Four Types of OD Interventions

This activity is important because organizational development is a systemwide application of management knowledge to develop, improve, and reinforce the strategies, structures, and processes that improve organizational effectiveness. There are four basic types of organizational development and in this exercise, you will identify examples of each type.

The goal of this activity is to ensure you can recognize examples of each of the four types of organizational development (OD) interventions.

Match the item to the corresponding type of OD intervention.

1. Strategic OD interventions involve external focused decisions and actions.

Adjusting the compensation system to add team bonuses

Implementing an acquisition of your #1 competitor in Mexico

Creating an alternative dispute resolution process on the plant floor for low-level employee issues

Flattening the pyramid of reporting relationships

2. Techno-structural OD interventions involve enhancing organizational structure and design, employee involvement, and work design.

Adjusting the compensation system to add team bonuses

Implementing an acquisition of your #1 competitor in Mexico

Creating an alternative dispute resolution process on the plant floor for low-level employee issues

Flattening the pyramid of reporting relationships

3. Human resource management OD interventions involve attracting good people, setting goals, and appraising and rewarding performance.

Adjusting the compensation system to add team bonuses

Implementing an acquisition of your #1 competitor in Mexico

Creating an alternative dispute resolution process on the plant floor for low-level employee issues

Flattening the pyramid of reporting relationships

4. Human process OD interventions involve improving conflict resolution, team building, communication, and leadership.

Adjusting the compensation system to add team bonuses

Implementing an acquisition of your #1 competitor in Mexico

Creating an alternative dispute resolution process on the plant floor for low-level employee issues

Flattening the pyramid of reporting relationships