Organisational development

1. Comprehensive OD interventions
by
Priyanga.L
Alagappa Institute of
Management

2. INTRODUCTION
• Comprehensive interventions
are those in which the total
organization is involved and
depth of the cultural change is
addressed.

3. DICUSSION
• Getting the whole system in the room.
• Search and future conferences
• Beckhard’s confronation meeting.
• Strategic management activities.
• Real time strategic change.
• Stream analysis.
• Survey feedback.
• Systems 1-4T.
• Grid organizational development.
• Schein’s culture analysis.
• Large scale change &high performance systems.
• Transorganizational development.

4. Getting the whole system in the room
Increase the OD practice.
Professionals talks about the key actors like
“organizational complex ,Team building, Future
planning”

5. Whole system involved
• Managers-functional
areas in a business.
• Representatives of top
management,
• Directors of all
community.

6. Search and future conferences
• Both are similar slightly differ from
geographically and theoretical foundations.
• Search conferences based on Great Britain,
Europe, Australia.
• Future conferences based on American
phenomenon.

7. Search conferences based on 3 phases
• 1 –Environmental appreciation
Changes in the world around us
Desirable and probable future.
• 2 –System analysis
History ,Present and Future.
• 3-Integration of both
Dealing with constraints & strategies action
plan

8. BECKHARD’S CONFRONTATION
MEETING
• The confrontation meeting is
developed by Richard Beckhard.
• One day meeting of the entire
management of an organization,
• In a series of activities, the mgt
group generates information about
its major problems, analyzes the
underlying causes, develops
action plans to correct the
problems.
• It is quick, simple, and reliable

9. Contd…
The steps involved in confrontation
meeting are as follows:
1. Climate setting (45-60 min). The
top manager introduces the
session by stating his or her goals
for the meeting,
2. Information collecting (1 hour).
Small groups of 7-8 members.
Mixture of people from different
functional areas.

10. Contd..
3. Information sharing (1 hour).
Reporters from each small group.
The total list of items is listed
,into few major categories that
may be based on type of problems
(e.g.. Communication problems),
type of relationships (e.g..
Troubles with top management),
or type of area (e.g. problems with
the accounting dept.)

11. Contd..
4. Priority setting & Goal Action
Planning (1 hour and 15 min.).
Three tasks.
1st : Identify the problems
2nd : To find the solutions to the
problems.
3rd : Determine how they will
communicate

12. Contd..
5. Immediate follow up by top
team (1 to 3 hours). The top mgt
team meets the what actions should
be taken on the basis of what they
have learned during the day
6. Progress Review (2 hours). A
follow up meeting with the total mgt
group is held 4-6 weeks later to the
report progress and to review the
actions resulting from the
confrontation meeting.

13. Strategic Management Activities
• It is defined as the development and
implementation of the
organization’s design or overall
strategy to its current and future
environmental demands.
• The concept is described by
Schendel and Hofers as- It comprises
of six major tasks as:
i. Goal Formulation- Defining
Mission & purpose
ii. Environmental analysis- SWOT
Analysis
iii. Strategy formulation
iv. Strategy evaluation
v. Strategy implementation
vi. Strategic control

14. Real time strategic change
• Combination of Search conference & strategic
management activities .Taken by 3 days
meeting in organization.
• “ Simultaneous planning &implementation of
individual, group, & organization changes”

15. Stream Analysis
• Developed by Jerry Porras.
• Valuable model for thinking about change and
for managing change.
• It is a system for graphically displaying the
problems of an organization,
• Porras categorized organization work in four
classes-
a) Organizing arrangements- goals, structure,
policies etc.
b) Social factors- Culture, mgt style, interaction
process etc.
c) Technology- tools, equipment, job design,
technical systems.
d) Physical Setting- space configuration,
physical ambience,
interior design etc.

16. Survey Feedback
• Collecting data about the system and
feeding back the data for individuals and
groups at all levels of the organization to
analyze, interpret meanings, and design
corrective action steps.
• These are having two components- the use
of Attitude Survey and the use of
Feedback workshops.
• Survey feedback has been shown to be an
effective change technique in OD.
• A well designed survey helps organization
members to develop valid models of how
organizations work and also provide
feedback about progress towards goals.

17. Grid Organizational Development
• Designed by Robert R. Blake and
Jane S. Mouton.
• Six phase program lasting about 3-5
years.
• An organization can move
systematically.
• It enable individuals and groups to
assess their own strengths and
weaknesses.
• Based on two dimension-
a) Concern for people
b)Concern for
production

18. Large scale change and High
Performance systems
• When a number of OD and other
interventions are combined to create major
changes in the total culture of an
organization, the term large scale is used.
• The creation of high-performance systems,
high-performance organizations, high-
involvement organizations, or self
designing organizations- usually involve a
broad array of interventions, and typically
extensive member participation and
involvement.
• Changes in areas as job design and work
flow, staffing procedures, training, and
compensation are usually combined with
such interventions.

19. Transorganizational Development
• Whole system in the room and the system
conceptualized as involving several
organisation

20. Concluding comments
• It is more alive and visible in OD practices.
• Like Beckhard and strategic meeting are
include top level managers.
• Future search conference is involved wide
spectrum of organizational members.
• Survey feedback involved all the members in
the organizational.