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Three Intervention Models for Organizational Development
The DO must be a dynamic, dialectical planned and continuous process from diagnostics realistic situation using strategies, methods and tools that look to optimize the interaction between people and groups to constant improvement and renewal of open systems, economic and technical changes administrative behavior, so as to increase the efficiency and health of the organization and thus ensure mutual survival and development of the company and its employees.
|At present the various social and economic changes affect the functionality of the organizations, if seen from a systemic point of view, in which changes in the organization will also influence their employees and vice versa. Everything that is part of a system will be involved in the processes that exist within it.
Changes in organizations involve a number of aspects that transform and lead to improvements in the functions and objectives. These changes include structural part of the organization, redesigning tasks, methods of work technology, and changes in skills and attitudes.
The process involves applying a model of Organizational Development (OD) to group a set of management strategies, systematized for a planned change.
There are different models of intervention in the organizational field; some focus more on the structure, other skills development for workers and others on technological changes. While each of the major changes is the carry out more comprehensive interventions that cover most or all areas of the company will lead to greater success in changing the system and compliance objectives.
There are three types of intervention models for DO, and are listed below:
1. Models of organizational development related to structural changes.
Changes are initially generated by the top management of the organization and vary according to the situation, the work environment, as well as the structure and organization that uses technology. They can be found as goal-oriented changes:
• Changes in work procedures.
• Changes in the products.
• Changes in the organization.
• Changes in the work environment.
The source mentions that organizational development and changes have to be volunteers, and with the active participation of members to promote the desired change.
2. Organizational development model associated with behavioral change.
To bring about change in the behavior of people in an organization, training in order to encourage greater participation and communication in the organization is used. The method or the most widely used in training, is the role playing.
For a real advantage, it is necessary to move the group, ie inculcate change to break paradigms and obtain positive results, thus you should seek to encourage fellowship and identification with the heads. Among the benefits you get, you can highlight the completion of conflicts, which can be transformed into collaboration also listening skills are improved.
3. Models of organizational development related to structural and behavioral.
According Reddin managers must raise awareness of the contribution they have in driving changes to improve performance, you should also be clarified who is responsible for each task to give clarity to the distribution of responsibilities. There must be high performing managers and resources commensurate with their need. Through the process of effectiveness a high level of commitment from each person develops, considering the strategic outcomes of the organization.
• The method proposed Reddin has benefits of its application are reflected in measurable impacts such as:
• Provision of an awareness of the business.
• Affirmation of progressive leadership in the market by strengthening the competitiveness and the competitive differences.
• Strategic opportunity.
• Allows senior management to clarity and control over strategic moves necessary to create the future.
Definitely organizational development models provide new strategies that will enable the achievement of organizational goals and objectives; thus provide high levels of efficiency and effectiveness processes supported in planning, organization, management control and evaluation.
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Author: Magdalena Frias
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