Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
Survey feedback - comprehensive OD interventions - Organizational Change an...manumelwin
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.
Walton’s model of third party peace making team work group OD interventions ...manumelwin
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.
Responsibility charting OD intervetions - Organizational Change and Developm...manumelwin
describes the participation by various roles in completing tasks or deliverables for a or business processes.
It is especially useful in clarifying roles and responsibilities in cross-functional/ departmental projects and processes
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
Survey feedback - comprehensive OD interventions - Organizational Change an...manumelwin
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.
Walton’s model of third party peace making team work group OD interventions ...manumelwin
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.
Responsibility charting OD intervetions - Organizational Change and Developm...manumelwin
describes the participation by various roles in completing tasks or deliverables for a or business processes.
It is especially useful in clarifying roles and responsibilities in cross-functional/ departmental projects and processes
Process consultation team work group OD interventions - Organizational Chan...manumelwin
In process consultation, the consultant observes individuals and groups in action – helping them learn to diagnose and solve their own problems
Often used in conjunction with teambuilding, self-directed work teams, quality circles, and other interpersonal interventions.
Developed by the USAID | DELIVER PROJECT in collaboration with People that Deliver, The Human Resource Capacity Development in Public Health Supply Chain Management: Assessment Guide & Toolkit assists public health supply chain managers in resource-limited settings to complete a rapid, comprehensive assessment of the capacity of the human resource support system for a country’s supply chain.
JSI was co-organizer of the Technical Network for Strengthening Immunization Systems (TechNet-21), a global network of professionals working to strengthen immunization services in developing countries. The theme of this year’s conference (2015 in Bangkok, Thailand) was Immunization Supply Chain and Logistics: Current Challenges, Innovations, and Future Projects. This poster is one of eight produced by JSI for the conference. JSI staff were also featured speakers and facilitators during many sessions of the conference. For more information search #TechNetConference on Twitter or go to
http://www.technet-21.org/en/news-and-events/events/viewevent/91
Public consultation helps clients gain planning consent and acceptance of their development proposals. How do we take this online using websites and social media?
How to define yourself to your target audience and not let the market to define you. High Net Worth clients want to hear that you understand their needs, goals and aspirations before they allow you over their walls.
Client-consultant relationship is a fundamental piece in the puzzle of successful consultation. Soft systems thinking provides a powerful framework to conceptualize and make sense of such relationships, clarifying mutual commitment and demonstrates collaborative values.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
ITS 835Chapter 22JAA Inc. – A Case Study in Creating Val.docxvrickens
ITS 835
Chapter 22
JAA Inc. – A Case Study in Creating Value from Uncertainty
Enterprise Risk Management
Professor Michael Solomon
Introduction
• Business background
• Initial steps
• Evolution of Risk Management
• Introduction of ISO 31000 and HB 436 to JAA
• Bringing everything together
Business Background
• JSS is a clothing wholesaler and retailer
• Founded in 1972
• Went public in 1998
• Three operating segments
•
•
•
U.S. wholesale
U.S. retail
International (wholesale and retail)
• 57 retail stores in 10 countries
Initial Steps
•
•
Strategic objectives
• Maintain market leadership
• Sustain technology leadership
• Strengthen global presence
• Deliver quality service
• A leader in compliance with all laws and
regulations
Establish a governance system
• Multiple committees, each with specific
responsibilities
Governance
Framework
Evolution of Risk
Management
• Lack of strategic risk management led to
many problems
• Communication
•
•
•
Missed/lost opportunities
Lack of commitment to objectives
Declining quality
• Identified gaps in risk management
• Engaged in aggressive internal training
•
•
•
Soft skills
Team building
Management planning
Introductions of ISO 31000 and
HB 436
• JAA adopted ISO 31000
• HB 436 provided extensive implementation
guidance
• ISO 31000 was basically an upgrade of the
framework JAA was already using
• ISO 31000 framework formalized JAA’s ERM
• Defined organization and process
Using Context for Risk
Criteria
Bringing Everything
Together
Risk Map
Risk Atitude
A minimum of 100 words each question and References Response #1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1) I enjoyed reading your post. I think you made many great points about how embedding innovation into the DNA of the company can be important. You addressed importance’s such as promoting innovation through recruitment, identify margins of significant gain or loss for the organization and to obtain metrics to help identify solutions for decisions making. These are all really great points and I think that they can make a huge difference in the success of an organization. I think that innovation starts from the culture of the organization. If employees can sense that innovation is valued and sought after, they are more likely to put efforts there.
2) It would be highly important for the team to have, and embrace several attributes, adaptability , effective communication, they would have to be a servant leader, someone who understands that they might have to push the weight instead of telling others how much weight to push, they would have to have imagination, and vision, and be committed to the goal as well as the team, and the leaders. I would need them to be team players who are not worried about being a star ...
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Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
2. What is OD?
• Planned. OD takes a long-range approach to improving organizational
performance and efficiency. It avoids the (usual) "quick-fix".
• Organization-wide. OD focuses on the total system.
• Managed from the top. To be effective, OD must have the support of top-
management. They have to model it, not just espouse it. The OD process also
needs the buy-in and ownership of workers throughout the organization.
• Increase organization effectiveness and health. OD is tied to the bottom-line. Its
goal is to improve the organization, to make it more efficient and more competitive
by aligning the organization's systems with its people.
• Planned interventions. After proper preparation, OD uses activities called
interventions to make system wide, permanent changes in the organization.
• Using behavioural-science knowledge. OD is a discipline that combines research
and experience to understanding people, business systems, and their interactions.
3. What is an OD Intervention?
• The term Intervention refers to a set of sequenced, planned
actions or events intended to help an organization to increase its
effectiveness.
• Interventions purposely disrupt the status quo; they are
deliberate attempts to change an organization or sub-unit toward
a different and more effective state.
4. Criteria for Effective Interventions
• In OD three major criteria define the effectiveness of an
intervention:
1. The Extent to Which it (the Intervention) fits the needs of the
organization.
2. The degree to which it is based on causal knowledge of
intended outcomes
3. The extent to which the OD intervention transfers change-
management competence to organization members.
5. Factors That Impact the Success of OD
Interventions
• Factors relating to Change Situation: These relate to the
environment of the organization and include the physical and
human environment.
1. Readiness for Change
2. Capability to Change
3. Cultural Context
4. Capabilities of the Change Agent (OD Consultant
6. Factors That Impact the Success of OD
Interventions
• Factors Related to the Target of Change: These relate to the specific targets at which OD
interventions are targeted. The targets of change can be different issues of the
organization and at different levels.
A. Organizational Issues
1. Strategic Issues
2. Technology and Structure Issues
3. Human Resource Issues
4. Human Process Issues
B. Organizational Levels
OD interventions are aimed at different levels of the organization: individual, group,
organization and trans-organization (for example different offices of the organization
around the globe; or between organization and its suppliers, customers, etc.)
7. Case: Jet Blue Airways
• JetBlue was incorporated in Delaware (August 1998)
• Founded by David Neeleman in February 1999 under the name
“NewAir”.
• Approach : low-cost travel, in-flight entertainment, TV on every
seat & satellite radio.
• Motto: “TO BRING HUMANITY BACK TO AIR TRAVEL”
8. Issues
• SOC- System Operations Centre
• Comprised of 4 teams (Maintenance Control, System Control,
Crew Services & BlueWatch-security)
• By fostering an environment that puts crewmembers first
aroused problems:-
• Bad customer services
• Dissatisfied employees
• Other problems:-
• Main competitors
• Culture shift
• Outdated processes
9. Issues
Organizational Changes
Turnover in leadership
Expansion into international markets
Increased no. of departures
Introduction of a new fleet type
External Pressures
Bankruptcy
Increased fuel prices
Increasing number of low-cost carrier
10. Intervention
• Partnership between SOC and OD team
• OD team
• Denison Consulting, LLC
• JetBlue University (airline’s centralized learning group)
• Denison Consulting LLC founded by Daniel R. Denison, PhD &
William S. Neale M.A
• Headquartered in Ann Arbor, Michigan, San Diego, Shanghai
and Zurich.
• Developed a research-based model and tools to improve
organizational performance by improving corporate culture and
leadership.
11. • OD consultant met regularly with SOC leadership team to
educate about role of leadership and develop strategies.
• “Walk the talk” in order to capture the hearts & minds of
crewmembers and bring credibility to the effort.
• Weekly action planning meeting.
• “Roundtable” to get frontline crewmembers – real- involved in
the charge process.
• The Directors took turn facilitating the meeting, symbolizing their
buy-in and commitment to the initiative.
12. Action Plans Made
• Goals and Objectives
• Crewmember Development
• Customer Focus
• Willingness to Change
• Guidelines
13. Results
• Created a positive atmosphere in the company
• Met the needs of the SOC crewmembers
• Follow-up with Denison Survey - 6 month after the launch of the
project.
• DOCCMS allows organizations to monitor progress using 4
indexes.
• ADAPTABILITY
• MISSION
• CONSISTENCY
• INVOLVEMENT
16. History
• Edgar H. Schein developed the concept of
process consultation and wrote a book about
its in various client relationships after 15 years
of experience in organization and
management development consulting.
• He combines a research and teaching
interests in adult socialization and career
development with his applied interests in
helping organizations to be more effective in
accomplishing their tasks with and through
people.
• He a former Professor at the MIT Sloan
School of Management.
17. Process Consultation
• Process Consultation is the creation of a relationship
• with the client that permits the client to
• perceive, understand, and act on the process events
• that occur in the client's internal and external environment
• in order to improve the situation as defined by the client.
• Edgar Schein, (1969) Process Consultation: Its role in organization
development
18. Focus of Process Consultant
1. Build a Relationship
• Permit the consultant and client to deal with reality
• Remove the consultants areas of ignorance
• Acknowledge the consultant’s behavior as being always an intervention
• All of the above in the service of giving the client(s) insight into what is going on around
them.
2. Help the client figure out what they should do about the situation
• Clients must be helped to remain proactive
• Clients must own the problems (“monkey always remains on the client’s back,” )
• Clients know the true complexity of their situation and they know what will work in the
culture where they live
19. Process Consultant Principles
1. Always try to be helpful
2. Always stay in touch with the current reality
3. Access your ignorance
4. Everything you do is an intervention
5. It is the client who owns the problem and solution
6. Go with the flow
7. Timing is crucial
8. Be constructively opportunistic with confrontive interventions
9. Everything is data: errors are inevitable – learn from them
10.When in doubt, share the problem
20. Process Consultant – Key Assumptions
1. That the nature of the problem is such that the client not only needs help in
making an initial diagnosis but would benefit from participation in the process
of making that diagnosis.
2. That the client has the constructive intent and some problem solving ability.
3. That the client is ultimately the only one who knows what form of solution or
interpretation will work in his or he own situation.
4. That if the client selects and implements his or her own solution, the client’s
problem- solving skills for future problems will increase.
22. The Expert Model
The expert (or telling and selling) model of consultation assumes that
the client purchases from the consultant some information or expert
service that he is unable to provide for himself.
The buyer, usually an individual manager or representative of some
group in the organization, defines a need and concludes that the
organization has neither the resources nor the time to fulfill that need.
He will then look to a consultant to provide the information or the
service.
The client expects expert help and expects to pay for it but do not get
involved in the process of consultation itself.
23. Examples
Television repairman or auto mechanic
Purchase of a market research;
The hiring of a consultant to develop a computer program for a given problem;
The hiring of a lawyer to determine whether a given course of action will run into
difficulty or not.
The essence of the message from the client to the consultant is “here is the
problem, bring me back an answer and tell me how much it will cost.”
Psychologically, the essence of this relationship is that the client gives away the
problem temporarily to the helper, which permits the client to relax, secure in the
knowledge that an expert has taken it on and will come up with a solution.
24. Expert Model: Notice
This model of consultation is appropriate when clients have;
I. Diagnosed their needs correctly;
II. Correctly identified consultant capabilities;
III. Done a good job of communicating what the problem they are actually trying
to solve;
IV. Thought through the consequences of the help they have sought.
This model is “client intensive” in that it puts a tremendous load on the client
to do things correctly if the problem is to be solved.
If the problems are complex and difficult to diagnose, it is highly likely that
this model will not prove helpful.
26. Doctor Patient Model
The core of this model is that the client experiences some symptoms
that something is wrong but does not have a clue as to how to go
about figuring out what is wrong or how to fix it.
The diagnostic process itself is delegated completely to the consultant
along with obligation to come up with a remedy.
The client becomes totally dependent upon the consultant until such a
time as the consultant makes a prescription, unless the consultant
engages the client in becoming more active on his or her own behalf.
A manager may detect symptoms of ill health, such as dropping sales,
high numbers of customer complaints, or quality problems, but may
not know how to make a diagnosis of what is causing the problems.
27. Assumptions
That the client has correctly interpreted the symptoms and the sick “area.”
That the client can trust the diagnostic information that is provided by the consultant.
That the “sick” person or group will reveal the correct information necessary to arrive at a
diagnosis and cure, i.e., will trust the doctor enough to “level” with him or her.
That the client has thought the consequences, i.e., is willing to accept and implement
whatever prescription is given.
The patient/client will be able to remain healthy after he doctor/ consultant leaves.
28. Doctor Patient Model: Notice
This model puts even more power into the hands of the consultant in
that she diagnoses, prescribes, and administers the cure.
The client not only abdicates responsibility for making his own
diagnosis and thereby makes himself even more dependent on the
consultant, but assumes, in addition, that an outside consultant can
come into the situation, identify problems, and remedy them.
This model is of obvious appeal to consultants because it empowers
them and endows them with X-ray vision.
29. Doctor Patient Model: Notice
Providing expert diagnoses and prescribing remedial courses of action justify
the high fees that consultants can command and make very visible and
concrete the nature of the help that they claim to provide.
In this model the report, the presentation of findings, and the
recommendations take on special importance in identifying what the
consultant does.
For many consultants this is the essence of what they do, and they feel that
they have not done their job until they have made a thorough analysis and
diagnosis leading to a specific written recommendation.