1. Meaning of I nterventio ns
´ set of sequenced planned actions or events
The
´ The set of sequenced planned actions or events
intended to help an organization improve its
intended to help an organization improve its
performance and effectivenessµ
performance and effectivenessµ
 Intervention design are derived from careful diagnosis
Intervention design are derived from careful diagnosis
and meant to resolve specific problems.
and meant to resolve specific problems.
 Interventions vary from standardized programs
OD
OD Interventions vary from standardized programs
that have been developed and used in many
that have been developed and used in many
organizations to relatively unique programs tailored to a
organizations to relatively unique programs tailored to a
specific organization or department.
specific organization or department.

2. CONT...
 & consultants participate during the
client
client & consultants participate during the
course of an organization development
program
course of an organization development
program
 Attempt to improve the ´ fit µ between the
Attempt to improve the ´ fit µ between the
individual & organization between the
individual & organization between the
organization & its environment.
organization & its environment.
 Emphasis more on
collaboration, confrontation
Emphasis more on collaboration, confrontation
& participation
& participation

3. CRITERIA FOR EFFECTIVE INTERVENTION
The interventions purposely disrupts the status
The interventions purposely disrupts the status
quo,they are deliberate attempts to change an
quo,they are deliberate attempts to change an
organization.
organization.
1. The extent to which it fits the needs of the
1. The extent to which it fits the needs of the
organization.
organization.
 information
Valid
Valid information
 & informed choice
Free
Free & informed choice
 Internal commitment
Internal commitment

4. CONT...
2.The degree to which it is based on causal
2.The degree to which it is based on causal
knowledge of intended outcome
knowledge of intended outcome
 knowledge
Valid
Valid knowledge
3.The extent to which it enhances the
3.The extent to which it enhances the
organization·s capacity to manage change.
organization·s capacity to manage change.
 Competence in change management
Competence in change managemen

5. CONTINGENCIES RELATED TO THE
CHANGE SITUATION
CHANGE SITUATION
1.READINESS FOR CHANGE
1.READINESS FOR CHANGE
 Sensitivity to pressures being ready for planned change.
Sensitivity to pressures being ready for planned change.
 Dissatisfaction with the status quo.
Dissatisfaction with the status quo.
 Availability of resources to support changes.
Availability of resources to support changes.
 Commitment of significant management time.
Commitment of significant management time.
When the above mentioned conditions are present then the
When the above mentioned conditions are present then the
Interventions can be designed
Interventions can be designed
´´When readiness for change is low then interventions need to
When readiness for change is low then interventions need to
focus on increasing the organization·s willingness to changeµ
focus on increasing the organization·s willingness to changeµ

6. CONT...
2.CAPABILITY TO CHANGE
Managing planned changes requires
Knowledge & Skills
Ability to motivate change
 lead change
To
 develop political support
To
 manage the transition
To
 sustain momentum
To
´ If organization members do not have these capabilities,
then a Preliminary training interventions are required

7. CONT...
3.CULTURAL CONTEXT

The national culture can exert a powerful
influence on
members reaction to change.
Account for the cultural values and
assumptions.
´´Interventions can be modified to fit different
cultural contextsµ
4.CAPABILITIES OF THE CHANGE AGENT
Full disclosure of the applicability of their
knowledge
&expertise's
´ ´Practitioners are expected to intervene
within their capabilities or to recommend
someone more suited to the client's needs.µ

8. CONTINGENCIES RELATED TO THE TARGET
OF CHANGE
OF CHANGE
 ORGANIZATIONAL ISSUES
ORGANIZATIONAL ISSUES

Strategic issues
Strategic issues

Technology and structure issues
Technology and structure issues

Human resource issues
Human resource issues

Human process issues
Human process issues

9. Organizations
‡Employee Involvement
Work Design
TECHNOLOGY/
STRUCTURE ISSUES
‡How to divide labour
‡How to coordinate
Departments
‡How to produce
Products or services
‡How to design work
HUMAN RESOURCES
ISSUES
‡How to attract competent people
‡How to set goals & reward people
‡How to plan & develop people¶s
careers
HUMAN RESOURCES
MANAGEMENT
INTRVENTIONS
‡Performance
Management
‡Developing &