Intervention In Organizational Development

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At this implantation stage, senior management and leaders are jointly plan and implement organization development interventions. The design of interventions focuses on organization’s vision, mission and goals. The criteria for designing interventions include readiness for change, current change capability, culture and power distributions and the change agent’s knowledge and powers. There are four major types of interventions in organization development based on the outcomes of diagnosis.
1. Interventions at the individual, group, and total system levels.
2. Interventions that modify an organization’s structure and technology.
3. Interventions seeking to improve employees’ performance and wellness.
4. Interventions that involve managing
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Unfreezing: This step urges the change efforts to overcome the resisting forces from the employee and alter their current mind sets. It linked steps to create awareness on provocative problems, current level of acceptability, how the existing behaviors is hindering the organization growth, exhibit the discrepancies between behaviors desired by organization and those currently exhibited, and make them to recognize the need for change. Open communication is especially important during the unfreezing stage including the necessary and urgency for imminent change, new solutions and the benefits each employee.
2. Moving: This step shifts the behaviors, values, and attitudes of the organization, department and individual to a new level. It involves intervening in the system through the changes in organization structures, process changes and development techniques. Also, there may be some confusion period during this stage as moving from the old ways to the new ways of doing things.
3. Refreezing: This step symbolizes the act of reinforcing, stabilizing and solidifying at new state and to a better level of performance after the change. The change efforts should be cemented into the organization 's culture and maintained. The refreezing stage in anticipation of future change reinforces the new organizational state, such as organizational culture, rewards, and
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Various difficult decisions and a broad perspective support are required to overcome employee’s natural instincts to protect their company or function First, downsize is best controlled that associates reducing the size of the organization. Second, specific inefficient areas and high cost need to be identified and targeted. Third, specific actions should be associated to the organization’s strategy. Employees need to be communicated consistently that restructuring process are as part of a plan to enhance the organization’s performance. Finally, communicate regularly using a variety of media to keep employees informed, lowers their anxiety over the change process, and make it easier to focus on their

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