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Organizational Design, Diagnosis, and Development

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Organizational Design, Diagnosis, and Development Session 17 Human Process Interventions, II Objectives To review group level human process interventions: process ... – PowerPoint PPT presentation

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Title: Organizational Design, Diagnosis, and Development


1
Organizational Design, Diagnosis, and Development
  • Session 17
  • Human Process Interventions, II

2
Objectives
  • To review group level human process
    interventions process consultation, team
    building
  • To review systems wide human process
    interventions organization confrontation
    meeting, large group interventions, and grid
    organizational development
  • To examine the effectiveness for these human
    process interventions in producing change

3
Process Consultation
  • Communication
  • Functional roles in groups
  • Problem solving and decision making
  • Group norms
  • Leadership

4
TYPICAL ORGANIZATIONAL ROLES
  • Task specialist -- Person who because of
    experience, skill, or knowledge has edge in task
    competency
  • Maintenance specialist -- human relations guru

5
Problems in Group Decision Making
  • Evaluation
  • Conflict
  • Domination

6
Group-think as a Dysfunctional Norm
  • The tendency of highly cohesive groups to conform
    to group pressures and to suspend reality testing
    and engage in consensus seeking.
  • Antecedents
  • High cohesiveness
  • Group structure
  • Stressful situations

7
Group Think Cont
  • Symptoms
  • Overestimation of the group
  • Close-mindedness
  • Increased pressure for uniformity
  • Consequences
  • Defective decision making
  • High probability of a bad decision
  • Preventive tactics

8
Leadership Training
  • Problem stating in an objective manner
  • Providing and sharing relevant information
  • Drawing out group members
  • Preventing domination
  • Avoid moving to evaluation prematurely
  • Stimulating discussion and clarify points
  • Summarizing to mark group progress.

9
Team Building
  • Types of Teams Work teams, task teams,
    management teams
  • Family group diagnostic meeting
  • Team building meeting
  • Results of team building

10
Organization Confrontation Meeting
  • Groups of 10-15 are convened
  • The groups discuss problems
  • There is a plenary session with reports on the
    problems
  • The problems are classified
  • Smaller groups re-form and work on problem
    solving
  • Action plans are submitted to management along
    with a time table
  • The problem solving groups meet periodically to
    review what is happening and report to management

11
Large Group Interventions
  • Preparation for the large group meeting
  • Conducting the meeting
  • Follow up on meeting
  • Results

12
Organizational Grid Development
13
Leader Behaviors
  • People orientation -- consideration, the leader
    is concerned about the well being of employees
    and being fair. (1,9)
  • Production orientation -- initiation of
    structure, the focus of this leader is on goal
    attainment (9.1)

14
Consequences of Managerial Style
  • Consequences of 1.9 This style of works well
    when the task is intrinsically satisfying, or
    when the task is extremely structured and clear
  • Consequences of 9,1 This style works best with
    situations where there is pressure due to
    deadlines, ambiguous tasks, or external

15
Backwards Forwards
  • Summing up Today we reviewed group and
    organization wide interventions, including
    process consultation, team building,
    organizational confrontation meeting, large group
    interventions and grid development which is
    really managerial development.
  • Looking aheadNext time we begin to examine
    techno-structural interventions.
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