including: competitive
organizations, globalization,
work schedules etc.
Mutual and Self-Accountability is key
Implementation Tips and
Tricks:
Practitioner works with
others in the organization to
explain the purpose of
virtual teaming and engages
using virtual communication
Also, assists the virtual
team in working in
collaboration, coaches
others to be productive
partners and provides
professional assistance
when needed
8. Empowerment Interventions
Problem Solving
Definition:
The process of defining
a problem from situation
and causes, thinking of
alternatives, evaluating
situations, and making
adjustments
Scope:
Focuses on understanding
the problem and its causes
Uses a variety of ways to
classify problems like:
• Puzzles
• Algorithms
• Troubleshooting
• And others
Characteristics:
Since problems differ in
structure, complexity and
context, they generate
multiple kinds of problem
solving processes
Important Info for ID:
Usually structured to proceed
in steps but the steps can be
carried to meet the needs of
the situation
1. Define the problem
2. Gather information on the causes
3. Choose criteria for judging the
information
4. Explore an ideal solutions and
create realistic options
5. Evaluate the realistic options and
choose the most appropriate
6. Implement the choice and evaluate
the decision
7. Adjust implementation based on
evaluation
Success comes from empowered teams and
individuals working in a healthy environment
Implementation Tips and
Tricks:
Practitioner works with
individuals and teams using
methods like:
• Brainstorming
• Brain writing
• Affinity Diagrams
• And others
9. Organizational Pro-Action Interventions
Interventions that provide directions that may create
radical change and involves cross-functional and cross-
level approaches
What are they?
Types of Pro-Action Interventions
1. Strategic Planning
2. Environmental Scanning
3. Appreciative Inquiry
4. Outsourcing
5. Benchmarking
6. Balance Scorecard
7. Dashboards
10. Pro-Action Interventions
Strategic Planning
Definition:
The process by which an
organization envisions
its future and develops
the necessary goals and
procedures to achieve
that vision
Scope:
Strategic Planning is at the
heart of an organization and
reflects the essence of
what the organization does
Creates the blueprint for an
organization and provides
direction, focus, and the
organizational target
Characteristics:
Expressed in terms of mission,
purpose and goals
Usually developed for a five-
year time period, but plans
should be reviewed and updated
annually
Important Info for ID:
Strategic plan must be
easily communicable and
apply to the entire
organization
The core intervention of organizational design
and development
Implementation Tips and
Tricks:
Practitioners will conduct a
variety of scans and a SWOT
Analysis of the company:
• Strengths
• Weaknesses
• Opportunities
• Threats
11. Pro-Action Interventions
Environmental Scanning
Definition:
A strategic planning
technique for monitoring
trends in the external
environment of an
organization
Scope:
Provides management with
much of the information
needed to develop and
implement the strategic plan
Focuses on trends and
issues that may have an
effect on the organization’s
future
Characteristics:
Consists of Internal and
External Scanning
Should be an ongoing
activity since trends and
issues can change
Important Info for ID:
Approach should be
thorough and balanced,
including organizational
level, the people level and
the work level
Implementation Tips and
Tricks:
Practitioners explore the Internal
categories of environmental
scanning by considering MANY
areas, such as:
• Communication patterns
• Relationship amongst workers
• Utilization of resources
• Organizational structure
External categories like political,
economic, social, technological and
demographic trends should be
evaluated as wellEmpowers every employee to be observant
and suggest changes that could have a
positive effect on the organization
12. Pro-Action Interventions
Appreciative Inquiry
Definition:
The process of
determining what is
working successfully
within an organization
Scope:
Focuses on the achievement
of the best possible
outcomes and practices of
what is successful and is
working well
Four-D Framework:
1. Discovering what is working well
2. Dreaming about optimal performance
3. Designing new systems
4. Destinying or shaping mindset
Four –Ds are inextricably related so
that the output of one phase becomes
the input for the next
Characteristics:
Both a philosophy and a
systematic process
Analyzes positive factors
Important Info for ID:
Keep in mind that
Appreciative Inquiry is also
a philosophy that strives to
bring out the best in people,
the processes and the
environment in which
accomplishment is primary
Systematic in approach, and brings out the
best in people…
Implementation Tips and
Tricks:
Practitioner must view the
organization as high
performing and capable and
that optimal performance is
achievable
Becomes the Appreciative
Inquiry spokesperson for
the organization and
implements and monitors
the Four D Process
13. Pro-Action Interventions
Outsourcing
Definition:
The process of contracting
another organization or
changing responsibility of
an area of work that had
been performed inside the
organization to a source
outside of the organization
Scope:
In large organizations, most
operational, no-strategic
human resource functions
are outsourced for various
reasons
Drivers of outsourcing
include: downsizing or
rightsizing, rapid growth or
decline of business,
globalization, increased
competition, restructuring
and the inability of training
arenas to exhibit value
Characteristics:
Strategic move for
companies
Can cause a divide within the
company
Important Info for ID:
Keys to success is to
determine which functions
to outsource, the extent to
which they should be
outsourced, and which ones
to keep in house
Implications are significant to internal and
external worker-organization relationships
Implementation Tips and
Tricks:
Practitioner will assist
leaders in defining their
outsourcing expectations –
this is crucial to maintaining
important parts of the
organization
14. Pro-Action Interventions
Benchmarking
Definition:
The process of
comparing two
organizations for the
purpose of identifying
better working methods
and practices
Scope:
Comparing and understanding
the best practices of
competitors helps the
organization’s leadership
identify what must be changed
to achieve the vision
Helps define:
• Customer requirements
• Establish goals and objectives
• Develop true measure of
productivity
• Identify education and training
needs for employees
Characteristics:
• Can be objective in
approach
Important Info for ID:
It is suggested to compare
organizations inside their
field AND outside of their
field. – this will allow the
finding of the BEST
methods and practices
Implementation Tips and
Tricks:
Practitioner evaluates and
monitors the benchmarking
process – not organization’s
own management/leaders
15. Pro-Action Interventions
Balance Scorecard
Definition:
Tool that measures and
manages and
organization’s progress
toward goals and
objectives
Scope:
Translates and
organization’s mission and
strategy into a
comprehensive set of
performance measures that
provide the framework for a
strategic measurement and
management system
Characteristics:
Incorporates financial
indicators with perspectives
from:
• Customer
• Internal Business
Processes
• Learning and Growth
Important Info for ID:
Also called a Performance
Measurement and
Management System, and/or
a Strategic Framework for
Action
Provides managers with the instrumentation
needed to navigate to future competitive success
Implementation Tips and
Tricks:
Practitioner may not be well
versed in the ‘hard’ financial
measures of the scorecard
Practitioner is positioned to assist
the organization in developing goals
and appropriate measures for the
following perspectives
1. Customer
2. Areas in which the
organization must excel to
maintain competitive strength
3. Areas the organization needs
to improve
4. Soft, quantifiable
measurements
16. Pro-Action Interventions
Dashboards
Definition:
Tools that display
performance indicators,
present data and information
at both summary and detailed
level and assist decision
makers to act on the
information presented in the
dashboard
Scope:
A quick snapshot, using
various visual
representations, of a
business’s big picture and
details
It organizes business
information to support
meaning and use
Characteristics:
Effective dashboards are:
• Simple
• Instructive
• Aesthetically pleasing
Use a variety of data
visualization tools, such as:
• Charts
• Grids
• Gauges
• Maps
Important Info for ID:
Tools need to be:
• Visually effective
• User-friendly
• Efficient
• Provide clarity and
immediacy
Are becoming the preferred way for busy executives
to monitor hey business metrics at a glance
Implementation Tips and
Tricks:
Practitioner works with the
information technologist to
design company dashboards
Must focus on business
critical information and
make it easy to comprehend
17. Organizational Value Interventions
Interventions that help people succeed by maximizing
the significance of the employee, worker, supplier,
customer and client; encouraging workers to think
globally, and treating people with respect and trust
What are they?
Types of Values Interventions
1. Organizational Culture
2. Diversity/Inclusion Strategies
3. Globalization/Localization
4. Social Responsibility
5. Ethics
6. Decision Making
18. Pro-Action Interventions
Organizational Culture
Definition:
A shared system of
values, beliefs, and
behaviors that
characterizes a group or
organization
Scope:
Culture interventions
redefine, clarify, emphasize
or create desired practices
within a group
Consists of the key values
of the organization and the
practices that support
those values
Characteristics:
Often originate from an
organization’s mission and
vision
Important Info for ID:
Culture is pervasive
Culture virtually shapes and
controls employee behavior
Most culture is unwritten
and often is not discussed
Organizational and individual values are the
basic concepts and beliefs- the heart of
culture
Implementation Tips and
Tricks:
Practitioner should be familiar
with cultural issues.
Will lead efforts to conduct a
culture audit of the organization
using an Analysis Procedure,
Focusing on workers, work
processes and the workplace
The goal is to influence both
employee behavior and
performance output
19. Pro-Action Interventions
Diversity/Inclusion
Interventions
Definition:
Strategies that take
into account the
physical, cultural human
differences of age,
ethnicity, physical
attributes, race and
sexual/affectional
orientation
Scope:
Strategies build productivity,
innovations, and creativity and
ensure business success.
A diverse workforce enhances
creativity output because people
are able to contribute from their
varied experiences
Characteristics:
Diversity takes into account
primary attributes such as age,
and ethnicity, as well as
secondary attributes like marital
status and religious beliefs
Inclusion is the degree to which
culture respects and values
diversity
Important Info for ID:
Maximizing the unique
perspectives of individual
employees from diverse
backgrounds is a tremendous,
potentially untapped resource
**Diversity requires sensitivity
to people issues and the capacity
to understand data and the
impact of information on planning
and reporting
Can be viewed as an organizational asset that
should be used to the fullest
Implementation Tips and
Tricks:
Practitioners lead diversity
initiatives.
**Diversity requires sensitivity
to people issues and the capacity
to understand data and the
impact of information on planning
and reporting
* *Important for both Designers and Practitioners
20. Pro-Action Interventions
Globalization/Localization
Definition:
The process of
identifying an
organization’s major
world market efforts
and resources to achieve
higher productivity and
efficiency
Scope:
Globalization – the process of
achieving higher productivity and
efficiency in major world
markets
Localization – the process of
customizing and adapting a global
application for a particular
culture and locale
Fundamental ideals focus on free
flow of commerce, capital and
labor and the belief that
individuals can significantly
influence large social and
economic systems
Characteristics:
Globalization - Affects
employees, customers and
suppliers
Localization – primarily affects
documentation and content
Important Info for ID:
Often more successful in
smaller organizations
Success is based on the
ability to quickly adjust to
the needs of the customer
It encourages people to attain a new
awareness of both their organization and the
world in which they live
Implementation Tips and
Tricks:
Globalization - Practitioners use the
HPT model to analyze issues or
activities in various locations,
determine internal best practices
and help document the common
practices
Use of change management skills
and process consulting is helpful
Localization – Practitioners
determine cultural appropriateness.
They also oversee the design and
development of training books and
manuals, training equipment, and
work with IT to develop websites
21. Pro-Action Interventions
Social Responsibility
Definition:
The interest and true
concern for the well-
being of individuals that
lead to planning,
thinking, doing and
acting in a socially
responsible way
Scope:
A commitment to improve
community well being
through discretionary
business practices and
contributions of corporate
resources
Characteristics:
Interventions include the
organization participating in
social activities and
initiatives that fulfill
commitments to
identified/perceived social
responsibility
Important Info for ID:
When suggesting projects
and activities, try to focus
on keeping the organization
ethical and sensitive to its
internal and external
environment
The bottom line benefits of being socially
responsible are many
Implementation Tips and
Tricks:
To weave and implement
social responsibility into the
fabric of the organization,
work on projects that
employees and customers
really care about
22. Pro-Action Interventions
Ethics
Definition:
The standard contact of
good and bad
Scope:
Realizing what is right and wrong,
and then doing what is right
Ethics support and help define
the culture of an organization
Types of Ethics
1. Societal
2. Professional
3. Individual
Characteristics:
Standards of conduct are cultural,
and vary among countries,
organizations, incidents, and
situations
Must be applied to every person
within a group or organization as
well as outside individuals that do
business with the organization
Is continuous and permeates every
aspect of the organization’s fabric
Important Info for ID:
Establish guidelines for the
organization that everyone
is aware of, willing to follow,
and committed to enforcing
Cultivate strong teamwork and productivity…
Implementation Tips and
Tricks:
Practitioners assist in
developing ethics by
focusing on societal,
professional and individual
ethics
They encourage ethical
thinking and practices and
help employees realize the
impact of ethics on the
organization
23. Pro-Action Interventions
Decision Making
Definition:
The act of making
judgements and drawing
conclusions
Scope:
Involves placing values on
ideas or options and
determining resulting
actions
The concept of
empowerment extends to
individual workers who
should also be involved in
the decision-making process
Characteristics:
Very subjective- Influenced
by gender, age, moral
philosophy, education, work
experience, organizational
culture, stated and unstated
codes of ethics, and many
others
Important Info for ID:
Decision making can lead to
ethical dilemmas
Often mean changes in organizational culture…
Implementation Tips and
Tricks:
Practitioners can help
establish a culture that
encourages risk taking,
innovation, and where new
thinking is not about the
dollars you invest, but the
people you invest in
24. Organizational Design and Development
Top 3 Take-A-Ways
1. Organizational Interventions incorporates every aspect of the organization
2. The STAR Model™ can be used to effectively influence the behavior of employees.
“…offering the right intervention set requires understanding of how humans work and
function internally and within organizations that are bounded by environmental,
societal, and economic realities.”
3. The 3 categories for interventions:
1. Empowerment
2. Organizational Pro-Action
3. Organizational Values
25. References
1. Van Tiem, D., Moseley, J., Dessinger, J. (2012). Fundamentals of Performance Improvement. Optimizing Results Through
People, Process, and Organizations. San Francisco, CA. John Wiley and Sons, Inc.
2. Pershing, James A. (2017). Research and Theory as Necessary Tools for Organizational Training and Performance
Improvement Practitioners. TechTrends: Linking Research and Practice to Improve Learning (v61 n1 p19-25). Retrieved
from http://eric.ed.gov.
3. Galbraith, Jay. R. (1960s). The Star Model. Retrieved from http://www.jaygalbraith.com/services/star-model.