CHAPTER 7
Organizational culture- Refers to a
system of shared values and beliefs that
evolved among the organization members
for a period of time.
Types of OD Interventions
▪ Behavioral Techniques: These
techniques are designed to affect the
behavior of individuals and the group.
▪ Non-Behavioral Techniques: These
techniques are much more structured than
behavioral techniques.
▪ Miscellaneous Techniques: In addition
to the above techniques, there are certain
other techniques which are used in
organization development.
Role playing may be described as a
technique of creating a life situation,
usually one involving conflict between
people, and then having persons in group
play the parts or roles of specific
personalities.
Management by Objectives- It is a
dynamic system which integrated the
company’s need to achieve its goals for
profit and growth with the manager’s need
to contribute and develop himself.
Grid organizational development is
based on Blake and Motion's model of
leadership called the managerial Grid.
Organizational Redesign- The
organization's structure may be changed to
make it more efficient by redefining the
flow of authority.
Job Enrichment- It implies increasing the
cents of a job or the deliberate upgrading
of the responsibility, scope and challenge
in work. Job enrichment is a motivational
technique which emphasizes the need for
challenging and interesting work.
Work design a broad term meaning the
process of defining tasks and jobs to
achieve both organizational and employee
goals.
Survey feedback is one of the most
popular
and widely used intervention techniques,
in
the field of OD.
Process consultation includes “a set of
activities on the part of a consultant which
help the client to perceive, understand, and
act upon process events which occur in the
client’s environment”.
Team building is a process of diagnosing
and improving the effectiveness of a work
group with particular attention to work
procedures and inter-personal relationship
smith in it.
Some examples of OD Interventions
1. Diagnostic activities
2. Team building activities
3. Intergroup activities
4. Survey feedback activities
5. Education and training activities
6. Techno structural or structural activities
7. Process consultation activities
8. Grid organization development
activities
9. Third party peacemaking activities
10.Coaching & Counseling activities
11.Life & Career planning activities
Managing Change CHAPTER 8
Change can vary in complexity from the
introduction of relatively simple processes
into a small work group to transforming
the strategies and design features of the
whole organization.
Motivating Change- Organizational
change involves moving from the known
to the unknown. Creating Readiness for
Change- One of the more fundamental
axioms of OD is that people's readiness for
change depends on creating a felt need for
change.
Overcoming Resistance to Change-
Change can generate deep resistance in
people and in organizations, thus making it
difficult, if not impossible, to implement
organizational improvements.
Assessing Change Agent Power- The
first task is to evaluate the change agent's
own sources of power.
Identifying Key Stakeholders- Having
assessed their own power bases, change
agents should identify powerful
individuals and groups with an interest in
the changes, such as staff groups, unions,
departmental managers, and top-level
executives.
Influencing Stakeholders- This activity
involves gaining the support of key
stakeholders to motivate a critical mass for
change. There are at least three major
strategies for using power to influence
others in OD: playing it straight, using
social networks, and going around the
formal system.
Activity planning involves making a road
map for change, citing specific activities
and events that must occur if the transition
is to be successful. Also should gain top
management approval, be cost-effective,
and remain adaptable as feedback is
received during the change process.
Commitment Planning- This activity
involves identifying key people and groups
whose commitment is needed for change
to Occur and formulating a strategy for
gaining their support.
Change-Management Structures-
Because organizational transitions tend to
be ambiguous and to need direction,
special structures for managing the change
process need to be created.
Learning Processes -Most organization
changes involve the acquisition of new
knowledge and skills that support new
behaviors.
Providing Resources for Change-
Implementing organization change
generally requires additional financial and
human resources, particularly if the
organization continues day-to-day
operations while trying to change itself.
Building a Support System for Change
Agents- Organization change can be
difficult and filled with tension not only
for participants but also for change agents
as well.
Developing New Competencies and
Skills- Organizational changes frequently
demand new knowledge, skills, and
behaviors from organization members. In
many cases, the changes cannot be
implemented unless members gain new
competencies.
Reinforcing New Behaviors- In
organizations, people generally do those
things that bring them rewards.
Consequently, one of the most effective
ways sustain to momentum for change is
to reinforce the kinds of behaviors needed
to implement the changes.
Staying the Course- Change requires
time, and many of the expected financial
and organizational benefits from change
lag behind its implementation.
HRM Interventions CHAPTER 9
A Model of Performance Management
 What is Performance
 Management
 Business strategy
 Workplace technology
 Level of employee involvement
GOAL SETTING - involves managers
and subordinates in jointly establishing
and clarifying employee goals.
Management by Objectives- A common
form of goal setting used in organization is
management by objectives (MBO).
PERFORMANCE APPRAISAL-It is a
feedback system that involves the direct
evaluation of individual or work-group
performance by a supervisor, manager, or
peers.
REWARD SYSTEMS- refers to all the
monetary, non-monetary and
psychological payments that an
organization provides for its employees in
exchange for the work they perform.
Structural and Motivational Features of AGE DIVERSITY
Reward Systems TRENDS
 Persons job Based vs Performance  Median age gap
based  Distribution of ages changing
 Individual vs Group rewards IMPLICATIONS AND NEEDS
 Internal and external equity  Health care Mobility
 Hierarchy INTERVENTIONS
 Rewards mi  Wellness programs
 Security  Work design
 Seniority  Planning and career improvement
DEVELOPING TALENT  Treat people fairly
CHAPTER 10 GENDER DIVERSITY
WORKFORCE DIVERSITY- refers to a TRENDS
workforce that includes workers of various  Increasing of percentage of women in
racial and ethnic backgrounds, as well as workforce.
workers of various ages and genders and  Racism
different domestic and national cultures. IMPLICATIONS AND NEEDS
MANAGING WORKFORCE  Maternity/paternity leaves
DIVERSITY & INTERVENTIONS INTERVENTIONS
 Planning and executing organizational  Fringe benefit rewards
structure and practices for people  Build an inclusive workplace
management so that the benefits of  Treat everyone with respect and
diversity are maximized while the consideration.
possible. disadvantages will lessen. DISABILITY DIVERSITY
 Creating and maintaining a healthy TRENDS
work environment in which individuals  The number of persons entering the
similarities and differences are valued workforce with disabilities is rising.
so that everyone can attain their full IMPLICATIONS AND NEEDS
potential and contribute to the  Job skills and challenges
organizations strategic goals and  Physical space de ign
objectives of the business.  Respect and dignity
 Raising good management practices INTERVENTIONS
such policies by preventing  Work design
discrimination and promoting  Performance management
inclusivity.  Career planning and development
CONSEQUENCES OF IGNORING CULTURE AND VALUES
DIVERSITY INTERVENTIONS DIVERSITY TRENDS
 Unhealthy tensions between people of  The number of immigrant and minority
different gender, races, ethnicities, workers is increasing.
ages and abilities. IMPLICATONS AND NEEDS
 Loss of productivity.  Flexible organizational policies
 Inability to attract and keep talented
people of all kinds. Lack of fair  Autonomy
treatment.  Affirmation and respect
WORK DIVERSITY DIMENSIONS INTERVENTIONS
AND INTERVENTIONS  Developing and career planning
 Employee involvment
 Reward systems
RACE/ETHNICITY DIVERSITY
TRENDS
 Minoritites represents large segments
of workforce and a small segment of
top management/senior executives.
 Minority employees qualifications and
experience are frequently ignored.
IMPLICATIONS AND NEEDS
 Discriminations
INTERVENTIONS
 Equal opportunity for employment.
 Education and training
 Build a diverse leadership team
ADVANTAGES OF WORKFORCE
DIVERSITY INTERVENTIONS
 Diverse organizations are more
innovative and creative.
 Help to and retain highly talented
people. develop.
 Valuing diversity where staff potential
is recognized and Diversity in a
workplace can reduce lawsuits and
increase marketing opportunities,
recruitment, creativity and business
image. Strengthen cultural values
within the organization.
 Organizations with diverse workforce
have a greater chance of presenting
EMPLOYEE STRESS AND
WELLNESS INTERVENTIONS
 Employee health and wellness are
important for employees, their family's
and their organizations. We review the
literature on both stress management
interventions in organizatios and
workplace health promotion and
wellness programs, from the lens of
primary, secondary and tertiary
interventions as well as framework
provided by the job demands resources
model.
EMPLOYEE STRESS- Is a growing
concern for organizations today.
SYMPTOMS OF STRESS
 Absenteeism, escaping from work
responsibilities, arriving late, leaving
early.
 Deterioration in work performance,
more of error prone work and memory
loss.
 Cribbing, over reacting, arguing,
getting iritated and anxiety.
 Deteriorating health, and more
accidents.
 Improper eating habits (over eating or
under eating), excessive smoking and
drinking and sleeplessness.
Sources/causes of stress
1. Organizational Factors.
2. Individual Factors.
3. Job Concerning Factors.
4. Extra-Organizational Factors
ORGANIZATIONAL STRATEGIES
FOR MANAGING STRESS
1. Encouraging more of organizational
communication with the employees there
is no role ambiguity/conflict.
2. Encourage employees participation in
decision making.
3. grant the employees greater
independence, meaningful and timely
feedback, and greater responsibilty.
4. The organizational goals should be
realistic, simulating and particular.
5. Encourage decentralization.
6. Have a fair snf just distribution of
incentives and salary structure.
7. Promote joh rotation and job
enrichment.
8. Create a just and safe working
environment.
9. Have effective hiring and orientation
procedure.
10. Appreciate the employees on
accomplishing and over-exceeding their
targets.
WELLNESS INTERVENTIONS- a
wellness intervention is a combination of
program elements or strategies to designed
to produce a behavior changes or improve
health status among individuals or an
entire population.