OD Interventions

OD Interventions
❑ OD interventions are the building blocks which are the planned activities designed
to improve the organisation’s functioning through the participation of the
organisational members.
❑ OD intervention is a sequence of activities actions and events intended to help an

organisation improve its performance and effectiveness.
❑ OD intervention refers to the range of planned, programmatic activities client and

consultant participate in during the course of OD program.
Purpose & Importance of OD Interventions
1.Boosts the quality of employee outcome
2.Perpetually improving organization
3.Enhanced quality of products/services
4.Enhanced Competitive Edge
5.Increased profit
Types of OD Interventions
We can classify the OD interventions into three categories:
1. Behavioural Techniques: These techniques are designed to affect the behaviour of individuals and the group.
These include:
•Sensitivity Training
•Role Playing
•Management by Objectives
•Grid Organisation Development
2. Non-Behavioural Techniques: These techniques are much more structured than behavioural techniques. These
include:
•Organizational Redesign
•Work design
•Job enrichment
3. Miscellaneous Techniques: In addition to the above techniques, there are certain other techniques which are
used in organisation development, such as:
•Survey feedback
•Process consultation
•Team building
Behavioural Techniques
Sensitivity Training
The purpose of sensitivity training sessions or T-groups (T for training) is to change the behaviour of people through
unstructured group interaction. Members (ten to fifteen individuals) are brought together in a free and open
environment, away from work places, in which participants discuss themselves freely, aided by a facilitator. No formal
agenda is provided.
The objectives of the T-groups are
•To provide the participants with increased awareness of their own behaviour
•How others perceive the, greater sensitivity to the behaviour of others
•Increased understanding of group processes.
Role Playing
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. In industry, it is used
primarily as a technique of or modifying attitudes and interpersonal skills.
For instance, two trainees may play the roles of a superior and a subordinate to discuss the latter’s grievances.
The purpose of role playing is to aid trainees to understand certain business problems and to enable observers to
evaluate reactions to them.
Role-playing is generally used for human relations and sales training. This technique makes trainees self-conscious and
imaginative and analytical of their own behaviour.
Management by Objectives (MBO)
Managing by objectives 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.
Management by objectives (MBO) is a technique designed to
1.increase the precision of the planing process at the organisational level.
2.reduce the gap between employee and organisational goals.
3.MBO encourages performance appraisal through a process of shared goal setting and evaluation.
Grid development
Grid organisational development is based on Blake and Moution’s model of leadership called the
managerial Grid. Their model depicts two prevailing concerns found in all organisations-concern for
productivity and concern for people.
Some managers are high in concern for productivity but low in concern for people; others are high in
concern for people but low in concern for productivity.
Besides helping managers evaluate their concern for proper and productivity, the Managerial Grid
stresses the importance of developing a team-management leadership style.
In grid OD, change agents use a questionnaire to determine the existing styles of managers, help them
to re-examine their own styles and work towards maximum effectiveness.
Non-Behavioural Techniques
Organizational Redesign
The organisation’s structure may be changed to make it more efficient by redefining the flow of authority. There are
call also be changes in functional responsibility, such as a move from product to matrix organisational structure.
Organisational structure often reflects the personal desires, needs, and values of the chief executive. Changing
structure, therefore, may create resistance and concern because people are worried about their power or status, or how
the change will affect their work groups.
Job Enrichment
Job enrichment 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 emphasises the need for challenging and interesting work. It
suggests that jobs be redesigned, so that intrinsic satisfaction is derived from doing the job.
In its best application, it leads to a vertically enhanced job by adding functions from other organisational levels,
making it contain more variety and challenge and offer autonomy and pride to employee.
The job holder is given a measure of discretion in making operational decisions concerning his job. In this sense, he
gains a feeling of higher status influence and power.
Work Design
Work design is a broad term meaning the process of defining tasks and jobs to achieve both
organisational and employee goals, it must, therefore, take into account the nature of the business
(organisational interest), the organisational structure, the information flow and decision process, the
differences among employees, and the reward system.
Within the board scope of work, design is the design of individual jobs, that is, job design.
•Job analysis is the process of obtaining information about jobs.
•Job redesign makes use of job analysis to redefine a job in terms of tasks, behaviours, education,
skills, relationships, and responsibilities required.
Miscellaneous Techniques
Survey Feedback
Survey feedback is one of the most popular and widely used intervention techniques, in the field of OD.
It involves two basic activities:
collecting data about the organisation through the use of surveys of questionnaires, and
conducting feedback meetings and workshops in which the data are presented to organisational members.
Survey feedback is useful in as much as it helps bring about changes in attitudes and perceptions of
participants. Used along with team building the impact of the survey feedback is much more positive.
Process Consultation
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”.
Process consultation assumes that an organisation’s effectiveness depends on how well its people relate to
one another. An organisation’s problems, therefore, often can be traced to the breakdown of critical human
processes at key places.
Consultation concentrates on certain specific areas as communication, functional roles of members, group
problem-solving and decision-making; group norms and growth, leadership and authority, and intergroup
cooperation and competition.
Team Building
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, especially the role
of the leader in relation to other group members.
Both the group’s task procedures and its human interactions are the subjects of study in team
building.
The basic assumption of team building is that increasing the effectiveness of
teams will improve the organization’s overall effectiveness.

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❑ OD intervention is a sequence of activities actions and events intended to help an

❑ OD intervention refers to the range of planned, programmatic activities client and

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