1 / 11

Organization Development and Change

Organization Development and Change. Chapter Nine: Designing Interventions. Thomas G. Cummings Christopher G. Worley. Learning Objectives for Chapter Nine. To discuss criteria for effective interventions

southern
Download Presentation

Organization Development and Change

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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

More Related