CHAPTER

7 Organization Development & Change

11 edition Thomas G. Cummings • Christopher G. Worley

Designing Interventions

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 Learning Objectives

• Describe the interventions presented in

the text.
• Discuss how contingencies related to the
change situation affect the design of
effective OD interventions.
• Discuss how contingencies related to the
target of change affect the design of
effective OD interventions
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 Definition of an Intervention

An intervention is a set of sequenced and

planned actions or events intended to help
the organization increase its effectiveness.
Interventions purposely disrupt
the status quo.

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Four Major Types of Interventions

• Human Process Interventions

• Technostructural Interventions
• Human Resources Management
Interventions
• Strategic Change Interventions

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 Human Process Interventions

• Process Consultation
• Third-party Interventions (Conflict
Resolution)
• Team Building
• Organization Confrontation Meeting
• Intergroup Relations
• Large group Interventions
• Culture Change
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 Technostructural Interventions

• Parallel Structures
• Total Quality Management
• High-Involvement Organizations
• Job Enrichment
• Self-managed Work Teams
• Reengineering

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Human Resources Management Interventions

• Goal Setting
• Performance Appraisal
• Reward Systems
• Coaching and Mentoring
• Leadership Development
• Career Planning and Development
• Managing Work Force Diversity
• Employee Stress and Wellness
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 Strategic Change Interventions

• Integrated Strategic • Agile Organizations

Change • Mergers and
• Organization Design Acquisitions
• Downsizing • Alliances
• Dynamic Strategy
• Networks
Making
• Self-designing • Sustainable
organizations Management
• Learning Organizations Organizations
• Global Social Change
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 Characteristics of
Effective Interventions
• Is it relevant to the needs of the organization?
• Valid information
• Free and Informed Choice
• Internal Commitment
• Is it based on valid knowledge of intended
outcomes?
• Does it transfer competence and capability to
manage change to organization members?

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Designing Effective Interventions

• Contingencies Related to the Change

Situation
• Individual differences among organization
members
• Organizational factors (management style,
technical uncertainty)
• Dimensions of the Change Process (degree of
top management support)
• Cultural Values and Economic Development
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 National Cultural Values

• Context Orientation
• Power Distance
• Uncertainty Avoidance
• Achievement Orientation
• Individualism

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 Context Orientation

• The extent to which meaning in

communication is carried in the words
• Organizations in high context cultures
tend to value ceremony and ritual, the
structure is less formal, there are
fewer written policies, and people are
often late for appointments

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 Power Distance

• Extent to which members of a society

accept that status and power are
distributed unequally in an organization
• Organizations in these cultures tend to be
autocratic, possess clear status differences,
and have little employee participation

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 Uncertainty Avoidance

• The extent to which members of a society

tolerate the unfamiliar and unpredictable
• Organizations in these cultures tend to
value experts, prefer clear roles, avoid
conflict, and resist change

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 Achievement Orientation

• The extent to which people in a society

value assertiveness and the acquisition of
material goods
• Organizations in these cultures tend to
associate achievement with wealth and
recognition, value decisiveness, and
gender roles are clearly differentiated.

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 Individualism

• The extent to which people in a society

believe they should be responsible for
themselves and their immediate family
• Organizations in these cultures tend to
encourage personal initiative, value time
and autonomy, accept competition, and
autonomy is highly valued

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 Economic Development

• Subsistence Economies
• Primarily agriculture-based
• Industrializing Economies
• Moderately developed and tend to be rich in
natural resources
• Industrial Economies
• Highly developed and emphasize
nonagricultural industry

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Cultural and Economic Contexts of
International OD Practice

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 Contingencies Related to the
Target of Change

• Organizational Issues
• Strategic Issues
• Technology and Structure Issues
• Human Resources Issues
• Human Process Issues
• Organizational Levels
• Individual, group, organization and
transorganization
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 Strategic Issues

• What are the functions, products,

services, markets of the organization
• How to gain competitive advantage
• How to relate to environment
• What values will guide organizational
functions

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Technological and Structure Issues

• How to divide labor

• How to coordinate departments
• How to produce products or services
• How to design work

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 Human Resources and
Human Process Issues

• Human Resources Issues

• How to attract competent people
• How to set goals and reward people
• How to plan and develop people’s careers
• Human Process Issues
• How to communicate
• How to solve problems
• How to make decisions
• How to interact
• How to lead
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