Professional Documents
Culture Documents
AND MANAGEMENT
Assignment on:-
Submitted to: -
Submitted by:-
NEHA
BILLORE
MBA 3rd
Sem
INTRODUCTION
Classifying OD Interventions
There are many, many different types of OD
interventions. These are classified, or grouped
according to:
i) The objectives of the interventions
ii) The targets of the interventions
There are 14 major “families” of OD
interventions.
1. Diagnostic Activities Fact-finding activities
designed to ascertain the state of the system or the
status of a problem.
2. Team Building Activities designed to enhance
the effective operation of system teams. These can
focus on task-related issues such as the way things
are done, necessary skills and resources, relationship
quality between team members and between team
and leader, and effectiveness.
3. Inter group Activities Designed to improve the
effectiveness of interdependent groups, i.e. those
that must cooperate to produce a common output.
These focus on joint activities and the output of the
groups as a single system rather than 2 subsystems.
4. Survey Feedback Activities Activities that focus
on the use of questionnaires to generate information
which is then used to identify problems and
opportunities.
5. Education and Training Activities designed to
improve skills, abilities and knowledge. Several
activities and approaches are possible, depending on
the nature of the need.
6. Techno-structural or Structural Activities
designed to improve organisational structures and
job designs. Activities could include either:
a) experimenting with new organisational structures
and evaluating their effectiveness
b) devising new ways to bring technical resources to
bear on problems
Phase 1 Diagnosis
What: Conduct interviews with key decision makers
and each member of the team (approx. 12
individuals )
How: Face-to-face in-depth interviews to identify
strengths, weaknesses and learning opportunities
(1½ hours per interview ).
Why: Identify the "real" needs and challenges of the
team Structure a customized retreat that produces
lasting results, is memorable and fun.
Phase 2 Intervention
What: Deliver a customized transformation
intervention (1 day)
How: Interactive learning session in a retreat setting
(details attached)
Why: Build the foundation for team effectiveness
Phase 3 Follow-up
What: Follow-up and reinforcement
How: Conduct at least one follow-up session 3-6
months after the retreat (½ day)
(Optional-depending on team progress, additional
follow-up session may be required.)
Dr. Rinke will be available via phone or e-mail to all
team members for 12 months after the completion of
the initial retreat.
Team members will receive a free monthly e-
Newsletter
Why: To assess compliance with commitments and
reinforce newly learned behaviors
To achieve lasting behavior change and dramatic
improvements in team performance.
• Introduction
• Mental warm-up exercise
• Overview
• How to get the most (least) out of this TB
exercise
• How to achieve team consensus-the Ground
Rules
• "The Story"-are teams more effective than
individuals? (Unique experiential learning
activity.)
• Review stages of team development
• Characteristics of high-performance teams
• Assessment of the management's current level
of team "maturity"
• What stands in your way of performing as a high
performance team? (Unique anonymous
assessment process that makes dysfunctional
challenges public so that they can be
addressed.)
• Trust vs. mistrust - what's in it for you?
• Trust traps-what we do to "trap" our team
members
• The eight "Cardinal Principles of Trust"
• How to build a solid foundation for trust
• What we need to do to get to the next level of
team performance
• Commitments to get us to the next level
• How to hold each other accountable
• Other issues that stand in our way
• Conclusion, questions and answers, summary
SURVEY FEEDBACK
THE PURPOSE OF SURVEY FEEDBACK:In globally
competitive environments, organizations are seeking
information about obstacles to productivity and
satisfaction in the workplace. Survey feedback is a
tool that can provide this type of honest feedback to
help leaders guide and direct their teams. Obstacles
and gaps between the current status quo and the
desired situations may or may not be directly
apparent. In either case, it is vital to have a clear
understanding of strategies for diagnosis and
prevention of important organization problems. If all
leaders and members alike are clear about the
organizational development and change, strengths,
weakness, strategies can be designed and
implemented to support positive change. Survey
feedback provides a participative approach and
enables all members to become actively engaged in
managing the work environment.
PROCESS CONSULTATION