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HRM MBA Sem3 HRM2 Seminar15 11nov13 Circulate PDF

This document discusses comprehensive organizational development interventions that involve the entire organization or address deep cultural change. It describes 10 different interventions including getting the whole system in the room, search and future search conferences, Beckhard's confrontation meeting, strategic management activities, real time strategic change, stream analysis, survey feedback, appreciative inquiry, grid OD, and Schein's cultural analysis. For each intervention it provides a brief overview and description of the key aspects and processes involved. The document is intended for educational purposes on organizational change and development.

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62 views

HRM MBA Sem3 HRM2 Seminar15 11nov13 Circulate PDF

This document discusses comprehensive organizational development interventions that involve the entire organization or address deep cultural change. It describes 10 different interventions including getting the whole system in the room, search and future search conferences, Beckhard's confrontation meeting, strategic management activities, real time strategic change, stream analysis, survey feedback, appreciative inquiry, grid OD, and Schein's cultural analysis. For each intervention it provides a brief overview and description of the key aspects and processes involved. The document is intended for educational purposes on organizational change and development.

Uploaded by

Anonymous I6TY74gwi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Organizational Change and

Development
Seminar 14: Comprehensive OD Interventions: 1
V Lakshminarasimman
BIMS,
Mysore University
The presentation is a combination of study material, books, information
available in internet, and practical experiences and is solely used for the
education purpose.

V Lakshminarasimman,
[email protected] BIMS Mysore
University

Agenda
Comprehensive OD Interventions:
When total org is involved
Or depth cultural change is addressed
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Getting The Whole System In The Room


Search And Future Search Conferences
Beckhards Confrontation Meeting
Strategic Management Activities
Real Time Strategic Change
Stream Analysis
Survey Feedback
Appreciative Inquiry
Grid Od
Schein's Cultural Analysis
V Lakshminarasimman,
[email protected] BIMS Mysore
University

GETTING THE WHOLE SYSTEM IN THE


ROOM
Getting all the key actors, of complex org or system
together
For team building and future planning session
Matter of mutual concern
Several subsystems in play
Can be also used in community development study

V Lakshminarasimman,
[email protected] BIMS Mysore
University

SEARCH AND FUTURE SEARCH CONFERENCES


Search European
Future Search American
Phase 1 : Environmental Appreciation
Changes In World Around Us
Desirable Future
Probable Future

Phase 2 : System Analysis


History
Analysis
Desirable Future

Phase 3: Integration Of System And Environment


Dealing With Constraints
Strategies And Action Plans

V Lakshminarasimman,
[email protected] BIMS Mysore
University

SEARCH AND FUTURE SEARCH CONFERENCES(Cont.)


Usually For 34 Days.
First Focus On Past Significant Events, Milestones. Reference With
Perspectives,
Second Focusses On Present Factors Both External And Internal, Discuss
Current Events And How They Affect The Group, SorriesProud Moments,
Discuss And Then Summarize
Third Focuss On The Future. Develop Blueprint Draft Of Future Scenario,
Attainable Attributes, Say 5 Years From Now, Then Total Conference Key
Areas
Discussion
V Lakshminarasimman,
[email protected] BIMS Mysore
University

BECKHARDS CONFRONTATION MEETING

Another Form Of Getting Whole System In Room


Usually 1 Full Day.
To Take In The Org Health And Revamp The System
Series Of Small Meetings Throws Open The Orgn Major Problem
understand The Causes, Develop Action Plan, Setup A Schedule For
Completion Of Remedial Work
Important But Quick, Simple And Reliable Way To Generate First Hand
Data And Set Up Action Plans
Imp When Time Is Limited, And Business Is Expanded
Top Management Wants Change Quickly And Spread Communication
Quickly
Org Has Recently Undergone A Major Jolt/Change
Good Understanding And Cohesion In The Group Is Required

V Lakshminarasimman,
[email protected] BIMS Mysore
University

BECKHARDS CONFRONTATION MEETING (cont.)


Steps
1. Climate Setting
2. Information Collecting
3. Information Sharing
4. Priority Setting And Group Action Planning
5. Immediate Followup By TopTeam
6. Progress Review
Uses / Benefits
BCM Helps In Accurate Means Of Quick Diagnosing Org Health
Promotes Constructive Problem Identification And Solving
Enhances Upward Communication
Increases Involvement And Commitment To Action
One TeamManagement

V Lakshminarasimman,
[email protected] BIMS Mysore
University

STRATEGIC MANAGEMENT ACTIVITIES


To Develop Outward Looking Interventions Directed Toward Environmental
Analysis And Strategic Planning To Ensure That The Org In In Synchrony
With The Environment.
Design, Develop And Implement The Grand Design (Or The Strategy)
Relating To Its Current And Future Environmental Demands.
Major Tasks (Schendel And Hofers)
1. Goal Formation
2. Environmental Evaluation
3. Strategy Evaluation
4. Strategic Capabilities Evaluation
5. Strategy implementation
6. Strategic control

V Lakshminarasimman,
[email protected] BIMS Mysore
University

REAL TIME STRATEGIC CHANGE ROBERT JACOB


Similar To Search Conferences
Some Of This Is Derived From Research Of Lippitt.
This Refers To Simultaneous Planning And Implementation Of System
Wide Changes ( Individual, Group Or Organization Through.)
Key Points
1. The Management Has Decided To Go Through The Change Process
2. The Change Drivers Can Be From Inside Or From Outside Or Combination
3. Draft Strategy Has Been Already Prepared And Agreed Upon
4. Event Starts With The Draft Strategy
5. Approved By Top Management
6. Leadership Is Ready To Accept/Open For Feedback On The Strategy, And
Prepared To Revised The Strategy Statement
7. Entire Organization (Or Imp Critical Mass) Are Participants
V Lakshminarasimman,
[email protected] BIMS Mysore
University

REAL TIME STRATEGIC CHANGE (cont.)


Six Key Steps For Developing Strategy
1. Indentify And Clarify Imp Issues
2. Agree The Overall Purpose For Change Effort.
3. Decide Which People To Be Involved
4. Decide The Influence Criteria In The Strategy.
5. Information - Required To Take Decision
6. Various Methods, Processes, And Approach To Boosed Support In Making Real
Time Strategic Changes
Process
1. A Separate Set Up With Enough Space For Discussion
2. Small Groups Of Maximum Diversity Formed To Review The Strategy
3. Based On Discussion Get "Action Planning Groups" - On The Most Relevant Part
4. Throughout The Discussion Participants Have To Flag Each Point As "Glad" Or "Sad"
Or "Mad" Or "Gold Star" Or "Red Dots
5. Needs Good Planning, Neatly Synced
6. Implementation And Follow up
V Lakshminarasimman,
[email protected] BIMS Mysore
University

10

Stream Analysis : Developed By Jerry Porras


Break The Problem Into Interconnections In Graphical Format
Identify The Core Problems And Their Interconnections
Track The Corrective Actions - And Interconnections
Interdependencies
Organization Work Settings Classified Into "Four Major
Streams
1.
2.
3.
4.

Organizing Arrangements
Social Factors
Physical Settings
Technology

V Lakshminarasimman,
[email protected] BIMS Mysore
University

11

Stream Analysis : Developed By Jerry Porras


1. Organizing Arrangements
Goals
Strategies
Structure
Administrative Polices
And Procedures
Admin Systems
Reward Systems
Ownership

3. Physical Settings
- Space Configuration
- Physical Ambiance
- Interior Design
4. Technology
- Tech Systems
- Tools Equipment, Machinery,
- It. Workflow, Job Design,
Workflow Design

2. Social Factors
Culture
Management Style
Interaction Process
Informal Patterns And
Networks
- Individual Attributes

V Lakshminarasimman,
[email protected] BIMS Mysore
University

12

APPRECIATIVE INQUIRY
Frank Barratt And David Copperrider
Organization Is A Miracle To Be Embraced Rather Than A
Problem To Be Solved"
1. What Are The Peak Moments Of The Org, When
Employees Felt Happy
2. When They Felt More Energized, More Committed
And Fulfilled Their Involvement
3. What Do They Value Most?
4. Where Did Their Excellence Demonstrated
5. What Are The Creative Possibilities Of The Orgn?
V Lakshminarasimman,
[email protected] BIMS Mysore
University

13

More to discuss.
Survey Feedback
Grid OD
Schein's Cultural Analysis

Thank you.

V Lakshminarasimman, [email protected] BIMS


Mysore University

14

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