Organizational Interventions - Essay Example

Organizational interventions of the Table of Contents Organizational development 3 Dynamics of organizations 3 Organizational interventions 3 Characteristics of OD intervention 4 Classification of OD interventions 5 Sensitivity training 6 Grid organizational development 6 Process consultation 7 Third Party peace making 7 References 9 Organizational development Organizational development can be described as a planned, organization wide effort undertaken for improving the operational efficiency of a firm. OD techniques are based on behavioral sciences and effects organizational change through planned interventions. Organizational development can therefore be described as a planned strategy through which change can be implemented in an organization. Unlike other change management techniques, OD techniques emphasize upon adopting a collaborative approach. Hence the measures taken for organizational development effect the entire organization as a whole. Organizational development also facilitates incorporating external consultants for implementing change. Effective OD techniques rely upon human as well as organizational techniques. OD also follows a systematic approach towards enhancing organizational efficiency (Dosi, Nelson & Winter, 2000). Dynamics of organizations Organizational dynamics is an integral part of the OD process. Organizational dynamics focuses upon studying the issues, challenges and concerns existing within a firm so as to remove the same and implement soundness. It also focuses upon how individuals operate and their relationship with different organizational systems and procedures. Hence, it studies the role of every organizational component. Organizational dynamics also facilitates proper management of employee relations and also the relations with external parties. Studying the dynamics of an organization helps mangers to understand employee behavior, work environment and improve efficiency. An organization consists of different segment and a diverse workforce. Each segment and individual employee has their own specific role, characteristics and needs. Organizational dynamics is a systematic approach towards analyzing such matters and developing strategies which meets the interest of employees and the organization as a whole (Pawlowsky, 2001). Organizational interventions The current paper mainly focuses the aspects relating to organizational interventions. Organizational interventions can be broadly defined as a sequence of planned actions which help an organization to increase its effectiveness. Organizational interventions alter the status quo of the firm so that it can perform in a desired manner. According to Argyris (1970), OD interventions are essentially a set of activities which interfere into ongoing organizational activities. The objective of the intervention may be to bring about a change in the manner in which work is being done, to improve performance or to solve an existing problem. Interventions therefore infuse a thrust into ongoing activities of an organization making them proactive and aligning them with the goals of the organizations. Usually, OD interventions are undertaken so as to increase the productivity or in order to remove a problem from an ongoing process. It can therefore be looked upon as diagnostic measures which help the organization to maintain effectively (Cummings & Worley, 2014). Characteristics of OD intervention Problem solving and measuring outcome- An intervention is only undertaken if it facilitates solving an issue associated with the organizational activities. The issue may be related to efficiency or cost reduction. The problems may also be related to inducing a change in the manner in which a work is being conducted. Before an intervention is set in motion, managers are required to assess the potential outcome of the intervention. Only if the intervention results reveal a positive outcome in the future, will it be undertaken by the firm. Implementation OD intervention technique- The selected OD intervention process must have positive results and must suit the organizational policies. The intervention process must be implemented after taking into consideration the resources and the systems associated with the activities. The type of intervention technique used must be cost effective. Inducing change- Usually an intervention process induces a change within an organization. Intervention disrupts the existing status quo of the organization as a whole or part of it. The change may occur in respect of a process or in the relationship shared between different individuals of the organization. Valid information- It is essential to base an intervention process upon accurate information. This means that, intervention requirement must be well assessed and studied from beforehand. Not all types of organizational issues may require an intervention. It is therefore, essential to obtain correct information which necessitates an intervention. Acceptance- Before an invention process is implemented, it is essential that it gains adequate acceptance from team members, mangers and other individuals who are associated with the organizational process. Intervention and change- OD intervention induces a change within a firm. Hence, organization change and interventions are deeply related. The organization must exhibit acceptance to change. The acceptance to change is related to the culture of a firm. If a firm is rigid and is bound to its traditional policies, it becomes difficult to implement an intervention. The existence of adequate change agents is also essential in this context (Brown & Harvey, 2011). Classification of OD interventions OD interventions are of the following types. Human process intervention- Human process intervention includes techniques such as MBO, sensitivity training, grid training, process consultation, team building and training. These interventions are largely related to developing interpersonal and team communication and effectiveness. Techno structural interventions- Downsizing, work design, reengineering, employee involvement and structural design are essential techno structural intervention techniques. These techniques are essentially related to altering the organizational structure and the overall manner of functioning. Human resource intervention- Some of the essential human resource intervention procedures are performance appraisal, reward systems, managing work force diversity, goal setting and career planning. The objectives of such interventions are to develop employee relations and increase job satisfaction. Strategic interventions- Mergers and acquisitions, culture change, strategic changes and alliance and networks. The motive of such intervention strategies is to induce a change in the organizational dynamics and functioning on a broad scale. Usually such interventions are affected when there are changes in the long term plans of a firm (Gilley, Maycunich & Gilley, 2000). In the following segment of the current paper, some of the essential human process intervention processes have been discussed. Sensitivity training Sensitivity training was a concept developed by Kurt Levin. The model emphasizes upon the aspect of team behavior, team dynamics and interpersonal traits. The purpose of sensitivity training is to increase ones awareness regarding themselves and their team as a whole. Sensitivity training can therefore be described as a psychological process whereby an individual and his team can develop deeper understanding in respect of each other. Usually managers undertake the sensitivity training procedure when there are recurring conflicts amongst team members which hampers the manner in which an organization functions. Sensitivity training can be practiced in a variety of forms such as T-group, encounter group, group dynamics training and so on. Sensitivity training is usually practiced with a small unstructured team having their own set of goals. A training leader is appointed so as to maintain the psychological environment of the discussion. The leader is required to develop an environment in which the participants of the sensitivity training process feel free to express their opinions and thoughts on various matters of importance to the team. The leader is required to stay out of the discussion as much as possible and only intervene when he or she perceives large number of disputes. Team members are encouraged to discuss a variety of issues which evoke a range of feelings amongst team members. As more team members reveal the personal issues they face with the team and its members, it becomes possible to remove issues such as misunderstandings and develop interpersonal relationships. Such strategies not only improve team communication but are also designed towards developing confidence amongst team members. Individuals can gain understanding regarding how other team members perceive them (Chou, 2014). Grid organizational development The grid organizational system of organizational intervention was developed by Jane Mouton and Robert Blake. The process is essentially a six phase grid which focuses upon inducing change in the organization as a whole. The grid organizational development process is considered to be a long process. The process begins with developing the managerial grid. In this stage, managerial skills and leadership abilities are developed. The nets stage is the team work development process. Here efforts are taken so as to enhance team performance and team spirit. This is a highly essential process as majority of the important activities undertaken at a firm are done in teams. Hence, team understanding requires being given special considerations for development. The next stage of the grid is the inter group development. This stage involves understanding the dynamics existing between different groups. The focus is to improve the flow of information and communication between different groups. The next stage is the implementation of strategic corporate model. Here different implementation tactics are sought out for effectively implementing strategic corporate plans. The final stage of the grid is the systematic critique process whereby, the entire intervention process requires being evaluated assessing changes which may arise in the future (Pettigrew, Woodman & Cameron, 2001). Process consultation Process consultation is a technique of intervention which focuses upon helping mangers to improve the processes and systems of operations followed by the firm. Here, an outside consultant is engaged with the firm. The consultant chooses a suitable approach for studying the organizational issue and gathers data in respect of the same. The consultant is then required to diagnose the problem by intervening into the process and implementing remedial measures. Once the intervention is complete and the organization is set to function normally, the consultant leaves the firm. In order to prescribe suitable remedial measures, the he is required to observe groups in action. In many cases they encourage group members to themselves asses their performance and solve issues themselves. Process consultation is many at times used in combination with other interpersonal intervention procedures such as team building, quality circles and self directed work teams. Consultants are also required to listen, question and clarify perceived facts so as to develop a suitable remedy for improving team performance (Whetten & Mackey, 2002). Third Party peace making A third party peace making intervention strategy is sought when an organization themselves are unable to resolve conflicts. Under such circumstances, third parties such as people or organizations are brought into the organizational context to resolve the issues. The conflict may be in respect of interests or of emotions. The third party involved in the process is required to strategically assess the issues and develop remedial measures which facilitate resolving the conflict. Many at times it is observed that an external party’s involvement in the conflict resolution process is more useful. Since, they are unaware about roles played by different members of the organization they remain less biased. Therefore, the decisions taken by external parties are seen to gain easy acceptance. Additionally many at times, it is also perceived that an external member is able to understand organizational issues in a better way than internal members (Ward, et al., 2000). References Argyris, C. (1970). Intervention theory and method: A behavioral science view. Massachusetts: Addison-Wesley Brown, D. R. & Harvey, D. F. (2011). An experiential approach to organization development. New Jersey: Prentice Hall. Chou, P. (2014). Transformational Leadership and Employees Behavioral Support to Organizational Change. Management and Administrative Sciences Review, 3(6), 825-838. Cummings, T. & Worley, C. (2014). Organization development and change. Connecticut: Cengage Learning. Dosi, G., Nelson, R. & Winter, S. (2000). The nature and dynamics of organizational capabilities. Oxford: Oxford University Press. Gilley, J. W., Maycunich, A. & Gilley, A. M. (2000). Organizational learning, performance, and change: An introduction to strategic human resource development. New York: Da Capo Press. Pawlowsky, P. (2001). The treatment of organizational learning in management science. Handbook of organizational learning and knowledge, 1(1), 61-88. Pettigrew, A. M., Woodman, R. W. & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research.Academy of management journal, 44(4), 697-713. Ward, R., Wamsley, G., Schroeder, A. & Robins, D. B. (2000). Network organizational development in the public sector: A case study of the federal emergency management administration (FEMA). Journal of the American Society for Information Science, 51(11), 1018-1032. Whetten, D. A. & Mackey, A. (2002). A social actor conception of organizational identity and its implications for the study of organizational reputation. Business & Society, 41(4), 393-414. Read More