Organizational Development Interventions

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Content Introduction…………………………………………………………………………….......1 Organisational Development programs………………………………………………….2 Organisational Development Interventions…………………………………………...2-5 Reasons for Intervention…………………………………………………………………..6 Implementation of OD intervention……………………………………………………….6 What HRD Managers need to do to combat criticism…………………………………..6 OD intervention in General Motors – A case study…………………………………...7-8 Conclusion…………………………………………………………………………………8-9 References………………………………………………………………………………….10 Introduction In view of the increasing level of competition, technological advancement, the advent of the post economic effect of recession and many other challenges of the twenty first century;…show more content…
Establishments that wish to effect smaller changes will also need to focus on: management structures, personnel policies, operating policies, and workers skills. Therefore, it is imperative that an effective understanding of the organisation is made so as to identify its needs and problem. This is sequel to the type of intervention technique adopted. There are several intervention strategies that can be adopted. Several assumptions about the nature and functionality of organizations are made in the choice of a particular strategy. Some of these assumptions are: * The main building blocks of an organisation are groups (teams). Which therefore makes the basic unit of change to be groups and not individuals * A major relevant change direction is to reduce inappropriate competition between units of the organisation and fostering of a more collaborative approach. * Decision making in an ideal organisation is found where the information sources are, and not where a particular role or level of hierarchy is. * Organisations, smaller units of organisations and individuals perpetually manage their affairs against goals. Controls are transient measurements, and not the basis of managerial strategy * One nature of an ideal organisation is to develop open communication, mutual trust and confidence * People generally will support what they assisted to build. Employees affected by a
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