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Unit-10_Strategic_Interventions
MASTER OF BUSINESS ADMINISTRATION SEMESTER 3
DHRM302: Management and Organisational Development
Institute: Manipal University Jaipur (MUJ)
Unit Overview
Unit 10: Strategic Interventions
Focus on various topics in management, including strategic change, cultural change, and organizational learning.
Connects organizational culture, structure, and business environment.
Aims to teach intervention strategies for problem-solving within organizations.
Course Content
Page 2: Table of Contents
Introduction (Page 4)
Objectives (Page 4)
Integrated Strategic Change (Pages 5-7)
Trans-Organisation Development (Pages 8-10)
Problems faced by Trans-organisational systems
Stages in Trans-organisational systems
Merger and Acquisition Integration (Pages 11-12)
Reasons for M&A
Stages in M&A
Culture Change (Pages 13-15)
Self-Designing Organisations (Pages 16-17)
Organisation Learning and Knowledge Management (Pages 18-19)
Relationship between organisational learning and knowledge management
Confrontation Meetings (Pages 20-21)
Steps, Advantages, and Problems
System 4 Management (Pages 22-24)
Learning Organisations (Pages 25-26)
Attributes and Learning disciplines
Summary (Page 27)
Glossary (Page 28)
Terminal Questions (Page 28)
Answers (Pages 29-30)
Case Study (Pages 31-34)
Introduction to Strategic Interventions (Page 4)
Built upon previous units on socio-technical systems and techno-structural interventions.
Focuses on the importance of partnerships, mergers, acquisitions, and alliances in OD.
Aims to resolve workplace conflicts and manage transitions through effective communication.
Objectives
By completing this unit, you should be able to:
Define integrated strategic change and trans-organisational development.
Recognize integration in mergers and acquisitions and cultural change.
Explain self-designing organisations and the processes of confrontation meetings.
Discuss System 4 management and its role in enhancing organizational effectiveness.
Assess the contributions of learning organisations.
Integrated Strategic Change (ISC) (Page 5-7)
Definition
ISC promotes coordinated systemic realignments between an organization’s strategy and its environment to improve performance.
Case Study Example
Scenario: ABC Pvt. Ltd. revamped HR and Finance service delivery through shared services.
Outcome: Cost savings and efficiency improvements through structured change management processes.
Process of Integrated Strategic Change
Strategic Analysis: Evaluate current strategic positioning and performance effectiveness.
Strategic Choice: Decide needed changes and clarify the vision for future strategy.
Design Strategic Plan: Communicate and implement the strategic changes.
Implement Strategic Plan: Focus on guiding individual needs towards the organizational goals.
Trans-Organisational Development (Pages 8-10)
Importance
Focuses on relationships among autonomous organizations through collaborative structures.
Examples include alliances for technology exchange and public-private partnerships.
Problems and Stages in Trans-Organisational Systems
Problems
Issues due to independent goals, loose relationships, and commitment to organizational autonomy.
Stages
Identification: Clarify potential members' goals.
Convention: Explore feasibility and motivation levels for forming Trans-organisational systems.
Organisation: Establish operational structures to foster collaboration.
Evaluation: Assess performance and refine processes based on feedback.
Merger and Acquisition Integration (Pages 11-12)
Definition
M&A involves combining companies to enhance market presence and operational capabilities.
Reasons for M&A
Access to global markets, operational efficiencies, resource sharing, and innovation.
Stages in M&A
Pre-Combination: Planning, identifying candidates, and establishing leadership structures.
Legal Combination: Officially closing the merger and announcing it.
Operational Combination: Merging technical and cultural aspects, focusing on integration challenges and team dynamics.
Culture Change (Pages 13-15)
Definition
Culture change involves altering norms, assumptions, and values within the organization.
Activities for Implementation
Defining shifts needed in culture.
Identifying desired behaviors.
Creating programs for engagement.
Role modeling by senior management.
Aligning systems with new cultural values.
Diagnosing current cultural dynamics.
Challenges
Political dynamics, cognitive resistance, and resource limitations.
Self-Designing Organisations (Pages 16-17)
Overview
The approach aims at continuous transformation through implementation activities.
Developed by Mohrman and Cummings.
Application Stages
Laying the Foundation: Provide initial knowledge and identify necessary changes.
Designing: Innovate to support corporate values.
Implementing and Assessing: Execute designs and evaluate outcomes continuously.
Organisation Learning and Knowledge Management (Pages 18-19)
Relationship
Interconnection between individual and collective learning is crucial for competitive advantage.
Components
Organisational Learning: Sharing and standardizing practices across the organization.
Knowledge Management: Systematic approaches to optimize knowledge use.
Confrontation Meetings (Pages 20-21)
Steps
Setting Up Climate: Create an open environment for discussions.
Collecting Information: Gather insights from involved teams.
Sharing Information: Present aggregated data on issues.
Group Action Planning: Identify priorities and actionable items.
Action Planning: Develop a structured implementation strategy.
Progress Review: Evaluate effectiveness of implemented plans.
Advantages and Problems
Enhance trust and ownership but can face gaps in delivering promises.
System 4 Management (Pages 22-24)
Definition
Developed by Likert, this intervention helps organizations adopt participative management practices.
Comparison of Systems
System 1: Exploitive, high absenteeism, little communication.
System 4: Participative, low absenteeism, high levels of communication and involvement.
Learning Organisations (Pages 25-26)
Definition
Focusing on self-directed learning for positive organizational growth.
Attributes of Learning Organisations
Dispersing Power: Encouraging self-discipline and empowerment.
Systematic Understanding: Facilitating constant learning.
Voluntary Followership: Engaging participants in decision-making.
Learning Disciplines
Personal mastery
Mental models
Systems thinking
Team learning
Shared vision
Summary (Page 27)
Emphasizes the importance of strategic change, M&A, culture adjustment, self-designing approaches, and fostering learning environments as essential to effective organizational development.
