Interventions
An intervention is an action or process of intervening. It is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness. The purpose is to disrupt the status quo. They are deliberate attempts to change an organization or subunit toward a different and more effective state.
We have identified the following as a relevant interventions used in the company, EROAD LTD.
Techno-Structural Interventions
These interventions focus on an organization 's technologyand structure.These change methods are receiving increasing attention in OD, especially in light of current concerns about productivity and organizational effectiveness.
They include approaches to employee involvement, as well
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Downsizing. This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layouts, organization redesign and outsourcing. Each of these downsizing methods must be planned with a clear understanding of the organizations strategy.
3. Reengineering. This recent intervention radically redesigns the organization 's core work processes to create tighter linkage and coordination among the different tasks. This work-flow integration results in faster, more responsive task performance. Reengineering is often accomplished with new information technology that permits employees to control and coordinate work processes more effectively. Reengineering often fails if it ignores basic principles and processes of OD.
4. Employee Involvement (EI). This broad category of interventions is aimed in improving employee well-being and organizational effectiveness. It generally attempts to move knowledge, power, information, and rewards downward in the
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They are implemented organization wide and bring about a fit between business strategy, structure, culture, and the larger environment. The interventions derive from the discipline of strategic management, organization, theory, open--systems theory, and cultural anthropology.
Major interventions for managing organization and environment relationships involve:
1. Integrated strategic change. This comprehensive OD intervention describes how planned change can make a value-added contribution to strategic management. It argues that business strategies and organizational systems must be changed together in response to external and internal disruptions. A strategic change plan helps members manage the transition between a current strategy and organization design and the desired future strategic orientation.
2. Trans-organization development. This intervention helps organizations enter into alliances, partnerships, and joint ventures to perform tasks or solve problems that are too complex for single organizations to resolve. It helps organizations recognize the need for partnerships and develop appropriate structures for implementing
Rouda, R. H., & Kusy, M. E., Jr. (1996, May 4). MANAGING CHANGE WITH LARGE-SCALE, REAL-TIME INTERVENTIONS. Tappi Journal. Retrieved from http://alumnus.caltech.edu/~rouda/T5_LSRTOD.html
Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Response to intervention, also known as RTI, is a process to aid students’ progress throughout their academics to the best of their ability. This process tries to address any learning problems or difficulties starting at a younger age. When teachers and parents are able to address any learning problems of the students during the first few years of their education, the students can be provided the best instruction in addition to intervention for their individual needs.
A behavioral intervention plan (BIP) is designed for a specific child to try to help that child learn to change her or his behavior. Once the function of a student 's behavior has been determined, the Individual Education Program (IEP) Team should develop the behavior intervention plan A behavioral intervention plan can be thought of as a plan to support the student in order to help him or her change behavior. Effective support plans consist of multiple interventions or support strategies and are not punishment. Positive behavioral intervention plans increase the acquisition and use of new alternative skills, decrease the problem behavior and facilitate general improvements in the quality of life of the individual, his or her family, and
Organizational change is a very big risk for organizations. The process of change can be very difficult for employees as well as the leaders implementing the changes. The changes are usually planned to improve the company. However, sometimes change can destroy a company when things don’t go as planned. From a change in management to a change in the company structure, or way of doing daily task, organizations must carefully execute the process of change and use change strategies that will ensure success.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
The transformation strategies can provide the organization the strength and confidence to make the changes and innovation of the business during the time being and also in the future. The strategies is for the future planning and from that, the organization can see the opportunities that they can gain later (McLocklin, 2009).
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
Without elaboration, outline strategies that may either make your organisation a Learning Organisation, or improve its performance as one.