‘Organisation Development Interventions’

A project submitted to
University of Mumbai for partial completion of the Degree of
Bachelor of Management Studies Under the faculty of Commerce

Semester VI

Prepared By
Ms. Angela Kistu Lobo

Under Guidance of
Ms. Sophia D’Souza

Achievers College of Commerce & Management

(Night College), Kalyan (W).
Near HDFC Bank Santoshi Mata Mandir Road,
Near Joshi Baugh Malhar Nagar, Maharashtra- 421301

2023-2024

1
 ‘Organisation Development Interventions’

A project submitted to
University of Mumbai for partial completion of the Degree of Bachelor of
Management Studies Under the faculty of Commerce

Semester VI

Prepared By
Ms. Angela Kistu Lobo

Under Guidance of
Ms. Sophia D’Souza

Achievers College of Commerce & Management

(Night College), Kalyan (W).
Near HDFC Bank Santoshi Mata Mandir Road,
Near Joshi Baugh Malhar Nagar, Maharashtra- 421301

2023-2024

2
 CERTIFICATE

This is to certify that Ms. Angela Kistu Lobo has worked and duly completed her project work for the

Degree of Bachelor of Management Studies under the Faculty of Management in the subject of and her

project is entitled,

“Organisation Development Interventions” under my supervision. I further certify that the entire

work has been done by the learner under my guidance and that no part of it has been submitted

previously for any Degree or Diploma of any University. It is her own work and facts reported by her

personal findings and investigations

Ms. Sophia D’Souza.

Date of submission:

3
 DECLARATION

I, the undersigned Ms. Angela Kistu Lobo hereby declare that the work embodied in this project work titled
“Organisation Development Interventions” my own contribution to the research work carried out under
the guidance of Ms. Sophia D’ Souza is a result of my own research work and has not been previously
submitted to any other University for any other Degree Diploma to this or any Other University. Wherever
reference been made to previous works of others, it has been clearly Indicated such and included in the
bibliography, hereby her declare that all information of this document has been obtained and presented in
accordance with academic rules and ethical conduct.

ANGELA KISTU LOBO

MS. SOPHIA D’SOUZA

4
 ACKNOWLEDGMENT

To list who all have helped me is difficult because they are so numerous and the depth is so enormous.

I would like to acknowledge the following as being idealistic channels and fresh dimensions in the

completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do this project.

I would like to thank my Principal, Ms. Sophia D’Souza for providing the necessary facilities required

for completion of this project,

I take this opportunity to thank our Coordinator Ms. Sophia D’Souza, for her moral support and

guidance.

I would also like to express my sincere gratitude towards my project guide Ms. Sophia D’Souza whose

guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference books and magazines

related to my project.

Lastly. I would like to thank each and every person who directly or indirectly helped me in the completion

of the project especially My Parents and Peers who supported me throughout my project.

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 INDEX

SR. NO. CONTENT PAGE.NO.

1. EXECUTIVE SUMMARY 7

Chapter 1 Introduction to OD Interventions

2 1.1 Introduction
1.2 Intervening in Organizational Settings 8-16
Chapter 2 Company Profile
2.1 Company Overview
2.2 Job Framework
3 2.3 Task as An Intern 17-31
2.4 Challenges as An Intern
Chapter 3 Structure of Od Interventions
3.1 Od Interventions Organisational Development.
4 3.2 Management by Objectives {MBO}
3.3 Criteria for Effective Interventions 32-38
3.4 What Is Structural Interventions in OD
Chapter 4 HR Interventions
4.1 Hr Interventions
4.2 Introduction to Hr Management
4.3 Difficulties of Organizational Development 39-43
5 Intervention
4.4 Necessity of Change
4.5 Weak Leadership
4.6 What are OD Interventions

Chapter 5 OD in Industries
5.1 Od Practitioner
5.2 Emerging Trends in OD 43-55
5.3 Factors That Impact the Success of OD Interventions
6 5.4 The Eight Steps of Od Interventions
5.5 Organisational Global Setting
Chapter 6 Components in Interventions
6.1 Interventions Components
6.2 Examples of OD Interventions
7 6.3 Constant Evolution 56-61
6.4 Managing Performance
6.5 Wrapping It Up.

8 CONCLUSION 62

9 REFERENCES 63

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EXECUTIVE SUMMARY

Given the highly instrumental nature of the literature on organizational interventions, this
article explores and defines key elements of an Arti faction theory of organizational
development (OD) interventions. Four dimensions of Arti faction are distinguished:
ascription, fabrication, displacement, and reinterpretation.

This framework then serves to develop a number of propositions regarding the nature and
background of OD interventions, the ability to create alternative purposes and values, the
involvement of stakeholders in the intervention process, the deliberate incompleteness of
the intervention approach adopted, as well as its standardization and codification.

Finally, the article discusses how an Arti faction perspective on OD intervention may serve to
develop an OD science that is theoretically as well as practically significant.

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 COMPANY PROFILE
In company profile we see that services company offers to its customers. The investment
Trust of India is a group that offers numerous types of financing available in the market.
There are many companies working under the group, each company has its own special
financial service.

SWOT analysis assesses internal and external factors, as well as current and future potential.
Having core mission and vision we attract customers in need of financial aid.

Organisational visioning, empowerment, learning, and problem-solving processes, through f

an ongoing collaborative management organisational culture-with special emphasises the
consultant-facilitator role and the theory and technology of applied behavioural science,
including participant action research.

8
OD INTERVENTIONS IN INDUSTRIES

Our system thinking skills are going to be sorely needed. Our planning, conflict, creativity , largest
group interventions and many other capabilities are all needed in many quarters already .
Resources depletion and economic limits may call us to work towards greater self sufficiency.

Organizational growth and productivity depend to high on company’s capability to keep up with and
implement learning behind and adopting more impactful solutions many of which involve technological
innovations.

OD interventions refers to the range of planned programmatic activities clients and consultant participate
in the course of OD program. OD interventions is a sequence of activities action and events intended to
help an organization improves it’s performance and efficiency.

OD interventions are the program and process design to solve a specific problem. The purpose of these
interventions is to improve an organization’s efficiency and help leaders manage more effectively.

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 Chapter no. 1 Introduction to OD Interventions.

1.1 Introduction

There is an increasing concern among organizational change and development researchers with
producing knowledge that is relevant to practice

10
In this respect, Starbuck (2006) suggests that organization research should emerge from its
adolescence by engaging in applied research by means of experiments and interventions in real-
life organizations.

Hence, we may not be able to understand an organizational system without trying to develop
and change it, because the latter tend to uncover backstage realities that are critical to the
processes and outcomes involved

Organizational development (OD) refers to any practice that serves to deliberately improve
problem solving and renewal processes in organizations (see French & Bell, 1998). Intervening
in complex and dynamic organizational settings is thus essential to OD. Theories of these OD
intervention processes, however, are largely absent. In this respect, interventionoriented work
appears to have moved from academia to a number of other sites—for example, management
and human resources (HR) consulting firms—where it is viewed as more respectable and can
expect larger direct economic rewards As such, most work on intervention methods and
strategies is instrumental in nature, and is largely decoupled from mainstream organization
science

11
Why is it problematic not to have a sound theory of OD intervention? First, scholars need a
strong theoretical basis for their research, because inductive reasoning is fundamentally
incomplete . Second, practitioners in OD need a solid body of theory, grounded in research
findings, that informs and guides their efforts in increasing professional performance and
effectiveness—for example, by avoiding mistakes that other practitioners have made in the
past. In this respect, other disciplines, such as architecture and medicine, have been connecting
theory and practice much more systematically.

Moreover, compared to the medical and other disciplines, the organization (development)
discipline is almost invisible in the broader academic community as well as the society at large.
A theory of OD intervention therefore needs to be of interest to practitioners as well as scholars
looking for ways to conduct academic–practitioner projects that enhance the human, social, and
economic outcomes of interventions. To develop a preliminary theoretical framework, an art
faction perspective is adopted here.

This perspective draws on the idea that organizations are artifacts, that is, socially constructed
vehicles of meaning. Scholars cannot stand outside organizations, as dispassionate observers
trying to observe and explain interventions and other organizational phenomena

If organizational researchers wish to effectively theorize about interventions, they need to get
close to where the action is and possibly participate in these actions themselves . In particular, I
will explore the role of intervention in authentic organizational settings from the perspective of
art faction, that is, the process of creating artifacts.

1.2 Intervening in Organizational Settings

Intervention involves purposeful action by an agent to create and facilitate change in a
particular organizational setting or system . This definition acknowledges that emergent change
is also likely to occur. The combination and interference of emergent and purposefully
designed processes may or may not produce the

12
intended outcomes. Moreover, it may produce results that cannot be understood as positive or
negative outcomes, but imply new understandings and dimensions of the incumbent
organizational system.

A key characteristic of intervening in organizational settings is that experimentation in a strict

(scientific) sense is not applicable to OD practice. Opportunities for randomized and controlled
trials with intervention and non-intervention groups are rare, if not completely absent in OD.

Moreover, controlled experiments are also completely absent in management and organization
research, because it is rather difficult to create laboratory conditions that resemble in a
meaningful way those in authentic organizational settings The exceptional lab experiment that
does effectively create a highly authentic setting tends to run out of control and produce highly
unethical results.

In this article, experimentation therefore merely refers to the common-sense notion of “trying
out” an intervention before one fully commits to it. The literature on organizational intervention

13
is highly instrumental in nature and robust theories on this type of intervention are therefore not
available.

However, interventions in real-life organizations may serve to deepen and extend our
understanding of organizational processes and systems. Observes that organization researchers
put too much effort into producing and discussing meaningless findings that may obscure
discoveries that would be more useful. Hence, organizational researchers can team up with
practitioners engaging in organizational interventions .

This active engagement may enable organization researchers to make more substantial progress
and weed out unproductive lines thinking . It also serves to uncover and locate empirical material
that can motivate the construction of alternative interpretations and theories recommends that
interventions in organizational settings draw equally on three modes of research: explanation,
interpretation, and intervention. He argues that explanatory research, if used exclusively, is limited in
view of its focus on descriptions of the world as it currently is rather than on how subjects create the
patterns that they describe. Another self-limiting feature of explanatory research is that it does not
describe how the world as-is would react if it were challenged nontrivially

To be able to describe these features, interventions that challenge the status quo need to be conducted.
Moreover, strongly recommend to build a theoretical basis for interventions by Consultants and
managers.

14
Without a clinical approach, he argues, backstage realities that should inform research are not brought
into the academic debate.

Organizational systems and processes can be considered as being too complex to be completely
understood from an outsider–observer perspective. In this respect, inductive reasoning on the basis of
empirical observations is fundamentally incomplete. Moreover, Bourdieu’s work on praxeology
suggests that researchers cannot fully access organizational systems and processes—as “practices” that
are socially shared and historically produced.

Therefore, Bourdieu emphasizes “reflexivity,” the need to consider one’s relation to the research object.
Specifically, he argues that researchers should attempt to address and overcome three key biases at each
stage of the research process: a social, field, and intellectualist bias.

15
principle of insufficient reason—leading to the need to combine reason with practical experience and
improvisation.

The latter publications illustrate that collaborative intervention and reflection may provide exceptional
access to, as well as a deep understanding of, the issues that surface in the context of intervening in
complex organizational settings. The literature, however, employs the notion of intervention in a largely
instrumental manner, and therefore this notion is theoretically under developing

The following sections address this gap in the literature. In sum, intervention in organizational settings
may serve to bring (hidden) contextual dimensions into the academic debate. In this respect,
interventions resolve a fundamental limitation of explanatory and interpretive research (cf. the principle
of insufficient reason), by uncovering and describing how organizational entities respond if they are
challenged in nontrivial ways.

As such, interventions in authentic organizational settings may be essential in creating a body of

knowledge that is both practically and theoretically significant. Given that intervention is an
underdeveloped construct in the literature, the remainder of this article theorizes about organizational
interventions.

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 CHAPTER NO. 2

COMPANY PROFILE

2.1 COMPANY OVERVIEW

Aarohan Logistics is a leading logistics and supply chain company headquartered in Mumbai
since 1989. We have built our legacy with the perfect blend of our experience, professionalism,
customer excellence and modern technology to ensure service excellence in all aspects. With
our pan India warehousing and 3PL services, our ethos lies in specialising for all logistics and
supply chain management services wherein our clients enjoy a one-stop window for all their
multi-modal inventory solutions. Our dedicated CRMs ensure every transaction is treated at
priority and our service level agreement is fully honored.

We are a market leader in integrated logistics, 3PL services, warehousing and supply chain
management services and a pioneer in the Indian market. Our ever increasing list of clients is
a true testimony

17
INTRODUCTION
Aarohan Logistics is a holistic solution provider for all your logistics, warehousing and supply
chain management with pan India operations.

We leverage over 3 decades of expertise in systematic inventory management, efficient goods

handling, steady deliverables and reliable service. We offer end to end logistics and supply
management services, warehousing solutions, 3PL services pan India. We take care of your
business reach as we believe ‘we are the speed to your business’. When we take responsibility for
your logistics, rest assured your business is in the right and safest hands.

18
 We deliver on our commitments with utmost excellence!
Our ethical commitment to our clients with best service ever provided in the industry.

The owner & founder of Aarohan logistics Pvt Ltd

THE ROOTS
Founded in 1989, Aarohan Logistics Pvt. Ltd. (ALPL) is one of the best logistics companies in
Mumbai. The company is concern with Sagar Enterprises.

Sagar Enterprises has also founded S.P. Enterprises, Priya Transport & Courier Services & Aarohan
Construwell Pvt. Ltd. It was established by visionary Shri Ganesh Shankarrao Patil, in 1989.

Entrepreneurial, Pioneer and with a passion to excel, Mr. Patil provided logistics to diverse
industries from printing & stationery to lubricants to mineral water companies.

19
The Journey & Milestones
Sagar Enterprises, the parent company is backed with more than 25 years of professional
experience in the logistical & warehousing needs for various MNCs and being a reliable, extended
Carrying & Forwarding partner. Mr. Patil’s association with reliable brands like Parle Bisleri,
Veedol Lubricants, Castrol Lubricants, Tata – British Petroleum, Kingfisher Mineral Water, Voltas
Limited, Indian Oil Corp Limited speaks about his commitment to his work from the early days.

Journey as a warehouse management company started with managing the Voltas mother depot from
the year 2000. The company have been handling an inventory of 50-60 Crores with a minimal stock
audit variance for almost two decades now. Company thorough product knowledge (4500 SKU), helps
us maintain seamless operations and offer ease of business to the customer. The company warehouse
management systems are technologically updated and with our trained and dedicated team, we
work towards making every transaction seamless and hassle free.

1989
The company started printing and stationery business and quickly diversified into becoming one of the
best logistics companies for lubricant companies and mineral water brands.
2000
CnF/3PL business commenced, with Voltas as our first client – for spare parts operations.
2001
Aarohan company purchased our own warehouse in Bhiwandi which is spread over
7000 sq. ft. 2005
Scaled up with another 10,000 sq. ft. warehouse in Bhiwandi for FG operations.
2009
Entered into the business of managing Petrol pumps, with Indian Oil at Khalapur on Mumbai –
Pune Expressway.
2010
The company has achieved the second highest sales target in 5 districts of the state of Maharashtra,
viz. Mumbai, Thane, Navi Mumbai, Raigad and Pen. Another facility spanning 20000 sq. ft.
purchased in
Bhiwandi.
2011
Aarohan company started pan India transport operations from Mumbai and suburban areas.
Voltas sub-store started in Andheri, Mumbai.

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2012
Company’s first commercial vehicle purchased. We collaborated with ThyssenKrupp for local
distribution. Ex-Bhiwandi. Began Aarohan Construwell and completed the construction of a 70000
sq. ft. warehouse in Bhiwandi.
2014
Samtex Exports and Vertex Marketing come on board for 3P of toys.
2015
Company has extended the Warehouse in Bhiwandi by another 20000 sq. ft. Established Aarohan
Logistics. 2016
Johnson Controls onboards as a client for managing local and outstation transport for Mumbai,
Pune and Bengaluru.
2017
Dmart came on board, catering to 20 locations within Mumbai.
2018
Kruger Ltd and Nobel Hygiene onboard as clients, catering to almost 250 vehicles per month
which is a milestone number for the organization.
2019
Aarohan Logistics is ISO 9001:2015 certified.
2020
Voltas Beko onboards at Sanad warehouse for Factory Finished goods
2021
Accomplished Ahmedabad Metro project by executing the construction of 8 metro stations.
Extended warehouses of 1 lacs Sq.ft each at Bavla and Kadi. Amplus and Tata Solar onboards as
clients for solar module cargo.
2022
Scaled up 50000 sq.ft warehouse at Navasheva.

Headquarters:
Thane Centrum, 611 – 6th Floor Plot No. C8, Near Satkar Hotel, Opp. Raila Devi Lake, Wagle
Estate, Thane, Maharashtra 40060

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22
 Today, having catered to more than 20 industries in 3 decades, Aarohan Logistics Pvt. Ltd is another
name for professionalism and customer excellence. Company lend customer service, experience and
new age technology in order to ensure service excellence at every point in the transaction. You enjoy
a single window, multi modal logistics solution. Dedicated CRMs ensure every transaction of yours
is treated at priority. The service level agreement is fully honoured as you are assured and provided
our best services.

ALPL’s ever growing client list is a true testimony of the trust that clients place in the name. When
Aarohan is taking care of the logistics, you can rest assured of a job well done!

23
2.2 JOB FRAMEWORK

Framework of Organisational Development (OD) From Specialists' Lens. Organizational

development is a science-backed strategic function that involves aligning multiple
administrative processes and systems and directing their focus to achieve a particular goal or
overcome a specific problem.

24
Our goal is to present a basic understanding of organizational development, what it entails, and
some examples of common OD interventions and how it operates.

You will have a strong idea of what OD interventions are and the techniques that may be utilized
to increase organizational performance by the end of this blog.

In order to become adaptable, organizations should create, enhance, and consolidate strategies,
structures, and procedures. This is accomplished through organizational development, a
scientific method based on empirical research.

The varied outcomes of OD interventions can include financial performance, employee

engagement, customer satisfaction, and general change management because OD interventions
aim to increase organizational effectiveness.

Organizational Development (OD) Interventions are structured program designed to solve a

problem, thus enabling an organisation to achieve the goal. These intervention activities are
designed to improve the organization's functioning and enable managers and leaders to better
manage their team and organization cultures.

25
Goals of OD Interventions

Organization has different objectives. Increasing revenues, profit margins, market share, moral
and/or cultural values, and the organization’s overall adaptability (or agility) are just a few
examples of goals.

Increasing the organization’s competitiveness would be the main objective if there were one.

Need for Organisational Developments in Organisations

Primarily OD follows an interdisciplinary approach that draws knowledge from diverse fields
such as Psychology, Sociology, Human Resource Management, Counselling, Business, and
even Public Administration. Today a wide number of Organisations are noticing the need for
OD for effective functioning. The major reasons why OD is needed in organisations are:

1. OD major objective is to manage improvements in organizational efficiency and

effectiveness.

2. OD’s activities are planned at a holistic organization wide basic concerning all its
departments, work teams and individuals. It connects the whole organisation into a collective
entity.

3. OD understands the organisational hierarchy’s commitment, support, and participation.

Initiatives for OD are usually lead and directed by top management, and it thrives on such
participation.

4. OD involves a planned method for managing change, while also recognizing the
organisations unique environment which can impact these initiatives.

5. OD uses a collaborative approach in which all affected by change are involved in the process.
It helps educate employees about different values, attitudes, norms, and management skills
which can contribute to Organisational success.

6. OD is concerned with humanistic principles.

7. OD used a data-based method to approach Organisations.

8. OD employs systematic follow-ups to maintain changes.

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TEAM INTERVVENTIONS

Team Interventions are a part of a larger OD intervention strategy that employs a problem
solving approach to teambuilding that helps established teams identify and address obstacles
and constraints to high performance

These are likely to be more reactive than proactive, designed to address a problem that a team is
experiencing.

For example, members on a team may experience role conflict that impedes their performance, and they
may need an interventions to sort through the confusion. Team building interventions also improve the
team members’ feelings and team interactions, thereby improving relationships and trust in the entire.

The Four Different type of Team Building intervention methods are :

• Personality Based Team Building

• Activity-Based Team Building
• Skills Based Team Building
• Problem Solving Based Team Building

Team building intervention strategies help teams avoid or recover from pitfalls of internal competition,
conflict, lack of commitment, lack of responsibility and accountability and poor team results.

27
Personality Based Team Building Intervention method

Personality-Based Team Building uses a personality or psychometric questionnaire such as the

Myers-Briggs Personality Type, Insights Team Dynamics, Belbin Team Roles, Enneagram or
DISC assessments. Personality-based interventions focus on improving interpersonal skill .

The results are communicated to each team member and, in some instances, the entire team to
help members understand and appreciate their own and their teammates' personalities and
interpersonal styles. Ideally, this understanding leads to better communication and improved
team.
Members may also do role plays and participate in team building activities to relate and reflect
on their personality type and how they can effectively communicate and build good
relationships with other team members.

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29
2.3 TASK AS AN INTERN

ROLE IN ORGANISATION AS AN HR INTERN:

An HR department is an essential asset for any company. A human resources intern assists the
HR department with their work, and their role is to learn the workings of the company
effectively.

Because as I worked under the HR as an intern, I have many primary roles in organisation is
managing payment and benefits for an organization’s staff. Proper management of
compensation, time off, and insurance is what keeps employee satisfaction high.

At Aarohan logistics Pvt Ltd. we deliver excellence as a full-service digital marketing and web
services agency to clients across the globe. We provide specialized and customizable Digital
Marketing.

As an HR Intern my Roles in organization:

• Update company databases by inputting new employee records

• Screening resumes and application forms to identify prospective employees to fill
company job vacancies
• Schedule interviews with potential shortlisted candidates

• Assist the HR staff in filling employment forms and gathering market salary information
• Assist in organizing company events
• Send job offers and rejection letters to candidates
• Coordinate recruitment processes
• Respond to the HR team, employee benefits, and other Human Resources related
matters
• Data of documents
• Proper management of compensation

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2.4 CHALLENGES AS AN INTERN

As an intern, I have to work with different challenges, goals, and work cultures. While updating
our internal database with new employee information, including contact details and
employment forms the process was too long to adjust my schedule in my early days.

• Daily uploading of Attendance data

• The thing which was challenging as well as to collect everyone’s data and arrange it
properly

• Keeping track of appointment letter and resignation letter on daily basis

• Explaining the employees about the organization goals

• Ensuring the employees, physical and mental well-being

• Building the leadership within the team

• The process of keeping the best employees from leaving

• Recruiting highly skilled resources for current and future needs with diversified talents

• Find resources for training and professional development

• Lack of feedback

• Some time’s it’s also happening a misunderstanding between employees and HR

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CHAPTER NO .3

STRUCTURE OF OD INTERVENTIONS

3.1 OD Intervention Organizational Development

Interventions are planned programs designed to solve a problem which can further lead to some
form of Organisational goal achievement. Such activities are aimed at positively impacting
work functioning and encourage top management to get in touch with their teams at a personal
level.

OD interventions can be used to solve problems concerning processes, work performance, skill
and abilities, motivation to work, technology, talent selection and retention among other arenas.
There are three forms of interventions that an organization should identify and plan to
implement are the following:

• Individual: This should concern individual employees.

• Group: This should concern work teams.
• Organization: This concerns the whole organisation - its policies, way of functioning
and culture.

The first is to find what is the issue and for it, which kind of intervention is most suitable. Once
identified an action plan is strategically made.

32
 The process of OD is defined below:

1. Establishing need for intervention: In this first step, the organisation is entered, and
using a number of methods such as interviews, group discussion and surveys it is ascertained
is any problem is present which requires management.

2. Establishing cause and identifying intervention: After the issue is identifying, the causal
factors and maintaining factors of the issue are found. With careful consideration to such casual
and maintenance factors, a suitable intervention is sought.

3. Planning the intervention: Here, different techniques are planned to address the casual
and maintenance factors of the issue.

4. Implementing intervention: A focused group including member of top management and

various stakeholders are made to guide the change process. This usually follows a topdown
approach.

5. Evaluation: This is the process of checking if the program managed to meet the goals it
was originally intended to meet. If not, the program is re-designed.

3.2 Management by Objective (MBO)

Management by Objective can be understood as an approach in which strategically planned

objectives are used to impact managerial performance and effectiveness positively. These
objectives are used as guiding mechanisms to direct, check and measure the impact of
interventions. However, it’s not only limited to studying performance appraisal and gives a
framework to study management decisions. The emphasis resides on improving interventions
to promote good results which focusing on the objectives as well as the process. The objectives
vary with the managerial level they are intended to serve. A significant feature is that these
objectives are based on each organisation’s unique culture and goals. MBO allows for distant,
unclear goals to be made into achievable, specific interventions leading to wide success of this

33
technique. Major emphasis includes planned activities, objectives made of selected employees
and groups, participatory approach, and use of review and feedback system.

Management by Objective as an Intervention

By using interventions based on MBO principles, organisations and its employees can gain
greater role clarity, increased job satisfaction, and a means of measuring job performance.
When objectives are collectively decided and specified, employees know what they need to
achieve and can easily plan their actions towards this. Role and goal clarity leads to proper
utilisation of resources that the organisation offers with minimal wastage. With regular
feedback and measurement of performance against objectives, employees can develop skills
suited for the job and become more efficient.
These can also positively impact motivation to work, job satisfaction and weed out
nonperformers. Job satisfaction results from knowing that you have done a job well as well as
the positive feedback approval you get for it. MBO advocates that participation by employees
in an organisation can contribute to greater motivation. Employees across top to bottom of the
organisation can discuss their roles, issues and competencies, and what they want to achieve
leading to increased formation of a collaborative relationship based on trust. One of the major
advantages is that it provides an objective basis for reviewing performance based on meeting
goals.

This approach gives major emphasis on managerial effectiveness as a core value for the
development of the entire organisation. Secondly, with its focus on objectives, it improves
concentration and clarity in effort. The periodic reviewing system can also help identify
potential for advancing skills of workers. Finally, MBO creates many points of accountabilities
by dividing power and roles. Thus, it leads to decentralisation in terms of setting goals and
achieving objectives.

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3.3 CRITERIA FOR EFFECTIVE INTERVENTIONS

1. The Extent to Which it (the Intervention) fits the needs of the organization, Dx -> Rx

2. The degree to which it is based on causal knowledge of intended outcomes

3. The extent to which the OD intervention transfers change-management competence to

organization members.

35
3.4 Structural interventions in OD

STRUCTURAL INTERVENTIONS. It is called as techno structural interventions. This class

of interventions includes changes in how the overall work of an organization is divided into
units, who reports to whom, methods of control, the arrangement of equipment and people,
work flow arrangements and changes in communications and authority.

1. Socio Technical System: is largely associated with experiments attempted to create

better fit among the technology, structure and social interactions of a particular production unit.
Premises of
Sociotechnical System (1) Effective work system must jointly optimize the relationship
between their social and technical parts.
(2) Such system must effectively manage the boundary separating and relating them to the
environment. This system tends to feature the formation of autonomous work group, the
grouping of core tasks so that a team has major unit of total work to be accomplished, the
training of group members in multiple skills, delegation to the work group of many aspects of
how the work gets done, and the availability of great deal of information and feedback to work
groups for self-regulation of productivity and quality.

36
2. Self-managed teams: A self-managed team has total responsibility for its defined remit.
That remit might be a specific project. A self-managed team thrives on interacting skill sets, on
shared motivation and shared leadership.

The team is autonomous and its members are responsible to no one but each other. The team’s
accountability is based on team’s result and not on the performance of its members.

A self-managed team is not just a group of people working together but also a genuine
collaboration. It is measured by its results, not the performance of its individual member.
Selfmanaged teams:
• Are more independent than other types of teams.
• Help to flatten organizational structure.
• Eliminate intermediate levels of responsibility and removes the requirement for middle
management.
• Favour natural leaders.

3. Work redesign: OD approach to work redesign based on a theoretical model of what job
characteristics lead to the psychological states that produce what they call "higher internal work
motivation." Organization analyses jobs using the five core job characteristics - i.e., skill
variety, task identity, task significance, autonomy and feedback from the job.

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Skill variety Related to experienced Task identity meaningfulness of the work Task significance
Job autonomy –
Related to experienced responsibility for the outcome of the work Feedback - related to
psychological state of knowledge of the result of the work activities.

The outcome of these job characteristics is:

High work motivation
High satisfaction
High work effectiveness.

CHAPTER NO. 4 HR INTERVENTIONS

4.1 HR Interventions

While organizational development is not the same thing as a human resource department, the
two do work together. Issues may be identified within an organization with regard to “talent
development,” performance management, child care and even diversity that require the
development of an intervention strategy using the HR department.

Diversity is a major cultural, and so industrial, topic today. Things such as gender, sexual
identification, age, race, disabilities and even culture enter the business arena and impact the
ability.

Another intervention is in the area of employee wellness. This involves promoting active
lifestyles and stress management among other health issues for employees and other
organization members.

All of these interventions may be seen through one of three lenses. They can affect
transformational change, which means the organization is completely “rewired.” They can also

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be continuous change in which gradual transformation and adaptation are woven into the fabric
of the organization through policies and culture. The last lens is trans organizational change in
which adaptations occur through mergers, acquisitions or networking.

4.2 Introduction to Human Resources Management

Human Resource Management includes the vital tasks of recruiting, screening, interviewing,
training, appraising, disciplining, rewarding, and developing the employee—both for business
and non-profit enterprises. Since all managers have HR responsibilities, it is important that they
have an understanding of the key concepts of this increasingly important function, especially
since many decisions they make about employees have possible legal ramifications. This
introductory-level course draws on material from Harvard Business School professor D. Quinn
Mills' book, Principles of Human Resource Management.

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4.3 Difficulties of Organizational Development Interventions

Change, for the better or worse, is always difficult. That is because it is not a passive issue. It
requires work. An article in the Harvard Business Review says there is also an attitude in the
business culture that most attempts to create organizational change fail. This myth comes from
a book written in 1993 called Reengineering the Corporation. In that book, authors Michael
Hammer and James Campy make the assertion that 50-to-70 percent of organizations that
attempt change fail. They included the disclaimer that the statistics were an “unscientific
estimate.” The damage had been done, however, and the statistics were repeated again and
again as fact. The 50 percent was dropped and the remaining suggestion was that 70 percent of
business transformations are doomed to fail. So, one prevailing factor in the failure of
organizational development procedures is the assumption that they won’t work anyway.

A recent study found that 1/3 of managers who had attempted change initiatives in their
companies said that the interventions were a total success. Another third said the project was
mostly successful. The remaining third replied that their initiatives were only partially
successful or failed completely.

4.4 Necessity of Change

Probably the greatest hurdle that those wanting to affect change in business must leap is that
managers and company officers don’t make the case for why it is necessary. They simply
announce unilaterally that change will happen. Plus, they make that announcement in language
that is full of statistics and facts to which others may not relate. For lasting change to occur,

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however, everybody must buy into the concept. That means there has to be “something to
sweeten the pot” for all players. The use of fear is a common, but not really effective motivator.
The best incentive for people to want change to see how that change will make life better for
them, for instance building their careers and creating a better work environment.

Lack of Resources

Another difficulty is that organizations lack the resources to implement change. The
management assumes that change will be immediate (which it won’t) and that it won’t be a
costly endeavour (which it will). Change is a long-term process that requires that interventions
be tried, tested, tweaked and reapplied many times. That costs money and takes time that many
organizations just don’t have.

Lack of Planning

Sometimes failure comes because of lack of planning. The people instituting the change are so
focused on getting it accomplished that they do not spend the necessary time in identifying
issues, designing interventions, setting goals and creating timelines. There is no foundation
built upon which the interventions may rest, and so the project crumbles.
System Investment Instead of People Investment

Although implementing new systems or technology may be a big part of an intervention,

managers sometimes forget that there are people issues as well. Employees must be trained and
supported in their utilization of the technology.

4.5 Weak Leadership

Affecting change, from recognizing problems, identifying the issues, designing interventions
and implementing them and assessing their success are all things that require strong leadership
skills. Often called “soft skills,” the ability to communicate and work with individuals and
groups of people as well as motivate and inspire cooperation are vital tools to a leader. Strong
leaders are visionaries who can translate dreams into actions.

Organizational Development Intervention Specialists

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Although change and adaptation may be instituted in an organization by its leadership, that
leadership must have the knowledge and skills to drive it. When a third-party consultant is
brought in, who is that individual or group? The Bureau of Labour Statistics lists organizational
development consultants as “training and development managers.” The projected job growth
for the field is seven percent, which is faster than average. Consultants can enter the field with
an undergraduate degree and work experience, but supervisory or independent consultant work
requires a master’s degree in psychology, business administration or a like field with
concentrations in organizational development, human resources management or other related
areas.
Many of these professionals also acquire certifications through associations such as The
International Society for Performance Improvement, The Association for Talent Development
and the society for the human resource management. The median salary for a training and
development manager.

Because of the overall success of this type of process, organizational development interventions
are likely to continue to be fairly widely utilized.
4.6 OD Interventions

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In order to become adaptable, organizations should create, enhance, and consolidate strategies,
structures, and procedures. This is accomplished through organizational development, a
scientific method based on empirical research.

The varied outcomes of OD interventions can include financial performance, employee

engagement, customer satisfaction, and general change management because OD interventions

aim to increase organizational effectiveness.

CHAPTER NO. 5 OD IN INDUSTRIES

5.1 OD PRACTITIONERS

In the simplest terms, Organisational Development is something which enables people to

change systems and culture in businesses. An organization development practitioner applies

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behavioural science to issues within organisations and systems to align capability and strategy,

intervening in systems so that people can better work together to achieve their goals.

Organisations can be striving for change but traditional top-down approaches rarely trigger

sustainable change in working methods, culture and personal effectiveness. OD addresses this

issue, backed by behavioural science, and human values.

More specifically, OD creates a continuous cycle of improvement, from strategy through

implementation, evaluation and further change, increases communication at all levels of an

organisation, increases innovation and increases profit.

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We’re on a mission to be the most relevant Organization Development organization in Egypt.
We help individuals to improve their leadership talent, strategic thinking and organizational
culture. OD Practitioners (ODP) has executive education programs that are consistently ranked
among the best between Human Resources world. Everything we do is depended on scientific
background by some of the best professional & academic trainers in the HR field.

The OD Practitioners (ODP) is a comprehensive and authoritative learning organization

supporting the broad OD Practitioners specially and Human Resources Professionals
Community Generally across foundational education, career expertise, and professional
development.

Approach
More than a training centre; OD Practitioners “ODP” is a regional organization for the
significant programs to learn, invest in the OD people. We’re unique because we’re embedded
business.
We believe everything we do should deliver real results to individuals and organizations. We
take time to understand your needs and tailor our programs to suit you. Our programs are led
by business leaders, not just academics, who understand the reality of business, not just the
theory.

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Through our immersive approach to learning, you’ll be challenged, encouraged and inspired.

Values

1.Empowerment
we are providing our team with the resources, authority, opportunity, and motivation to do their
work, as well as holding them accountable for their actions, will make employees happier and
more proficient.

2. Passion
We are a team that is passionate and enthusiastic towards continuous learning, to enhance a
excellence leaders in organization development

3. Learning Excellence
We strive for a global reputation of excellence to be realized through learning, adherence to the
highest academic standards in learning, and best practices, ongoing professional development
of all OD professional’s community.

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4. Partnership
We always work hard to build a strategic alliance regional & global with OD institutes to build
strong relationships with them to offer best learning experience with best quality.

5.2 EMERGING TRENDS IN OD

The World Economic Forum predicts that AI and automation will create 97 million jobs by
2025. The acceleration of digital transformation across multiple industries will create new
business models and ways of working, while also changing many employees' jobs .

What are the four trends shaping the future of OD?

These four trends include:

(1) A shift to platform over products,

(2) A shift to digital over mechanical,
(3) A shift to in sights over data, and
(4) A shift to talent over employees.

This takes us to the fastest emerging trend in organisational development and that is experience.

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If you and your organisation are still working on Information Age problems with Information
Age thinking, know that you are lagging way behind and you may soon find yourselves
becoming redundant. This, in my opinion, is the number 1 emerging trend in OD today.

Since the start of the Experience Age, much has changed in the way we live, communicate,
learn, earn, develop, share, and support.

Okay, let’s face it. Almost everything has changed. If we have been on that trajectory for the
past 6 years, then, the pandemic put us on a train travelling faster than the speed of light.

Organizational development (OD) and behaviour (OB) are interrelated fields that focus on
improving the performance, culture, and well-being of individuals, teams, and organizations.
In a rapidly changing and competitive environment, OD and OB practitioners need to keep up
with the latest trends and innovations that can help them create positive change and achieve
strategic goals. In this article, we will explore some of the emerging trends and innovations in
OD and OB, and how they can benefit your organization.

“Emerging Trends in Organizational Development and Change” authored by Dr. Swati A.

Vispute discusses that organizations today are frazzled in an era of VUCA – Volatile, Uncertain,
Complex and Ambiguous environment. The paper further discusses that OD practitioners must

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continue to develop the competencies needed to accurately assess the current and future needs
of organizations that promote effective organization change, adaptability, and sustainability on
three levels – organization, team and individual. The paper focusses on the emerging trends
that are impacting working of organizations.

Emerging Employment Relationship Changing trends in organizations in recent years have

made it crucial for managers to consider some of the emerging employee relation issues which
can affect employers in the coming decade. A major employment shift is the increasing
percentage of the workforce in contingent work. It includes the jobs in which an individual
does not have a long-term explicit or implicit employment contract, or wherein the minimum
working hours vary in a non-systematic way. Another dramatic change in the employment
relationship is telecommuting. Also known as teleworking, this gives the employee flexibility
to work from home or another location away from the office.

Telecommuting poses a number of organizational behaviour challenges. Employers who

previously evaluated employees based on the number of hours they were physically present at
the workplace (face-time), need to develop outcome-based measures of performance.
Employees need to manage themselves through self-leadership due to absence of direct
supervision. They also need to adjust to lack of political networking and increased isolation.
As telecommuting increases, the number of virtual teams or cross-functional groups also
increases. Thus, employees must learn how to get work done through these teams operating
across space, time, and organizational boundaries with members communicating primarily
through electronic technologies. Implications on Organizational Behaviour The employer
employee relationship has undergone a major transformation in the modern era. A participative
style of leadership is welcomed wherein employees are also involved in the decision-making
process. This includes lower-level employees as well so as to ensure an upward communication
of thoughts and ideas. Flexible working hours and increased authority motivates employees to
perform their best. Understanding all these changes and the issues arising out of it will help
management to better plan and respond to changes in the workplace.

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5.3 FACTORS THAT IMPACT THE SUCCESS OF OD
INTERVENTIONS

Factors relating to Change Situation:

1. Readiness for Change

2. Capability to Change

3. Cultural Context

4. Capabilities of the Change Agent (OD Consultant).

Arti faction Perspective

Organization researchers have adopted the notion of artifacts predominantly to study tangible
artifacts—such as symbols, logos, dress codes, business cards, product prototypes, drawings,
and meeting rooms (e.g., Carlie, 2002; Rafaeli & Pratt, 2006; Tsang & Szczypula, 2006).
However, an artifact can also be viewed more broadly, as any tangible or intangible (e.g.,
cognitive, social, or cultural) “fact” created by human beings.

This implies that products, services, organizational structures, organizational identities,

business strategies, multiuser networks, management tools, projects, and discourses can all be
conceived as artifacts. Each of these examples can be “objects” of attempts to design and create.
Artifacts can thus be defined as socially constructed vehicles of functional and social meaning
Given our interest in intervention, this section draws on the notion of art faction, defined here
as the process of creating artifacts.

Evidently, this definition of artifact(ion) is very broad. In this article, I thus employ the notion
of art faction merely as a so-called “sensitizing concept.” A sensitizing concept serves to
demarcate the domain of observation in terms of specific behaviours and processes (cf.
interventions as socially constructed processes loaded with functional and social meanings). As
such, this sensitizing concept serves to develop more specific empirical constructs that then put
“flesh to the bones” of this concept . Beckman suggests that art faction involves four elementary
modes of art faction: fabrication, displacement, reinterpretation, and ascription These modes can
be illustrated in terms of a well-known artifact: office dress.

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Organizational Development Interventions

Organizations such as businesses and foundations are somewhat like living organisms. Just as
living creatures have respiratory systems, digestive systems and reproductive systems,
organizations have management, supply chains, employee development and other aspects of
successful function. Like living creatures, organizations must adapt to changing environments
to work well. Sometimes this adaptation is a natural process, but usually symptoms manifest, a
diagnosis is made, treatments are implemented and the condition or progress of the organization
is monitored.

That process is called organizational development. It is a concept that has been around for some
time, but the globalization of both the economy and culture has increased the pace at which
change must occur, and also the kind of changes that are necessary.

Goals of Organizational Development Interventions:

All organizations exist to reach certain goals. That may be competitiveness in the market,
realizing an employee-friendly workplace or even increasing fundraiser effectiveness. The goal
of organizational development is to help organizations meet their goals. In terms of business,
these goals could be improving how the business performs financially, increasing consumer

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and/or employee satisfaction, building better engagement of the employees, management and
stakeholders or simply adapting to global market requirements.
The outcome of interventions is hopefully the identification and promotion of unique resources,
competencies, products and cultures that will help organizations stand out and maximize their
strategies.

Organizational development interventions stem from the study of organizational development

itself. In basic terms, org development interventions are structured actions or activities that are
designed to improve an overall organizational system or task performance. Broadly speaking,
there are three primary elements of a comprehensive intervention process:

 Assess information

 Process new strategies

 Integrate new approaches

Beyond this of primary elements, there are eight steps associated with the intervention process.

5.3 The Eight Steps for Organizational Development Intervention

There are eight steps at the heart of reaching the objectives of org development intervention,
according to the Houston chronicle. These steps are:

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  Entry Signals

 Purpose

 Assessment

 Action Plan

 Intervention

 Evaluation

 Adoption

 Separation

Entry Signals

In many ways, what are known as early signals are precursors with the organizational
development intervention process itself. Early signals refer to the flags that an organizational
leader sees, both inside and outside of the organization itself. These flags or early signals cause
organizational leaders to start contemplating the necessity for change. An external flag could
be witnessing a competitor developing some sort of innovative solution. An internal one could
be an influx of negative feedback on the services or products of a business.

Purpose

At the purpose step, the core issues are identified and defined. At this stage, an outside change
agent may be brought on board to oversee the organizational development intervention process
itself. A third-party change agent typically investigates issues and gathers information. The
objective is to develop a purposeful strategy to make changes through the intervention process.

Assessment

During the assessment phase of the intervention process, data previously gathered is
summarized and presented to the organization’s key stakeholders. In this way, stakeholders are
aware of the issues and have ownership when it comes to the comprehensive intervention
process itself.

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 Action Plan

At the conclusion of the assessment stage, management, other leaders, and stakeholders develop
an action plan to address identified problems or issues. The action plan sets include everything
from the establishment of milestones to identifying specific team members who will undertake
certain roles and tasks.

o Adoption

After the evaluation is completed, a determination is made by the organization as to whether

the changes that arose during the intervention will be a new and permanent part of the
organization’s policy.

o Separation

Separation occurs when policies and changes derived from the intervention process are
implemented. In addition, this is the phase when any third-party agent departs.

5.4 ORGANISATIONS GLOBAL SETTING

Organizations cannot survive and flourish for a very long time without some basic goals. Goals
give an organization a purpose and direction to move towards the entire year.

Three Levels of Organizational Priorities

Purpose—a broad, general statement that tells why your organization exists; it usually doesn't
change from year to year and is often the first statement in your constitution.
Goals—statements describing what your organization wishes to accomplish, stemming from
your purpose. Goals are the ends toward which your efforts will be directed and often change
from term to term or year to year, depending on the nature of the group.
Objectives—descriptions of exactly what is to be done, derived from the goals. They are clear,
specific statements of measurable tasks that will be accomplished as steps toward reaching your
goals. They are short term and have deadlines.

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Steps for Setting Goals
1. Brainstorm goals as a group. (People support what they create, and will accept
responsibility more easily.)

2. Choose from the brainstormed list those you want to attend to.
3. Prioritize as a group.
4. Determine objectives and plans of action for each goal. Be specific and include
deadlines.
5. Move into action. Follow through.
6. Continually evaluate your progress.
7. Be flexible; allow your objectives to change to meet your new circumstances.

Here's a tip that might help: Make your goals VISIBLE!!

• Post them
• Give a copy to every member
• Discuss them at meetings—put them on the agenda
• Put them in newsletters and materials you send out

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CHAPTER NO .6 COMPONENTS IN INTERVENTIONS

6.1 Intervention Components

Intervention components may be drawn from the content of an intervention; features that
promote engagement, adherence, or compliance; steps to improve fidelity; or aspects of
implementation or dissemination.

The core components of intervention

Core components, cast as principles, inform the specification of contextual aspects of the
interventions (e.g., interventions occur in schools or communities, parent and community
involvement, interventions occur in families' homes), structural elements (e.g., a low
adult/child ratio, the required number and sequence in this section, we briefly review three
examples that illustrate the variety in the objectives of component screening experiments and
the intervention components examined.

When the objective of a component screening experiment is to select intervention content,

intervention components typically are based on translation of basic or applied scientific
findings. For example,

 Baker and Collins. described an application of MOST aimed at optimization of a

primarycare-clinic-based smoking cessation intervention developed around a phase-based
model of smoking cessation.

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 Three of the six candidate components pertained to the precession phase of the smoking
cessation process, which was defined as the 3 weeks prior to the quit day.

 These components were nicotine patch, nicotine gum, and (precession) in-person
counselling.

 Two more components pertained to the cessation phase, defined as the quit day to 2 weeks
post quit.

 These were (cessation) in-person counselling and telephone counselling.

 The final component pertained to the duration of nicotine replacement therapy during the
maintenance phase, defined as 2 weeks post quit to 6 months post quit.

 6.2 Examples of OD Interventions

When carried out correctly, OD interventions help organizations accomplish their goals,
facilitating management, and enhancing overall operations.

As previously mentioned, there are four major categories of OD interventions: human process
interventions, techno-structural interventions, human resource management interventions, and
strategic change interventions.

Now let’s look at some examples of OD interventions from each of the categories.

1. Technostructural Interventions
There can be no doubt that technology plays a significant role in business. To increase their
competitive advantage and stimulate growth, businesses all over the world rely on
technological innovations.

Technostructural interventions focus on strengthening organizational performance and

employee productivity by focusing on technology and the organizational structure.

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Quality Management at its Best
Continuous process improvement, lean, and six sigma are other names for total quality
management. It is a strategy that prioritizes customer satisfaction to enhance quality and
performance. To do this, there is a heavy emphasis on full employee engagement in an ongoing
product, process, and workplace culture improvement.
One of the best-known companies that utilize TQM is Ford Motor Company. They envisioned
greater product development, a more stable environment, efficient management, and increased
revenue.

The DMAIC (Define, Measure, Analyse, Improve, and Control) process was implemented by
Art Hyde, Ford’s then-chief engineer, to find specific problems before it was presented to the
consumers.

Work Planning
The outcomes of an organization are influenced by its work design, with well-designed work
promoting increased productivity and financial development. Moreover, it can impact how an
employee feels about their job, including whether they are inspired, involved, bored, or stressed
out at work.

Sometimes a redesign is necessary for a company to accomplish its goals. The technological
and structural interventions are used in this scenario. Redesigning a task, however, doesn’t
always include modifying how things are done throughout the entire organization.

Instead, simple adjustments to how work is done or how employees interact with one another
can have a big impact on the organization’s bottom line and the employees who work there.

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2. Human Process Interventions
The earliest and best-known OD intervention types concerning the interpersonal, group, and

organizational dynamics are human process interventions.

While focusing on enhancing employee performance, organizational development strategy

should not be confused with human resource development.

While human process interventions concentrate on improving organizational effectiveness,

HR development is much more concerned with the personal development of the employee.
Individual Interventions
These interventions are targeted at the specific employee and frequently concentrate on
enhancing interpersonal communication. The goal of this intervention is to help the person
understand their feelings, motivations, and behaviours as well as those of others.

The employee may receive help in determining their professional requirements, establishing
complimentary career objectives, and resolving conflicts.

Forming A Team
One of the most well-known organizational growth strategies is team- building . It refers to
initiatives that help teams in enhancing their performance, communication, and employee
engagement.

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Interventions in Intergroup Relations
Inter-group interventions are used in OD interventions to promote efficiency and cooperation
among a few teams within an organization in achieving a common objective.

These interventions typically occur in larger organizations when competing departments are
competing just for a few resources or when departments are not aware of one another’s
requirements.

3. Strategic change interventions

Strategic change interventions are measuring a company decides to shift to a new
organizational structure and mode of operation to establish a competitive edge.
Organizational development plays an important role in implementing these changes.

6.3 Constant evolution

This intervention encourages businesses to make minor, ongoing improvements. The most
popular example of ongoing transformation is a learning organization.

Businesses that shift away from a top-down hierarchical structure to a learning model are more
likely to cooperate, take risks, and grow as well as become more competitive in the constantly
developing workplace.

Moreover, rather than punishing errors and mistakes, this methodology focuses on
experimentation and learning from them.

A Trans organizational transformation

Interventions involving two or more organizations are referred to as trans organizational
transformation. This can take the shape of business collaboration to accomplish goals as well
as mergers and acquisitions.

Allied businesses can be a successful approach to increase brand recognition and expand into
new areas without undertaking all the risks.

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Interventions in Human Resource Management
Through strengthening team members’ engagement, performance, and flexibility, human
resource management initiatives aim to boost an organization’s effectiveness and efficiency.
Methods that concentrate on managing the individual are primarily used to achieve this.

Diversity interventions
A corporation that values diversity in the workplace hires individuals of diverse color, ethnicity,
age, religion, gender, physical abilities, sexual orientations, and other qualities.

OD intervention techniques aim to boost diversity in businesses since it promotes creativity,

productivity, and increased revenue.

6.4 Managing performance

Companies utilize performance management (reviews) to support, among other things,
employee training, career development, salary decisions, and promotions.

In general, the performance management process includes developing clear expectations for
each employee and providing constant formal and informal feedback.

6.5 Wrapping It Up
You must adapt your strategy to your company’s needs and apply appropriate OD interventions
as a result if you want to achieve long-lasting change within your
organization. If so, you’re moving in the correct direction for prolonged organizational success.

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CONCULSION:

Organizational interventions are very important in the corporate world because they help the
corporations keep the performance high.
Strategic planning is an organizational intervention that addresses the issue of how to best
achieve the objectives or goals while organizational culture addresses the issue of boundaries
and guide lines for the members of the organization. Strategic plan lays down the rules of
playing the game while culture fuels the spirit on how the game is be played.
In order to do so effectively, they must be able to develop people within their organization and
be authentic while doing so, they must understand that the organization works as a system and
consider how the people, processes, structures and policies can be utilized to maximize the
assets at their disposal.
Organizations can function within a number of different structures, each possessing distinct
advantages and disadvantages. Some organizational models are better equipped for particular
environments and tasks.
An intern can learn well-rounded learning experience in various aspects of logistics and supply
chain management, preparing you for a successful career in the field.
During the black Book project I have learnt a wide range of skills and gain valuable experiences
that contribute to their academic and professional development.

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REFERENCES.

Bibliography

• Various Books & Magazine of the company

• Internet Explorer
• Bhavana Chauhan – Organisational Development

Webliography
For successfully completing my project I have taken help from the following websites
links: -
• htt://www.aihr.com
• https://http://www.aarohanlogistics.com/
• https://studylib.net
• www.wikipedia.com

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THANK YOU

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