Individual OD interventions

Prepared By

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Manu Melwin JoyAssistant Professor

Ilahia School of Management Studies

Kerala, India.Phone – 9744551114

Mail – manu_melwinjoy@yahoo.com

T groups

• A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.

• They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.

Value clarification

• Value clarification consists of "helping people clarify what their lives are for and what is worth working for.

• It encourages students to define their own values and to understand others' values.

Training and development• Training: This activity is both

focused upon, and evaluated against, the job that an individual currently holds.

• Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

• Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate

Job design• Job design (also referred to as work

design or task design) is the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder.

• Its principles are geared towards how the nature of a person's job affects their attitudes and behavior at work, particularly relating to characteristics such as skill variety and autonomy.

• The aim of a job design is to improve job satisfaction, to improve through-put, to improve quality and to reduce employee problems (e.g., grievances, absenteeism).

Job description• A job description is a list that a person

might use for general tasks, or functions, and responsibilities of a position.

• It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range.

• Job descriptions are usually narrative, but some may instead comprise a simple list of competencies; for instance, strategic Human resource planning methodologies may be used to develop a competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.

Leadership development

• Leadership development refers to any activity that enhances the quality of leadership within an individual or organization.

• These activities have ranged from MBA style programs offered at university business schools to action learning, high-ropes courses and executive retreats.

Coaching

• Coaching is training or development in which a person called a "coach" supports a learner in achieving a specific personal or professional goal. The learner is sometimes called a "coachee".

Conflict Management

• Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict.

• The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting.

• Properly managed conflict can improve group outcomes.

Mentoring

• Mentorship is a personal developmental relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person.

• The mentor may be older or younger, but have a certain area of expertise.

360 degree feedback

• It is feedback that comes from members of an employee's immediate work circle.

• Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation.

360 degree feedback

• It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders.

• It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.

Action Learning

• Action learning is an approach to solving real problems that involves taking action and reflecting upon the results.

• The learning that results helps improve the problem-solving process as well as the solutions the team develops.

Responsibility charting

• describes the participation by various roles in completing tasks or deliverables for a or business processes.

• It is especially useful in clarifying roles and responsibilities in cross-functional/ departmental projects and processes