6351 Wk3 Chap 7, 8, and 9

Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley

CHAPTER

7

Designing Interventions

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Learning Objectives

Describe the interventions presented in the text.

Discuss how contingencies related to the change situation affect the design of effective OD interventions.

Discuss how contingencies related to the target of change affect the design of effective OD interventions

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Definition of an Intervention

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.

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Four Major Types of Interventions

Human Process Interventions

Technostructural Interventions

Human Resources Management Interventions

Strategic Change Interventions

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Human Process Interventions

Process Consultation

Third-party Interventions (Conflict Resolution)

Team Building

Organization Confrontation Meeting

Intergroup Relations

Large group Interventions

Culture Change

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Technostructural Interventions

Parallel Structures

Total Quality Management

High-Involvement Organizations

Job Enrichment

Self-managed Work Teams

Reengineering

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Human Resources Management Interventions

Goal Setting

Performance Appraisal

Reward Systems

Coaching and Mentoring

Leadership Development

Career Planning and Development

Managing Work Force Diversity

Employee Stress and Wellness

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Strategic Change Interventions

Integrated Strategic Change

Organization Design

Downsizing

Dynamic Strategy Making

Self-designing organizations

Learning Organizations

Agile Organizations

Mergers and Acquisitions

Alliances

Networks

Sustainable Management Organizations

Global Social Change

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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 valid knowledge of intended outcomes?

Does it transfer competence and capability to manage change to organization members?

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Designing Effective Interventions

Contingencies Related to the Change Situation

Individual differences among organization members

Organizational factors (management style, technical uncertainty)

Dimensions of the Change Process (degree of top management support)

Cultural Values and Economic Development

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National Cultural Values

Context Orientation

Power Distance

Uncertainty Avoidance

Achievement Orientation

Individualism

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Context Orientation

The extent to which meaning in communication is carried in the words

Organizations in high context cultures tend to value ceremony and ritual, the structure is less formal, there are fewer written policies, and people are often late for appointments

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Power Distance

Extent to which members of a society accept that status and power are distributed unequally in an organization

Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation

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Uncertainty Avoidance

The extent to which members of a society tolerate the unfamiliar and unpredictable

Organizations in these cultures tend to value experts, prefer clear roles, avoid conflict, and resist change

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Achievement Orientation

The extent to which people in a society value assertiveness and the acquisition of material goods

Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and gender roles are clearly differentiated.

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Individualism

The extent to which people in a society believe they should be responsible for themselves and their immediate family

Organizations in these cultures tend to encourage personal initiative, value time and autonomy, accept competition, and autonomy is highly valued

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Economic Development

Subsistence Economies

Primarily agriculture-based

Industrializing Economies

Moderately developed and tend to be rich in natural resources

Industrial Economies

Highly developed and emphasize nonagricultural industry

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Cultural and Economic Contexts of International OD Practice