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Organization Development and Change

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Organization Development and Change

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  1. Organization Development and Change Chapter Nine: Designing Interventions Thomas G. Cummings Christopher G. Worley

  2. Learning Objectivesfor Chapter Nine • To discuss criteria for effective interventions • To discuss issues, considerations, constraints, ingredients, and processes associated with intervention design • To give an overview of the various interventions used in the book Cummings & Worley, 8e (c)2005 Thomson/South-Western

  3. Definition of Interventions An intervention is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness. Interventions purposely disrupt the status quo. Cummings & Worley, 8e (c)2005 Thomson/South-Western

  4. Characteristics of Effective Interventions • Is it relevant to the needs of the organization? • Valid information • Free and Informed Choice • Internal Commitment • Is it based on causal knowledge of intended outcomes? • Does it transfer competence to manage change to organization members? Cummings & Worley, 8e (c)2005 Thomson/South-Western

  5. The Design of Effective Interventions • Contingencies Related to the Change Situation • Readiness for Change • Capability to Change • Cultural Context • Capabilities of the Change Agent Cummings & Worley, 8e (c)2005 Thomson/South-Western

  6. The Design of Effective Interventions • Contingencies Related to the Target of Change • Strategic Issues • Technology and structure issues • Human resources issues • Human process issues Cummings & Worley, 8e (c)2005 Thomson/South-Western

  7. Intervention Overview • Human Process Interventions • Technostructural Interventions • Human Resources Management Interventions • Strategic Interventions Cummings & Worley, 8e (c)2005 Thomson/South-Western

  8. Human Process Interventions • Coaching • Training and Development • Process Consultation and Team Building • Third-party Interventions (Conflict Resolution) • Organization Confrontation Meeting • Intergroup Relationships • Large-group Interventions Cummings & Worley, 8e (c)2005 Thomson/South-Western

  9. Technostructural Interventions • Structural Design • Downsizing • Reengineering • Employee Involvement • Work Design Cummings & Worley, 8e (c)2005 Thomson/South-Western

  10. Human Resources Management Interventions • Goal Setting • Performance Appraisal • Reward Systems • Career Planning and Development • Managing Work Force Diversity • Employee Stress and Wellness Cummings & Worley, 8e (c)2005 Thomson/South-Western

  11. Strategic Interventions • Integrated Strategic Change • Mergers and Acquisitions • Alliances and Networks • Culture Change • Self-designing Organizations • Organization Learning and Knowledge Management Cummings & Worley, 8e (c)2005 Thomson/South-Western