44794578-Comprehensive-OD-Interventions

Views:
 
Category: Entertainment
     
 

Presentation Description

No description available.

Comments

By: nideouskar (27 month(s) ago)

hello ! can u please mail me your presentation asap . very nicely made . thanks .Mail ID :- nidhi.deouskar@gmail.com .

Presentation Transcript

Comprehensive OD Interventions:

Comprehensive OD Interventions Presented by: Taniya Farooq Kanwal Chandani

Sequence:

Sequence What The Comprehensive OD Interventions Are? Getting The Whole System In The Room Search Conferences And Future Search Conferences Beckhard’s Confrontation Meeting Strategic Management Activities Real Time Strategic Change

Slide 3:

Stream Analysis Survey Feedback Grid Organizational Development Schein’s Cultural Analysis Transorganizational Development

What The Comprehensive OD Interventions Are?:

What The Comprehensive OD Interventions Are? These are the interventions that are comprehensive in the terms of the extent to which total organization is involved and/or the depth of cultural change addressed.

“Getting The Whole System In The Room” :

“Getting The Whole System In The Room” Getting all the key actors of a complex organization or system together in a team building for future planning kind of session.

Search Conferences And Future Search Conferences:

Search Conferences And Future Search Conferences Search Conference: There are three phases of search conference. Phase One: Environmental Appreciation Phase Two: System Analysis Phase Three: Integration Of System and Environment

Slide 7:

Future Search Conference: Consultants meet with voluntary committee Participants involved Making Groups and assigning tasks Generating and analyzing information also drawing conclusions for action Focuses on the past Focuses on the present Focuses on the future

Beckhard’s Confrontation Meeting:

Beckhard’s Confrontation Meeting One-day meeting of the entire management of the organization in which they take a reading of their own organizational health.

Steps of BCM:

Steps of BCM Climate setting(45-60 minutes) Information collecting(1 hour) Information sharing(1 hour) Priority setting and group action planning(1hour and 15 minutes) Immediate follow-up by top team(1 to 3 hours) Progress review(2 hours)

Usefulness Of BCM:

Usefulness Of BCM Beckhard’s confrontation meeting is appropriate to use where There is a need for the total management group to examine its own workings Very limited time is available for the activity Top management wishes to improve the conditions quickly There is enough cohesion in the top team to ensure follow-up There is enough real commitment to resolving the issue on the part of top management The organization is experiencing or has recently experienced some major changes

Strategic Management Activities:

Strategic Management Activities Activities involved in the development and implementation of overall organizational strategy for relating to its current and future environmental demands.

Strategic Management Process:

Strategic Management Process Strategic management process is consisted on following steps: Goal formulation Environmental analysis Strategy development Strategy evaluation Strategy implementation Strategic control

Additional OD Technique For Strategic Management Process:

Additional OD Technique For Strategic Management Process Strategic planning activities could be conducted by answering these following questions: What is your present strategy? What are the opportunities and threats to that strategy? What are your strengths and weaknesses to meet those threats and opportunities? What kind of future policies must you adopt to avoid the threats and maximize the opportunities?

Open System Planning (OSP):

Open System Planning (OSP) Its a technique developed by Charles Krone, G. K. Jayaram and others to assess the environment in a systematic way. It include three scenarios: 1- Present Scenario 2- Realistic Scenario 3- Idealistic Future Scenario

Real Time Strategic Change:

Real Time Strategic Change Real time strategic change refers to the simultaneous planning and implementation of individual, groups or organization wide changes.

Assumptions Underlying RTSC:

Assumptions Underlying RTSC Following are some of the assumptions underlying the real time strategic change: The leadership team has decided that organization needs a new strategic direction A draft strategy has been developed prior to the event by leadership team The leadership team is open to feedback on the strategy by participants and revising it based on the feedback. The participants in the event comprise the entire management

Six Key Steps For Developing RTSC:

Six Key Steps For Developing RTSC Identifying the basic issues Agreeing on a overall common purpose for the change Deciding people to be involved Extent to the people influence the strategy development Clarifying the information to do quality work Exploring the people supportive methods and approaches to make RTSC

Stream Analysis :

Stream Analysis Its a system for graphically displaying the problems of an organization, examining the interconnections between the problems, identifying core problems and graphically tracking the corrective actions taken to solve the problems.

Steps of stream analysis:

Steps of stream analysis 1. Categorizing the important features of organizational work setting in to four streams. Organizational arrangements Social factors Technology Physical setting

Slide 20:

2. Diagnosing the problems and barriers to effectiveness 3. Classifying the problems into four streams 4. Identifying the core problems by noting the interconnections between the problems

Survey Feedback:

Survey Feedback Its a process of systematically collecting data about the system and feeding back the data for individuals and groups at all levels of the organization to analyze, interpret and design corrective action steps.

Components Of Survey Feedback Activities:

Components Of Survey Feedback Activities Climate or attitude survey Feedback workshop

Steps Must Occur In Survey Feedback:

Steps Must Occur In Survey Feedback Top management involvement in planning Data to be collected from the whole organization Sharing of feedback information from top to low management Meeting with subordinates Consultant must be present in meetings

Appreciative Inquiry:

Appreciative Inquiry Intervention that is based on the assertion that organization “is a miracle to be embraced” rather than “a problem to be solved”.

Grid Organizational Development:

Grid Organizational Development Its a six phase program lasting about three to five years, an organization can move systematically from the stage of examining managerial behaviour and style to the development and implementation of “an ideal strategic corporate model”.

Phases in Grid OD Program:

Phases in Grid OD Program Prephase 1 Phase 1: The Managerial Grid Phase 2: Teamwork Development Phase 3: Intergroup Development Phase 4: Developing an Ideal Strategic Corporate Model Phase 5: Implementing the ideal strategic model Phase 6: Systematic Critique

Schien’s Cultural Analysis:

Schien’s Cultural Analysis Edgar Schein’s cultural analysis is especially valuable for dealing with aspects of organizations that seem irrational, frustrating, and intractable. A tool to help transformation leaders better understand the organisation’s culture as a basis for planning the transformation programme.

Three Levels Of Culture:

Three Levels Of Culture Edgar Schein’s Cultural Analysis tool focuses on looking at organisational culture at three levels: Artifacts: visible organisational structures and processes – what you see, hear and feel. Espoused values : the organisation’s strategies, goals, priorities, philosophies Basic underlying assumptions : unconscious, taken for granted beliefs, perceptions, thoughts and feelings

Steps in Cultural Analysis:

Steps in Cultural Analysis Bring together groupings of managers and or frontline staff to discuss organisational culture and begin to identify some of their own assumptions. Give a short input on organisational culture and the distinctions between artifacts, espoused values and underlying assumptions. Follow this with a brainstorming session around what they see as the artifacts of their organisation. If there are enough newcomers to the organisation they should form a separate group and report back first – as they are likely to be the people best able to identify the organisation’s culture. Artifacts are things such as the office layout, the mode of dress, status symbols, and so on. Capture these on flip charts.

Slide 30:

Follow this by a session to encourage the participants to observe some of the values that lie behind the artifacts. Write these down on a flipchart. The facilitator should begin to push for some of the underlying assumptions by noting areas of consistency and areas of inconsistency between artifacts and espoused values. Discuss with the group if the assumptions they have noted form a pattern. Break participants up into smaller groups and get them to identify some more assumptions and then classify them into two categories: those cultural assumptions that will aid the organisation in getting to its goals and those cultural assumptions that will hinder the organisation in getting got its goals.

Slide 31:

This self-diagnosis is then reported back to the total group and analysed with the help of the facilitator to determine what steps might be appropriate. In this discussion it is crucial that the facilitator helps the group to focus on the useful parts of the culture. They should help the group to recognise what the consequences are of saying that they want to change those parts of the culture that they may view as unhelpful. From these workshops a series of actions can be developed to align the organisational culture to the strategic direction and goals of the organisation. Through this process frontline staff are involved in owning both the diagnosis and the interventions.

Large-Scale Change And High Performance Systems:

Large-Scale Change And High Performance Systems When a number of OD and other interventions are combined to create major changes in the total culture and operations of an organization, they are termed as large-scale change.

Transorganizational Development:

Transorganizational Development Transorganizational development aimed at assisting organizations in forming and developing alliances for the development of appropriate structures for the communications and decision making.

Phases of TD Practices:

Phases of TD Practices There are three phases in TD practices Phase 1: Potential members organization are identified Phase 2: Member organizations are convened Phase 3: The TS is organized

Thanks :

Thanks

authorStream Live Help