Organization Development Interventions

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Organization DevelopmentInterventions

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Learning how to learn

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USER student2010

• Password hrtown2010

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??? The Wheel of Learning
QUESTION
THEORY
REFLECTION
TEST
C. Handy (1995 46)
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Action Learning Cycle
an experience
reviewing the experience
planning the next step
concluding from the experience
C. Handy (1995 46)
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Learning process for HR6002
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• Organization theory and Management

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Images of Organization
Machine
Organism
Communities of practice
Organisation
(LaveWenger)
Culture
Instrument of domination
Brains
Flux and transformation
Political system
Psychic Prison
Inspired by Gareth Morgan (1986)
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Integrated view for OTAgenda
Structure and control system
Motivation and social system
Community and knowledge creating
Cultural management
Safety and health
Decision-making and learning system
Change and identity
Power and Politics
Conscious and unconscious
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Integrated view for OThuman side in
organizations
Economic and technical being
Creative being
Social being
Cultural being
Ugly being
Learning being
Self-referent and chaotic being
Political being
Psychological being
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Framework for Organizational Analysis
Configuration
Concept
Context
Understanding Socio-Techno-Politico-Economic
Forces
Creating OrganisationalCapability
Conceptual Response
Organization Development
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• HRD vs OD

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• ????????????????? HR?

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HR meets OD

• ????????????????? HR ??? OD

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HR wheel
ASTD, Models for Excellence
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Human Resource Activity Areas Wheel
Career Development
Individual Development
Organization Development
Improving the System (HRD)
Labour Relations
Organization Design
Employee Assistance
Maintaining the System
Creating the System
Job design
Compensation and Benefit
Planning
Selection and Staffing
Information Systems
Source Pace, R.W. (1997) HRD The field
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The Mission and Purpose of HRD

• To provide individual development focused on
  performance improvement related to a current job.
• To provide career development focused on
  performance improvement related to future job
  assignment
• To provide organization development that results
  in optimal utilization of human potential and
  improves the efficiency of org.

Source GilleyEggland (1989)
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HRD Roles
Leadership Roles
Political navigator
Change Champion
Professional Roles
Performance engineer
Organizational Architect
Strategist
Relationship Builder
Partnership Roles
GilleyGilley (1998) Strategically integrated HRD
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HR Roles in a competitive organization
Roles Deliverable/ outcome Metaphor Activity
Management of strategic HR Executing strategy Strategic partner Aligning HR and business strategy Org. Diagnosis
Management of firm infrastructure Building an efficient infrastructure Administrative expert Reengineering Org. process Shared services
Management of employee contribution Increasing employee commitment and capacity Employee champion Listening and responding to employees
Management of transformation and change Creating a renewed organization Change agent Ensuring capacity for change
Source Ulrich, D. (1997)
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HR Roles in a competitive organization
Roles Deliverable/ outcome Metaphor Activity
Management of strategic HR Executing strategy Strategic partner Aligning HR and business strategy Org. Diagnosis
Management of firm infrastructure Building an efficient infrastructure Administrative expert Reengineering Org. process Shared services
Management of employee contribution Increasing employee commitment and capacity Employee champion Listening and responding to employees
Management of transformation and change Creating a renewed organization Change agent Ensuring capacity for change
Source Ulrich, D. (1997)
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Balanced Scorecard ???????????????????????????????
????????????????? OD
?? 1992 Professor Robert Kaplan ??? Harvard
University ??? David Norton ????????? ???????????
?? ???????????????????????????????? USA
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Balanced Scorecard
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Strategy Map
Example Private Sector
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Financial Perspective
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Customer Perspective
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Internal Process Perspective
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Learning and development Perspective
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Strategy Map BMW
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WHYOrganization Development?
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• Organizations that used to move at moderate
  speeds now must move much faster
• Organizations have become increasingly complex
  and diverse
• Because of the changes, manager will need quick
  answers to their problems.
• Organizations have shown a renewed interest in
  ethical issues.

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Framework for Organizational Analysis
Configuration
Concept
Context
Understanding Socio-Techno-Politico-Economic
Forces
Creating OrganisationalCapability
Conceptual Response
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?????????????????????????? Capital Driven Wealth
Creation
??????????????????????? Productivity Driven
Wealth Creation
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Honda CR-V PhenomenonCreative destruction????
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???????? ????? What should we do?
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???????????????????????
???????-???????? ???????????-????? ?????????????????????
???????????????????????????? ????????????????? ?????????????????????????????????????????????? FTA Globalization Creating Core-Competency Learning organization Knowledge management
???????????????? ???? ??? ??????? ?????????? ???????? ???????????????? ???? ???? ???????? ?????????? ?????????????????????? Flexible manufacturing Fast and adaptive learning Performance management
???????????????????? ???????????????????? ????????????????? ?????????????????????????? ?????????????????? Decentralizationempowerment Boundaryless, Network, COP Democratic enterprise
????????????? ???????????????????????????? ?????????? ?????????? ??????????????????????? HIP Niche Market Talent management Cultural management CRM/ERM
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??????????????
?????????? VISION
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?????????????????????? OD

• ??????????????????(Organization Diagnosis)

????????? ???????????????
(Organization Design)
??????????????????????????? (Assessment)

• ?????????????
  ??????????????? (Intervention
  Process)

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Key OD interventions
OD Categories OD Interventions
Human Process Interpersonal and Group Process Approaches Team Building
Human Process Organization Process Approaches Grid OD
Techno-structure Restructuring Organizations Downsizing
Techno-structure Restructuring Organizations Re-engineering
Techno-structure Employee Involvement (EI) Quality Circles (QC)
Techno-structure Employee Involvement (EI) TQM
HRM Performance Management Performance Management
HRM Developing and Assisting Members Career Planning Development Employee Assistance Program (EAP)
Strategic Intervention Organization and Environment Relationships Privatization Trans-organizational Development Mergers and Acquisitions (MA)
Strategic Intervention Organization Transformation Learning Organization (LO) Knowledge Management (KM)
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OD interventions

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Interventions

• The techniques that OD practitioners use to bring
  about change.
• Specific activities, resulting from the process
  of diagnosis and feedback, that OD practitioners
  use to bring about change.

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OD interventions

• Individual level
• Team/Group
• Process
• Global
• Organization-wide
• Community and National

Source McLean, G. (2006) Organization
Development Principles, Processes, Performance.
CA San Francisco, Berrett-Koehler Publishers.
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Individual interventions

• Laboratory Training Group (T-Groups)
• Coaching
• Mentoring
• Self-Awareness Tools
• Reflection
• Training, Education and Development
• Leadership Development

• Multirater (360-Degree) Feedback
• Job Design
• Job Descriptions
• Responsibility Charting
• Policies Manual
• Values Clarification and Value Integration
• Conflict Management
• Action Learning

Source McLean, G. (2006) Organization
Development Principles, Processes, Performance.
CA San Francisco, Berrett-Koehler Publishers,
pp.109-12.
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Team/ Work Group interventions

• Dialogue Sessions
• Team Building
• Team Development/ Effectiveness
• Meeting Facilitation

• Conflict Management/ Confrontation Meeting
• Fishbowls
• Strategic Alignment Assessment

Source McLean, G. (2006) Organization
Development Principles, Processes, Performance.
CA San Francisco, Berrett-Koehler Publishers,
pp.109-12.
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Process interventions

• Six Sigma
• Continuous Process Improvement/TQM
• Process Reengineering
• Benchmarking
• Sociotechnical Systems (STS)

Source McLean, G. (2006) Organization
Development Principles, Processes, Performance.
CA San Francisco, Berrett-Koehler Publishers,
pp.109-12.
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Organizational interventions

• Organization Design
• Company-wide Survey
• Learning Organization/Organizational Learning
• Culture Change
• Accountability and Reward Systems
• Succession Planning
• Valuing Differences/Diversity

• Strategic Planning, including Environmental
  Scanning and Scenario Planning
• Mission, Vision, and Values Development
• Large-Scale Interactive Events (LSIEs)
• Open Systems Mapping
• Future Search
• Open Space Technology Meetings

Source McLean, G. (2006) Organization
Development Principles, Processes, Performance.
CA San Francisco, Berrett-Koehler Publishers,
pp.117-21.
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Global interventions

• Virtual teams and Virtual Teams Building
• Cross cultural Teams and Cross-cultural Team
  Building
• Cultural Self-Awareness
• Cross-cultural Training
• Storytelling/Sharing
• Joint ventures
• International Diversity
• Job Assignments
• Blending

Source McLean, G. (2006) Organization
Development Principles, Processes, Performance.
CA San Francisco, Berrett-Koehler Publishers,
pp.114-15.
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Submit proposal

• End of June? (Group Individual proposals)