according to the syllabus of dr hs gour universty sagar for mba 3rd semester students

1. Comprehensive Interventions
Introduction
 OD comprehensive interventions are used to directly create change throughout
an entire organization, rather than focusing on organizational change through
subgroup interventions. One of the most popular comprehensive interventions is
survey feedback. This technique basically entails surveying employee attitudes at all
levels of the company and then disseminating a report that details those findings.
The employees then use the data in feedback sessions to create solutions to
perceived problems. A number of questionnaires developed specifically for such
interventions have been developed.
Structural change interventions are used by OD change agents to implement
organizational alterations related to departmentalization, management hierarchy,
work policies, compensation and benefit incentives programs, and other
cornerstones of the business. Often, the implemented changes emanate from
feedback from other interventions. One benefit of change interventions is that
companies can often realize an immediate and very significant impact in
productivity and profitability (provided the changes are warranted and
implemented appropriately).

2. Comprehensive Interventions
 Sociotechnical system design interventions are similar to structural change
techniques, but they typically emphasize the reorganization of work teams. The
basic goal is to create independent groups throughout the company that
supervise themselves. This administration may include such aspects as
monitoring quality or disciplining team members. The theoretic benefit of socio-
technical system design interventions is that worker and group productivity and
quality is increased because workers have more control over (and subsequent
satisfaction from) the process in which they participate.
 A fourth OD intervention that became extremely popular during the 1980s and
early 1990s is total quality management (TQM). TQM interventions utilize
established quality techniques and programs that emphasize quality processes,
rather than achieving quality by inspecting products and services after processes
have been completed. The important concept of continuous improvement
embodied by TQM has carried over into other OD interventions.

3. Comprehensive Interventions
Comprehensive interventions are those in which the
total organization is involved and depth of the
cultural change Is addressed.
Phrases like “getting the whole system in the room”
are appearing in greater OD practice.
 Beckhard’s confrontation meeting and Strategic
management activities involving top management, in
the case of smaller organizations ,the entire
management group like survey feedback is an
important and widely used interventions for OD.

4. Whole system can be described as-
• Managers of all of the functional areas in a
business.
• Representatives of top management, a cross
section of employees from all levels, and
supplier and customer representatives.
• Directors of all of the social service agencies
in a community.
Comprehensive Interventions

5. BECKHARD’S CONFRONTATION
MEETING
 The confrontation meeting is developed by Richard Beckhard,
is a one day meeting of the entire management of an
organization, in which they take a reading of their own
organizational health.
 In a series of activities, the mgt group generates information
about its major problems, analyzes the underlying causes,
develops action plans to correct the problems, and sets a
schedule foe completed remedial work.
This intervention is an important one in OD. It is quick, simple,
and reliable way in which to generate data about an
organization and to set the action plans.
Comprehensive Interventions

6. Comprehensive Interventions
The steps involved in confrontation meeting are as follows:
1. Climate setting (45-60 min). The top manager introduces the
session by stating his or her goals for the meeting, citing the
necessity for free and open discussion of issues and
problems, and making it clear that individuals will not be
punished for what they say.
2. Information collecting (1 hour). Small groups of 7-8
members are formed on the basis of heterogeneity of
composition that is maximum mixture of people from
different functional areas and working situations compose
each team. The only rule is that bosses and subordinates
cannot be put together on the same team.

7. Comprehensive Interventions
3. Information sharing (1 hour). Reporters from each
small group reports the group’s complete findings to
the total group, which are placed on newsprint on the
walls. The total list of items is characterized usually by
the meeting leader, into few major categories that may
be based on type of problems (e.g.. Communication
problems), type of relationships (e.g.. Troubles with top
management), or type of area (e.g. problems with the
accounting deptt.)

8. Comprehensive Interventions
4. Priority setting & Goal Action Planning (1 hour and 15 min.).
This step typically follows a break during which time the items
from the lists are duplicated for distribution to everyone. In a 15
min general session, the meeting leader goes to the list of items.
The groups are asked to do three tasks. First they are to identify
the problems they think should be the priority issues for top
mgt. Second to find the solutions to the problems. Third, they
are to determine how they will communicate the results of the
confrontation meeting to their subordinates . This activity
completes the confrontation meeting for all the managers except
for the top mgt. group.

9. Comprehensive Interventions
5. Immediate follow up by top team (1 to 3 hours). The top mgt
team meets the rest of the participants have left to plan the first
follow-up actions steps and to determine what actions should be
taken on the basis of what they have learned during the day.
These follow up action plans are communicated to the rest of
the mgt group within several days.
6. Progress Review (2 hours). A follow up meeting with the total
mgt group is held 4-6 weeks later to the report progress and to
review the actions resulting from the confrontation meeting.

10. Strategic Management Activities
 It is defined as the development and implementation of the
organization’s grand design or overall strategy for relating to
its current and future environmental demands.
 The concept is described by Schendel and Hofers as- It
comprises of six major tasks as:
i. Goal Formulation- Defining Mission & purpose
ii. Environmental analysis- SWOT Analysis
iii. Strategy formulation
iv. Strategy evaluation
v. Strategy implementation
vi. Strategic control
Comprehensive Interventions

11. Stream Analysis
 Developed by Jerry Porras is a valuable model for thinking
about change and for managing change.
 It is a system for graphically displaying the problems of an
organization, examining the interconnections between the
problems, identifying core problems and graphically tracking
the corrective actions taken to solve the problems.
Porras categorized organization work in four classes-
a) Organizing arrangements- goals, structure, policies etc.
b) Social factors- Culture, mgt style, interaction process etc.
c) Technology- tools, equipment, job design, technical systems.
d) Physical Setting- space configuration, physical ambience,
interior design etc.
Comprehensive Interventions

12. Comprehensive Interventions
 A thorough diagnosis of the organization’s problems and
barriers to effectiveness is performed via brainstorming
sessions, interviews, questionnaires and other methods.
 Each problem is categorized in one stream.
 The interconnections between the problems are noted.
Problems that have many interconnections are identified as
core problem.
 Action plans are developed to correct the core problems.
 In stream analysis, OD programs change the work setting,
which leads to organizational improvement.

13. Survey Feedback
• Collecting data about the system and feeding back the data for
individuals and groups at all levels of the organization to
analyze, interpret meanings, and design corrective action steps.
• These are having two components- the use of Attitude Survey
and the use of Feedback workshops.
• Survey feedback has been shown to be an effective change
technique in OD.
• A well designed survey helps organization members to
develop valid models of how organizations work and also
provide feedback about progress towards goals.
Comprehensive Interventions

14. Steps of Optimal survey
 Organization members at the top of the hierarchy are
involved in the preliminary planning.
 Data are collected from all organizations.
 Data are fed back to the top executive team and then down
through the hierarchy is functional teams.
 Each superior presides at a meeting with their subordinates in
which the data are discussed.
 Most feedback meetings include a consultant who has helped
prepare the superior for the meeting and who serves as a
resource person.
Comprehensive Interventions

15. Grid Organizational Development
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of
examining managerial behavior and style to the development
and implementation of an ideal strategic corporate model.
It enable individuals and groups to assess their own strengths
and weaknesses.
Based on two dimension-
a) Concern for people
b) Concern for production
Comprehensive Interventions

16. Phases in Grid OD
Phase 1: The Managerial Grid- Grid seminar is conducted
by the company manager. Attention is given to assessing
an individual’s managerial styles; problem solving; and
communication skills etc.
Phase 2: Teamwork Development- The goal is perfecting
teamwork in the organization through analysis of team
culture, traditions etc.. Feedback given to each manager
about their individual team behavior .
Phase 3: Intergroup Development- The goal is to move
groups from their ineffective ways towards an ideal model.
The phase includes building operational plans for moving
the two groups.
Comprehensive Interventions

17. Comprehensive Interventions
Phase 4: developing an ideal strategic corporate
model- the focus shifts to corporate planning. Top
management design an ideal strategic corporate
model that would define what the corporation would
be like.
Phase 5: Implementing the Ideal Strategic Model- the
organization implement the model developed in phase
4. Each component appoints a planning team whose
job is to examine every phase of the component’s
operation . After the planning and assessment steps
are completed, conversion of the organization to the
ideal condition is implemented.
Phase 6: Systematic Critique- Systematic critiquing,
measuring, and evaluating lead to knowledge of what
progress has been made, what barriers still exist and
must be overcome.

18. Large scale change and High
Performance systems
• When a number of OD and other interventions are combined
to create major changes in the total culture of an organization,
the term large scale is used.
• The creation of high-performance systems, high-performance
organizations, high- involvement organizations, or self
designing organizations- usually involve a broad array of
interventions, and typically extensive member participation
and involvement.
• Changes in areas as job design and work flow, staffing
procedures, training, and compensation are usually combined
with such interventions.
Comprehensive Interventions