Professional Documents
Culture Documents
UGM
Argyris (1970)
To intervene is to enter into an ongoing system of
relationships, to come between or among persons,
groups, or objects for the purpose of helping them.
There is an important implicit asumption in the
definition that should be made explicit: the system
exists independently of the intervenors.
So:
PSI
UGM
Maturity
Gr
ow
th
De
cl
in
n
atio
m
r
Fo
1.Entrepreneurial
stage:
Ambiguous
goals
High
creativity
2.Collectivity
Stage:
Informal
communicati
on and
structure
High
commitment
3.Formalizationand-control
stage:
4.Elaboration-ofstucture stage:
Formaliztion
of rules
More
complex
structure
Stable
structure
Decentralizat
ion
Emphasis of
efficiency
Diversified
markets
5.Decline stage:
High employee
turnover
Increased
conflict
centralization
PSI
UGM
Mature
(efficient,
effective)
Possible
failure
Immature
(inefficient,
ineffective)
Possible
Possible failure
failure
Storming
Forming
Performing
Norming
Adjourning
PSI
UGM
2.
3.
PSI
UGM
Transistion
State
Future
State
PSI
UGM
PSI
UGM
People
Never Do
Exactly As We
Plan
Change,
Afterall,
Affect Us All
Emotionally
PSI
UGM
People
Never Do
Exactly As We
Plan
Change,
Afterall,
Affect Us All
Emotionally
PSI
UGM
Maslow (1965)
differentiates
between:
Grumbles:
complaints
about
relatively
small matters
Metagrumbles:
complaints
about broader
organizational
concerns,
beyond an
individual
matter
PSI
UGM
Planning
Phase
GENERATE
NEED
DETERMINE
FUTURE
STATE
ADDRESS
ORGANIZATIO
NAL POWER
ANDPOLITICAL
DYNAMICS
Managing
Phase
DISENGAGE FROM
PAST (AND
COMMUNICATE
WHAT WILL NOT
CHANGE)
ORGANIZE
TRANSITION
MANAGEMENT
TEAMS
INVOLVE
ORGANIZATIONAL
MEMBERS
USE MULTIPLE
LEVERS
PROVIDE FEEDBACK
CREATE SYMBOLS,
Stabilizing
Phase
UTILIZE REWARD
SYSTEM
DEPLOY
GUARDIANS OF
THE NEW WAY
PSI
UGM
Diagnosis
Design and
Implementation
Of intervention
Alternative
Intervention
Implementation
Evaluation
Institutionalization
PSI
UGM
PSI
Evaluation
UGM
- Experimental
- Non-experimental
PSI
Institutionalization
UGM
PSI
UGM
Types Of Interventions
HUMAN PROCESS
TECHNOSTRUCTURAL
HUMAN RESOURCE MANAGEMENT
STRATEGIC
PSI
UGM
FUTURE/STRATEGIC FOCUS
MANAGEMENT OF STRATEGIC
HUMAN RESOURCES
MANAGEMENT OF
TRANSFORMATION
AND CHANGE
PROCESS
PEOPLE
MANAGEMENT OF
ORGANIZATION
INFRASTRUCTURE
MANAGEMENT OF
EMPLOYEE
CONTRIBUTION
DAY-TO-DAY/OPERATIONAL FOCUS
PSI
UGM
GROUP
ORGANIZATION
INTERVENTIONS
COACHING AND
TRAINING
PROCESS
CONSULTATION
THIRD-PARTY
INTERVENTION
TEAM BUILDING
ORGANIZATION
CONFRONTATION
MEETING
INTERGROUP
RELATIONS
LARGE-GROUP
INTERVENTIONS
X
X
X
X
X
X
PSI
UGM
GROUP
ORGANIZATION
INTERVENTIONS
STRUCTURAL
DESIGN
DOWNSIZING
X
X
REENGINEERING
PARALLEL
STRUCTURE
HIGHINVOLVEMENT
ORGANIZATIONS
TOTAL QUALITY
MANAGEMENT
WORK DESIGN
PSI
UGM
GROUP
GOAL SETTING
PERFORMANCE
APPRAISAL
REWARD SYSTEMS
CAREER
PLANNING AND
DEVELOPMENT
MANAGING
WORKFORCE
DIVERSITY
EMPLOYEE
WELLNESS
ORGANIZATION
INTERVENTIONS
PSI
UGM
GROUP
ORGANIZATION
INTERVENTIONS
INTEGRATED
STRATEGIC
CHANGE
MERGERS AND
ACQUISITIONS
INTEGRATION
ALLIANCES
NETWORKS
CULTURE
CHANGE
SELF-DESIGNING
ORGANIZATIONS
ORG. LEARNING &
KNOWLEDGE MGT.
PSI
UGM
SOME ILLUSTRATIONS OF
INTERVENTIONS
PSI
UGM
OVERALL PROFITS,
PRODUCTIVITY,
QUALITY OF WORK LIFE
HR BEHAVIOR:
-CORE BEHAVIOR
--SITUATION-SPECIFIC BEHAVIOR
HR FUNCTIONS
HR PROFESSIONAL WITH
STRATEGIC COMPETENCIES
BEYOND TECHNICAL ACTIVITIES
COMPETENCIES, MOTIVATIONS,
AND HIGH PERFORMANCE
ASSOCIATED BEHAVIOR
THAT LINKED TO ORGANIZATION
STRATEGY
HR SYSTEM
POLICIES AND PRACTICES
ARE ALIGNED IN HIGH
PERFORMANCE WORK SYSTEM
PSI
UGM
External locus of
control followers
Internal locus of
control followers
High
Low
Directive
Participative
PSI
UGM
POSITIVE
INTERDEPENDENCE
High
interpersonal
effectiveness
High
problem-solving
strategies
High
group cohesion
Understanding,
relevance and
commitment
to goals
Communication
of ideas and feelings
Active participation
and distribution of
leadership
Equality
of power and
influence
Flexible use of
Encourage- decision-making
ment and
procedures
constructive
management of
conflict
POSITIVE
INTERDEPENDENCE
PSI
UGM
MBO
to create participation
PSI
TEAM BUILDING
UGM
LEWIN MODEL
UNFREEZING
EXISTING
BEHAVIOR
CREATION OF
QUESTIONS AND
UNCERTAINTY
REFREEZING
MOVING
INTRODUCTION
OF NEW
BEHAVIOR
CONSOLIDATION
OF NEW
BEHAVIOR
NEW
BEHAVIOR
PSI
QUALITY CIRCLES
UGM
PSI
UGM
Problem Solving In
Quality Circles
DATA OBTAINED BY
CIRCLE MEMBERS,
SPECIALISTS,
OR MANAGEMENT