This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.

1. Strategic Interventions
Prepared by Mr Rabeel Sabar

2. Intervention
A sequence of planned activities, actions,
and events intended to help an
organization improve its performance and
effectiveness.

3. Targets of Interventions
Strategic Interventions – transforming company
Techno-structural Interventions– divide work into
departments & coordinate
Human Resources Management Interventions – overall
organizational performance by improving organizational
members performance
Human Process Interventions – enhancing organizational
members the ways in which they work together

4. Strategic Intervention
An intervention aimed at effecting a
suitable fit among a firm’s strategy,
structure, culture, and external
environments.

5. Strategic Interventions
Mergers & Acquisitions
Culture Change
Creativity & Innovation

6. Creativity & Innovation
• Creativity
–The ability to combine ideas in a unique
new or modified way.
• Innovation
–The process of taking a creative idea and
turning it into a useful product, service, or
method of operation.

7. Structural Variables Affecting
Innovation
• Organic structures
– Positively influence innovation through less work
specialization, fewer rules and decentralization.
• Easy availability of plentiful resources
– Allow management to purchase innovations, bear
the cost of instituting innovations, and absorb
failures.
• Frequent inter-unit communication
– Helps to break down barriers to innovation by
facilitating interaction across departmental lines.

8. Techno-Structural Intervention
An intervention technique in which
employees collect information on existing
formal organizational structures and analyze
it for the purpose of redesigning and
implementing new organizational structures,
technology or procedures.

9. Techno-Structural Interventions

10. Human Resource Management
Interventions
HRM interventions aim to enhance overall
organizational performance by improving
the performance of individuals and groups
within the organization.

11. Human Resource Management
Interventions
Goal Setting
Performance Appraisal
Reward Systems
Career Planning & Development
Coaching and Counseling Activities
Managing Work Force Diversity

12. Human Process Interventions
Aimed at enabling employees to develop
a better understanding of their own and
others’ behaviors for the purpose of
improving that behavior such that the
organization benefits.

13. Human Process Interventions
Sensitivity Training
Team Building
Process Consulting
Large-group Interventions
Skills Training
Job Redesign
Conflict Resolution
Employee Wellness

14. Sensitivity Training (T-Groups)
Purpose is to increase participants’
insight into their own behavior and that
of others by encouraging an open
expression of feelings in a trainer-
guided group.

15. Team Building
An intervention designed to improve
the effectiveness of a work group.

16. Process Consulting
Process consulting is carefully
intervening in a group or team to help
it to accomplish its goals. It
concentrates on the way the team
works, rather than what it is working
on.

17. Large Group Interventions
Events that bring all of the key members
of a group together in one room for an
extended period of time.

18. Skills Training
Increasing the job knowledge, skills,
and abilities that are necessary to do a
job effectively.

19. Job Redesign
An intervention method that alters jobs
to improve the fit between individual
skills and the demands of the job.

20. Conflict Resolution
Five methods for conflict resolution:
1. Accommodation
2. Avoidance
3. Collaboration
4. Compromise
5. Competition

21. Accommodation
• Surrender one's own needs and
wishes to accommodate the other
party. Used when the relationship
and peace is more important than
the issue.

22. Avoidance
• Avoid or postpone conflict by
ignoring it, changing the subject, etc.
Avoidance can be useful as a
temporary measure to buy time or a
means of dealing with very minor
conflicts.

23. Collaboration
• Work together to find a mutually
beneficial solution. Satisfying both side’s
needs can be seen as the only win-win
solution to conflict, collaboration can
also be time-intensive and inappropriate
when there is not enough trust, respect
or communication among participants
for collaboration to occur.

24. Compromise
• Bring the problem into the open and
have the third person present. The
aim of conflict resolution is to reach
agreement and better alternative to
both side’s demands.

25. Competition
• Assert one's viewpoint at the
potential expense of another. People
who tend towards a competitive
style take a firm stand, and know
what they want.

26. Employee Wellness
Health Promotion
Programs
Career Planning
Stress reduction education,
employee assistance
Match individual’s career
aspirations with organizational
opportunities

27. Advice for Structuring Interventions
Relevant
Problem oriented
Clear goals
Realistic expectations
Experience-based learning
Easy-going climate
Learn how to learn
Total situation should come into play

28. Results expected from Intervention
Feedback
Awareness of norms
Increased interaction
Increased communication
Confrontation
Education
Participation
Increased accountability
Optimism

29. Evaluation
Feedback to organization members about
progress and impact of interventions.