Chapter 13

Organization Process Approaches

(The Confrontation Meeting)

Submitted to:

Mr. Michael Protacio

Submitted by:

Abriam, Kriscen

Delos Santos, Alyssa Joy

Table of Content

Pages

I. Abstract ……………………………………………………………………… 1
II. Introduction …………………………………………………………....... 1-2

III. Statement of the Problem ……………………………………………... 3

IV. Methodology …………………………………………………………….. 4-5

V. Result …………………………………………………………………….. 6

VI. Conclusion …………………………………………………………….. 6

VII. References …………………………………………………………….. 7

I. Abstract

This paper discusses how the system wide process interventions change
programs in directing and improving such processes involving in the organizational
problem solving, task accomplishment between groups and the entire organization,
leadership, etc. It will also discuss the approaches that the organization used to solve
the related issues. It depends on what are the issue may apply the approaches or
intervention that stated in this research. Changes is one of the challenges may face
because everyone that involve on it needs to inform and adapt. It’s very important to
have a fair process in the organization. This will suggest a course of action that can be
taken to improve the performance of the whole organization.

II. Introduction

The Organizational Process Approaches is the approaches that will help the
organization to introduced changes. Those interventions are the confrontation meeting,
intergroup relations interventions, and large-group interventions. Those methods have
difference in solving an issue.

System wide process interventions aims to improve process inside the

organization, problem solving, leadership, visionary and task accomplish are the
common problem of an organization that needs of improving.

According to Richard Bekhard, the confrontation meeting is one day meeting

intervention used to know what the status of organization is. This is designed to
mobilize the resources of the entire organization to identify problems, set priorities and
action target, and begins working on identified problems. It is also the simplest, reliable,
and fastest way to generate information and set an action plans. This is effective if you
see that the top management is the one that initiate to solve the current issues in their
organization. With the help of this approach, the organization will have a better
solutions with their problems and they will improve the inter department human
relationship.

According to Blake et al, The intergroup relations intervention is designed to

solve a variety of organizational problems. This intends to improve the relationships with
different groups in an organization. There are two OD interventions that are described
on it, the microcosm group and intergroup conflict resolution. The intervention helps the
organization to improve intergroup processes and lead to organization effectiveness.

According to (Worley et al), the large-group intervention is designed to focus on

the energy and attention a whole system around organizational processes such as a
vision, strategy, organizational design or the culture. It’s the best used if the
organization wants to begin a large-scale change effort or is facing a new situation. This
is the essential method on the organization change. It differs from traditional models of
change in a number of other important ways that make them ideally suited for dealing
with complexity. Sessions can include hundreds of individuals devoted to the change
initiative. (Bunker & Alban, 1997)

Those types of process approach help the organization to deal with changes, so
in Organizational Development it is very essential. The relationship between the upper
level and the lower level will develop and it will give the organization a good impact.
They used the approaches to accomplish the goals, assigning the task on individuals,
and arranging those individuals in a decision making.

III. Statement of the problem

The General Electric Medical System Business used a method called “Work-Out
Process” to determine the problems that the company experiencing. The method helps
the organization to gather the relevant people who will involve. The internal consultant
revealed that the company experiencing dissatisfaction with their existing system,
including the performance management, career development, and organizational
climate.

The original model involved only managerial and professional people. Groups in
all departments appoint are person to be their representative. Meaning to say, people
who are involved in organization confrontation meeting are the participants from higher
positions.
IV. Methodology

In order to have better insight with the issue, the internal consultants of the
company conducted an extensive interview that will help them to gather or identify the
issues that the individuals experiences. The CEO of the company spent time to listen
and tried to understand the issues that facing the organization. The answer of the
participant is recorded for them to make it as a data.

Participants

The company conducted an extensive interview to 50 participants including the

group executive, staff, employee relations and the informal leaders from the functional
areas.

The participants in organization confrontation meetings are representative of

each department, who are appointed by the organization to form into group that can be
vary from five to fifteen members.

Instruments
 The company used the work out process to identify problems. The work out is the
process in which they gathered the relevant people to discuss the important issue and
develop a clear action plan. The work- out programs has 4 goals: To improve work, to
eliminate unnecessary work, to build trust, and to engage the construction of an
organization. The managers make instant and on the spot decision making, it’s either
approve, reject or you need more data to gather and study more about it.

In organization confrontation meeting, they used groups of people, who are

appointed to represent each department who will identify problems in the organization.
Each group might have one or more member from sales, purchasing, finance,
operation, and quality assurance.

Procedures

The groups are appointed representing all departments of the organization. 1 or

2 hours to identify organization’s problems categorize problems into master list
participants are divided into problem-solving groups each group develops action plan
periodically report schedule periodic follow-up meetings.

Each group of representative should be open and honest in working hard at

identifying the problems they see in the organization, there will be no criticisms to make
for bringing up the problems, instead the problems of each group will be judge based on
the ability of each department.

1-2 hours will be given to identify each organization problem; the OD

practitioner will encourage each group for openness. When the problems are identify,
this will be categorized and this process helps to eliminate duplication and other overlap
and allows the problem to be separated according to functional or other appropriate
areas. Participants are divided into problem-solving groups each group ranks the
problems, develops a tactical action plan.

Each group reports a list of priorities and tactical plans of action to

management or to the larger group. Follow-up meetings are established to ensure that
the report problem and tactical plans on solving it are helpful for the organization.
V. Result

The 5 day GEMS session ended with individuals and the functional teams
signing close to hundred written contract to implement in the company. One important
outcome of the Work Out effort at GEMS was a decision to involve suppliers in its
internal e-mail network. Through that interaction, GEMS and a key supplier eventually
agreed to build new-product prototypes together, and their joint efforts have led to
further identification of ways to reduce costs, improve design quality, or decrease cycle
times.

The organization confrontation meeting helps mobilize the problem solving

resources of a major subsystem by identifying and confront pressing issues. Identify the
problem, set priorities and action targets.

VI. Conclusion

I therefore conclude that these three intervention. Organization confrontation

meeting, Intergroup relation and Large-group intervention, helps the organization to be
more organize and well prepared in terms of organizing their people, processes in the
company. How do leaders solve their problem? How do they solve their problem? How
do they act a plan? How they identify the problem and set priorities.
VII. References

1. Cummings & Worley © 2005 Organizational Process Approach /

https://www.slideshare.net/lindseygibsonphd/oc-6440-organization-process-approaches

2. Vidhu Arora © 2017 The Confrontation Meeting /

https://www.slideshare.net/VidhuArora2/confrontation-meeting

3. Vinod Bidwaik © 2010 Top HR Blog: Simple solutions of complex problems in

Management, Strategy, Leadership, Organization & Human Development /
http://vinodtbidwaik.blogspot.com/2010/06/confrontation-meeting.html

4. MBA Knowledge Base / https://www.mbaknol.com/modern-management-

concepts/intergroup-interventions-in-organizational-development/

5. Michael J. Arena, PhD © 2009 Understanding Large Group Intervention Processes: A

complexity theory perspective/
https://pdfs.semanticscholar.org/5a86/8760ce843e70d846c07e24d67ee965cbaee2.pdf

6. Principle of Management / https://www.cliffsnotes.com/study-guides/principles-of-

management/creating-organizational-structure/the-organizational-process

7. R. Beckhard, “The Confrontation Meeting,” Harvard Business Review 4 (1967): 149–

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