ORGANISATIONAL BEHAVIOUR

5 MARKS and 12 MARKS SIMPLE NOTES FOR OB

IMPORTANCE OF OB
• Helps understand and manage human behavior in the workplace.
• Improves communication and collaboration among employees.
• Enhances employee motivation, job satisfaction, and performance.
• Aids in managing and resolving workplace conflicts.
• Helps create a positive and supportive work culture.
• Enables effective leadership and decision-making.
• Facilitates organizational change and adaptation.
• Boosts employee well-being and job retention.

FOUNDATIONS OF OB
• Individual differences
• Whole person
• Caused behaviour
• Human Dignity
• Social System
• Mutuality of Interests
• Holistic concept

5 PERSONALITY TRAITS
The Big Five personality traits are a set of broad categories that describe people's
personalities. Here's a simple explanation of each:
• Openness: This trait reflects a person's willingness to try new things, their
imagination, and their appreciation for art and beauty.
• Conscientiousness: This trait reflects a person's level of organization,
responsibility, and self-discipline.
• Extraversion: This trait reflects a person's tendency to be outgoing,
assertive, and social.
• Agreeableness: This trait reflects a person's tendency to be cooperative,
empathetic, and compassionate.
• Neuroticism: This trait reflects a person's level of emotional instability,
anxiety, and moodiness.
IMPORTANCE OF PLANNED CHANGE
Here are some key points that highlight the importance of planned change in
organizations:
• Facilitates organizational growth and development.
• Helps organizations stay competitive and adapt to changing environments.
• Enhances organizational effectiveness and efficiency.
• Improves employee engagement and morale by involving them in the
change process.
• Reduces resistance to change and increases acceptance of new initiatives.
• Helps to identify and address problems or inefficiencies within the
organization.
• Supports innovation and creativity by promoting new ideas and
approaches.
• Enhances communication and collaboration among employees and
departments.
• Promotes a culture of continuous improvement and learning.
• Supports the achievement of strategic goals and objectives.

NATURE OF PLANNED CHANGE

Here are some characteristics that describe the nature of planned change:
• Deliberate and intentional: Planned change is a deliberate and intentional
effort to bring about specific improvements or outcomes in an organization.
• Systematic and structured: Planned change is a systematic and structured
process that involves identifying, planning, implementing, and evaluating
changes.
• Goal-oriented: Planned change is driven by specific goals or objectives
that are aligned with the organization's mission and strategic direction.
• Collaborative: Planned change involves collaboration and participation
from all levels of the organization, including employees, managers, and
leaders.
• Continuous: Planned change is an ongoing process that requires
continuous monitoring and adaptation to ensure that the change is
successful.
• Data-driven: Planned change is informed by data and evidence, including
organizational metrics, feedback, and best practices.
 • Human-centric: Planned change recognizes the importance of the human
element in organizational change, including emotions, attitudes, and
behaviours of employees.
• Adaptive: Planned change requires flexibility and adaptability to address
unforeseen challenges and adjust the plan as needed.

KURT LEWIN'S 3 STAGE MODEL OF ORGANISATIONAL CHANGE

Kurt Lewin's 3-stage model of organizational change is a widely recognized
model in the field of organizational behaviour. The three stages are:
• Unfreeze: In this stage, the organization prepares for change by
recognizing the need for change and communicating the reasons for the
change. The organization also works to overcome any resistance to the
change by addressing fears and concerns.
• Change: In this stage, the actual change is implemented. This may involve
changes to processes, procedures, systems, or behaviours. The change is
typically planned and structured, and may involve training, coaching, or
other interventions to support employees through the change.
• Refreeze: In this stage, the organization solidifies the change by
embedding it into the culture and systems of the organization. This may
involve updating policies and procedures, celebrating successes, and
reinforcing the new behaviours or processes. The goal is to ensure that the
change becomes the new normal and is sustainable over the long term.

NATURE OF ORGANISATIONAL DEVELOPMENT

Here are some characteristics that describe the nature of organizational
development (OD):
• Collaborative: OD involves collaboration and participation from all levels
of the organization, including employees, managers, and leaders.
• Systematic: OD is a systematic and planned effort to bring about specific
improvements or outcomes in an organization.
• Continuous: OD is an ongoing process that requires continuous
monitoring and adaptation to ensure that the change is successful.
• Humanistic: OD recognizes the importance of the human element in
organizational change, including emotions, attitudes, and behaviors of
employees.
• Data-driven: OD is informed by data and evidence, including
organizational metrics, feedback, and best practices.
 • Process-oriented: OD focuses on the processes within the organization
and how they can be improved to enhance organizational effectiveness.
• Goal-oriented: OD is driven by specific goals or objectives that are
aligned with the organization's mission and strategic direction.
• Action-oriented: OD emphasizes action and implementation, rather than
just planning or analysis.
• Multi-disciplinary: OD draws from various disciplines, including
psychology, sociology, anthropology, and management science, to develop
effective solutions to organizational problems.
• Supportive: OD supports the growth and development of employees and
the organization as a whole, by promoting a culture of continuous learning
and improvement.

PROCESS OF OD
The process of organizational development (OD) typically involves the following
stages:
• Diagnosis: This involves identifying the areas within the organization that
need improvement, using various methods such as surveys, interviews, and
observations.
• Planning: Based on the diagnosis, a plan is developed to address the areas
of improvement, including the goals, objectives, and strategies for
achieving them.
• Intervention: This involves implementing the planned changes, which
may include training, coaching, team building, process improvement, or
other methods, to support employees and improve organizational
effectiveness.
• Evaluation: The effectiveness of the interventions is evaluated, using
various methods such as surveys, performance metrics, or feedback from
employees and stakeholders.
• Feedback: The results of the evaluation are shared with employees and
stakeholders, and feedback is obtained to refine the interventions and
address any remaining issues.
• Reinforcement: The successful changes are reinforced by integrating
them into the organizational culture, policies, and procedures.
• Follow-up: Ongoing monitoring and support are provided to ensure that
the changes are sustained over the long term and that new issues are
addressed as they arise.
TECHNIQUES OF OD INTERVENTIONS
There are various techniques that can be used in organizational development
(OD) interventions. Some of the commonly used techniques are:
• Team building: This involves activities and exercises that improve
communication, collaboration, and problem-solving among team
members.
• Process consultation: This involves a consultant working with the
organization to identify and improve its internal processes and systems.
• Survey feedback: This involves collecting data through surveys and using
the results to identify areas of improvement and develop action plans.
• Action research: This involves a collaborative process between the
organization and a consultant to identify and solve problems through
research and experimentation.
• Appreciative inquiry: This involves a focus on identifying and building
on an organization's strengths and positive attributes, rather than just fixing
its weaknesses.
• Coaching and mentoring: This involves providing individualized support
and guidance to employees, to help them develop new skills and
behaviours.
• Change management: This involves a structured approach to managing
and implementing change in the organization, including communication,
planning, and implementation.
• Diversity and inclusion training: This involves training and education to
promote diversity, equity, and inclusion within the organization.
• Conflict resolution: This involves addressing and resolving conflicts
within the organization, using various techniques such as mediation or
negotiation.
CONDITIONS FOR OPTIMUM SUCCESS OF OD
For an Organizational Development (OD) intervention to be successful, several
conditions need to be in place. Here are some of the key conditions:
• Commitment from top management: The support and commitment of
senior leaders are critical for the success of OD interventions. Top
management must be fully invested in the process and willing to allocate
the necessary resources and time.
• Clarity of goals and objectives: It is important to have clear and specific
goals and objectives for the OD intervention, to ensure that everyone
understands what is expected and how success will be measured.
 • Involvement and participation: The participation and involvement of
employees at all levels are essential for the success of OD interventions.
Employees must be engaged and feel a sense of ownership in the process.
• Open communication: Effective communication is critical for the success
of OD interventions. All stakeholders must be kept informed and involved
throughout the process, and feedback should be encouraged and valued.
• Capacity for change: The organization must have the capacity and
willingness to change. This may involve building new skills, changing
processes or systems, or shifting the culture and values of the organization.
• Readiness for change: The organization must be ready and willing to
change. This means that there must be a sense of urgency and a recognition
that change is necessary for the organization to thrive.
• Adequate resources: The organization must have the necessary resources,
including financial, human, and technological resources, to support the OD
intervention.
• Measurement and evaluation: The success of OD interventions must be
measured and evaluated, to determine whether the goals and objectives
have been met and to identify areas for further improvement.
• Sustainability: The changes implemented through OD interventions must
be sustainable over the long term, and the organization must be able to
continue to adapt and evolve as needed.

12 MARKS
FACTORS INFLUENCING INDIVIDUAL BEHAVIOUR
There are many factors that can influence individual behavior in an organizational
setting. Here are some of the key factors:
• Personality: An individual's personality traits, such as extraversion,
agreeableness, conscientiousness, openness, and emotional stability, can
influence their behavior in the workplace.
• Perception: An individual's perception of their environment and the people
around them can influence their behavior, as it shapes their attitudes,
beliefs, and expectations.
• Motivation: An individual's level of motivation, including their desire for
achievement, recognition, and growth, can influence their behavior and
performance.
• Attitudes: An individual's attitudes, or their feelings and beliefs about
certain people, things, or situations, can influence their behavior.
• Values: An individual's values, or their beliefs about what is important or
desirable, can influence their behavior in the workplace.
• Culture: The cultural norms and values of an organization can influence
individual behavior, as individuals may conform to or resist these norms.
• Group dynamics: The dynamics of the groups or teams that an individual
is a part of can influence their behavior, as they may conform to group
norms or be influenced by group dynamics.
• Leadership: The leadership style and behavior of managers and supervisors
can influence the behavior of their subordinates.
• Work environment: The physical and social environment in which an
individual works can influence their behavior, as it may impact their level
of comfort, safety, and social interaction.
• Communication: The quality and effectiveness of communication within
an organization can influence individual behavior, as individuals may be
more or less informed, motivated, and engaged depending on the clarity
and frequency of communication.
• Power and authority: The distribution of power and authority within an
organization can influence individual behavior, as individuals may be more
or less likely to conform or challenge authority based on their own position
and the power dynamics at play.
• Rewards and incentives: The types and levels of rewards and incentives
offered by an organization can influence individual behavior, as individuals
may be more or less motivated to perform based on the rewards and
incentives available to them.
• Training and development: The quality and frequency of training and
development opportunities offered by an organization can influence
individual behavior, as individuals may be more or less equipped to
perform their roles based on the knowledge and skills they have acquired.
• Technology: The use of technology in the workplace can influence
individual behavior, as individuals may be more or less comfortable with
technology, and may use it in different ways depending on their own
preferences and habits.
• Personal circumstances: An individual's personal circumstances, such as
their health, family, and financial situation, can influence their behavior in
the workplace, as these factors may impact their motivation, engagement,
and ability to perform.
FACTORS INFLUENCING PERCEPTION
Perception is a process by which individuals organize and interpret sensory
information in order to make sense of their environment. Here are 12 factors that
can influence perception:
• Attention: The amount of attention paid to a particular stimulus can
influence how it is perceived.
• Motivation: Motivation can influence perception, as individuals may be
more likely to perceive information that is relevant to their goals and needs.
• Expectations: Prior expectations or assumptions about a stimulus can
influence perception, as individuals may perceive what they expect to see
or hear.
• Context: The context in which a stimulus is presented can influence
perception, as individuals may perceive a stimulus differently depending
on the surrounding context.
• Culture: Culture can influence perception, as individuals from different
cultures may perceive the same stimulus differently based on their cultural
norms and values.
• Learning and experience: Past learning and experience can influence
perception, as individuals may perceive a stimulus based on their previous
experiences and associations.
• Emotional state: Emotional state can influence perception, as individuals
may perceive a stimulus differently depending on their emotional state at
the time.
• Physical and sensory factors: Physical and sensory factors such as lighting,
sound, and temperature can influence perception, as they may affect an
individual's ability to perceive a stimulus accurately.
• Individual differences: Individual differences in personality, cognitive
style, and other factors can influence perception, as individuals may
process information differently based on these individual differences.
• Cognitive load: The amount of cognitive load an individual is under can
influence perception, as individuals may have limited cognitive resources
available to process information accurately.
• Stereotypes: Stereotypes can influence perception, as individuals may
perceive others based on preconceived notions or stereotypes rather than
individual characteristics.
• Perceptual set: Perceptual set can influence perception, as individuals may
have a tendency to perceive things in a particular way based on their
expectations and past experiences.
VARIOUS PERCEPTUAL ERRORS
Perceptual errors are inaccuracies or biases that occur during the process of
perception. Here are 12 common perceptual errors:
• Stereotyping: Assuming that all members of a particular group have the
same characteristics or abilities.
• Halo effect: Allowing one positive or negative characteristic to influence
overall perception of a person or object.
• Selective perception: Focusing on certain aspects of a situation or person
and ignoring others.
• Projection: Assuming that others have the same beliefs, values, or attitudes
as oneself.
• Contrast effect: Perceiving a person or object as better or worse than they
actually are due to the comparison to another person or object.
• Self-fulfilling prophecy: Expecting a certain outcome and acting in a way
that makes that outcome more likely to occur.
• Attribution error: Making assumptions about the reasons for someone's
behavior without having all the relevant information.
• Recency effect: Placing greater emphasis on recent events or experiences
and minimizing the importance of earlier ones.
• Primacy effect: Placing greater emphasis on initial impressions and
minimizing the importance of later ones.
• False consensus effect: Assuming that others share the same beliefs or
attitudes as oneself.
• Availability bias: Giving greater weight to information that is easily
available or easily remembered.
• Anchoring bias: Being influenced by the first piece of information received
and using it as a reference point for making judgments or decisions.

DETERMINANTS OF PERSONALITY
Personality is a combination of characteristics, traits, behaviors, and attitudes that
define an individual's unique pattern of thinking, feeling, and acting. Here are 12
determinants of personality:
• Genetics: Inherited traits and characteristics can influence an individual's
personality, such as temperament and predisposition to certain behaviors.
• Environment: The environment in which an individual grows up can shape
their personality, including family, social and cultural influences, and life
experiences.
 • Upbringing: How an individual was raised can have a significant impact
on their personality, including parenting styles, discipline, and educational
experiences.
• Cultural and social background: Cultural and social norms, values, and
beliefs can shape an individual's personality and behavior.
• Education and training: Education and training can impact an individual's
personality, including intellectual abilities and skills, values, and attitudes.
• Life experiences: Experiences such as trauma, adversity, and success can
shape an individual's personality, including coping mechanisms and
resilience.
• Media and technology: Exposure to media and technology can influence
an individual's personality, including beliefs, values, and attitudes towards
society and the world.
• Biology and physiology: Physical health, brain function, and hormonal
imbalances can impact personality, such as mental illnesses and personality
disorders.
• Personality traits: Specific personality traits such as openness,
conscientiousness, extraversion, agreeableness, and neuroticism can
impact an individual's personality.
• Self-awareness: Understanding one's own personality traits, strengths,
weaknesses, and values can shape an individual's personality development.
• Relationships: Interactions with others can impact an individual's
personality, including friendships, romantic relationships, and social
networks.
• Goals and aspirations: Goals and aspirations can influence personality,
such as motivation, drive, and ambition.

VARIOUS TYPES OF GROUPS

Groups can be classified into different types based on their purpose, structure,
and function. Here are some of the common types of groups:
• Formal groups: These are groups created by an organization for a specific
purpose and have an official structure, such as work teams, committees,
and departments.
• Informal groups: These are groups that emerge spontaneously based on
personal relationships, common interests, or shared goals, such as social
groups, interest groups, and support groups.
 • Command groups: These are groups that are formed based on the formal
authority structure of an organization, such as the board of directors,
executive team, and management team.
• Task groups: These are groups that are formed to complete a specific task
or project, such as a work team or a project team.
• Interest groups: These are groups that are formed based on shared interests
or hobbies, such as a book club, a sports team, or a fan club.
• Support groups: These are groups that are formed to provide emotional or
social support to its members, such as self-help groups, therapy groups, or
peer support groups.
• Reference groups: These are groups that individuals use as a standard for
evaluating their own attitudes, values, and behaviors, such as a family, a
social class, or a cultural group.
• In-group and out-group: These are groups that individuals belong to or do
not belong to, based on shared characteristics, such as race, gender,
religion, or nationality.
• Primary groups: These are groups that are characterized by close and
personal relationships, such as family, friends, and small social circles.
• Secondary groups: These are groups that are characterized by more formal
and impersonal relationships, such as work colleagues, classmates, or
professional associations.
• Virtual groups: These are groups that are formed and maintained through
digital communication technologies, such as social media, online forums,
or virtual reality platforms.
• Cross-functional groups: These are groups that are formed by individuals
from different departments or areas of expertise within an organization,
such as a product development team or a task force.
• Self-managed work teams: These are groups that have the authority to
make decisions and manage their own work processes, such as in a flat
organizational structure or in agile project management.
• Problem-solving groups: These are groups that are formed to identify and
solve specific problems, such as quality circles, brainstorming sessions, or
focus groups.

DETERMINANTS OF GROUP BEHAVIOUR

The behavior of a group can be influenced by various factors, both internal and
external. Here are some of the determinants of group behavior:
• Group size: The size of a group can impact how individuals behave within
it. Larger groups may have more formal structure, while smaller groups
may allow for more participation and closer relationships.
• Group composition: The diversity of a group can impact its behavior, as
individuals from different backgrounds and with different personalities
may have different perspectives and approaches.
• Group norms: The informal rules and expectations of a group can shape
how individuals behave within it, such as dress codes, language, and
values.
• Group cohesion: The degree to which group members feel connected and
committed to the group can impact behavior, as cohesive groups may have
higher levels of trust, cooperation, and motivation.
• Group status: The hierarchy and power dynamics within a group can
impact how individuals behave and interact, as individuals may compete
for status or defer to higher-ranking members.
• Group goals: The shared objectives and mission of a group can impact
behavior, as members may work collaboratively towards a common goal
or compete for resources.
• Group communication: The way that group members communicate and
share information can impact behavior, as effective communication can
lead to more understanding, cooperation, and innovation.
• Group leadership: The style and effectiveness of group leaders can impact
behavior, as leaders may influence decision-making, communication, and
conflict resolution.
• Group culture: The values, beliefs, and traditions of a group can impact
behavior, as members may adhere to or challenge cultural norms and
practices.
• External environment: The external factors and context in which a group
operates can impact behavior, such as economic, social, and political
factors that may influence the group's goals, resources, and performance.
• Group history: The past experiences and interactions of a group can shape
how individuals behave within it, as previous successes or failures may
impact motivation, trust, and communication.
• Individual differences: The unique personalities, attitudes, and values of
group members can impact behavior, as individuals may have different
levels of motivation, commitment, and interpersonal skills that affect their
contributions to the group.
VARIOUS SOURCES OF CONFLICTS WITH SOLUTION TO
OVERCOME THOSE CONFLICTS -12 POINTS
• Miscommunication: Conflicts can arise due to misunderstandings, unclear
communication, or misinterpretation of messages. To overcome this, clear
and effective communication should be emphasized, with active listening,
asking for clarification, and feedback.
• Differences in values and beliefs: Conflicts can arise when individuals hold
different values and beliefs, which can lead to misunderstandings,
disagreements, and tension. To overcome this, respect for diversity and
tolerance should be encouraged, and open discussions about differences
should be facilitated.
• Competition for resources: Conflicts can arise when individuals or groups
compete for limited resources, such as funding, equipment, or space. To
overcome this, fair distribution of resources should be established, and a
collaborative approach to problem-solving should be encouraged.
• Differences in goals: Conflicts can arise when individuals or groups have
different goals or objectives, which can lead to divergent interests and
competition. To overcome this, a shared vision and mission should be
established, and efforts to align goals and objectives should be made.
• Power struggles: Conflicts can arise when individuals or groups vie for
power or control, which can lead to a lack of trust, cooperation, and
collaboration. To overcome this, a fair and transparent decision-making
process should be established, and efforts to build trust and shared
accountability should be made.
• Personality clashes: Conflicts can arise when individuals have
incompatible personalities, which can lead to friction, tension, and
interpersonal issues. To overcome this, communication and conflict
resolution skills should be developed, and strategies to build rapport and
empathy should be used.
• Cultural differences: Conflicts can arise when individuals or groups have
different cultural backgrounds or norms, which can lead to
misunderstandings, stereotypes, and discrimination. To overcome this,
diversity and cultural competence training should be provided, and efforts
to build cultural awareness and sensitivity should be made.
• Change and uncertainty: Conflicts can arise when individuals or groups
face changes or uncertainty, such as organizational restructuring or new
policies. To overcome this, communication and participation should be
prioritized, and efforts to build resilience and adaptability should be made.
 • Perceived injustice: Conflicts can arise when individuals or groups feel that
they have been treated unfairly, which can lead to resentment, anger, and
distrust. To overcome this, efforts to address grievances and ensure fairness
should be made, and mediation or conflict resolution strategies should be
used.
• Lack of trust: Conflicts can arise when individuals or groups lack trust in
one another, which can lead to suspicion, secrecy, and avoidance. To
overcome this, open communication, transparency, and accountability
should be emphasized, and trust-building activities should be facilitated.
• Personal biases: Conflicts can arise when individuals have personal biases
or prejudices, which can lead to unfair treatment and discrimination. To
overcome this, diversity and inclusion training should be provided, and
efforts to challenge and change biases should be made.
• External factors: Conflicts can arise due to external factors, such as
economic, social, or political conditions, which can impact individuals and
groups differently. To overcome this, efforts to understand and address
external factors should be made, and strategies to build resilience and
adaptability should be used.

FACTORS INFLUENCING ORGANIZATIONAL CHANGE:

• Globalization and technological advancements
• Competition and market forces
• Customer preferences and demands
• Organizational growth and expansion
• Regulatory and legal requirements
• Changing demographics and workforce diversity
• Leadership and management style
• Organizational culture and values
• Employee resistance to change
• Lack of resources or funding
• Economic conditions and financial constraints
• Crisis or disruptive events such as mergers, acquisitions, or natural
disasters.
REASONS FOR RESISTANCE TO CHANGE AND MEASURES TO
OVERCOME THOSE -12 MARKS-VERY IMPORTANT
• Fear of the unknown - Communicate the need for change, provide
information about the change and its expected outcomes, and involve
employees in the change process.
• Loss of control - Provide training and support to employees to help them
adapt to new roles and responsibilities, and involve them in decision-
making related to the change.
• Uncertainty about job security - Provide job security assurances and offer
retraining and redeployment opportunities to employees who may be
impacted by the change.
• Disruption of work routine - Plan and implement the change in a phased
manner to minimize disruption to daily work routines, and provide
adequate support to employees during the transition period.
• Belief that the change is unnecessary - Explain the rationale for the change
and how it will benefit the organization, its customers, and employees, and
address any concerns or misconceptions.
• Lack of trust in management - Build trust by involving employees in
decision-making, communicating openly and honestly, and demonstrating
a commitment to the well-being of employees.
• Resistance to new technology - Provide training and support to employees
to help them adapt to new technology, and address any concerns or
misconceptions.
• Resistance to changes in work processes - Involve employees in the design
and implementation of new work processes, and provide training and
support to help them adapt to the changes.
• Personal values and beliefs - Address any conflicts between personal
values and beliefs and the change, and involve employees in decision-
making to ensure their values and beliefs are respected.
• Resistance to loss of status or power - Provide opportunities for employees
to take on new roles and responsibilities, and involve them in decision-
making related to the change.
• Lack of understanding of the change - Communicate the need for change
and provide information about the change and its expected outcomes, and
provide training and support to help employees adapt to the change.
• Past experiences with failed change initiatives - Address any concerns or
misconceptions based on past experiences, and communicate how the
current change initiative is different and more likely to succeed.
COMPREHENSIVE MODEL FOR DIAGNOSING ORGANISATION-
ORGANISATIONAL LEVEL, GROUP LEVEL, INDIVIDUAL LEVEL
Organizational Level:
• At the organizational level, the following components should be
considered for a comprehensive diagnosis:
• Organizational structure, culture, and climate
• Leadership and management practices
• Communication and decision-making processes
• Workforce diversity and inclusion
• Performance management systems
• Strategic planning and execution
• External environmental factors
Group Level:
• At the group level, the following components should be considered for a
comprehensive diagnosis:
• Group dynamics and communication
• Group roles and responsibilities
• Group decision-making processes
• Interpersonal relationships and conflicts
• Group norms and values
• Group cohesion and satisfaction
• Performance management and rewards
Individual Level:
• At the individual level, the following components should be considered for
a comprehensive diagnosis:
• Personality traits and characteristics
• Motivation and job satisfaction
• Perception and attribution
• Communication and conflict resolution skills
• Emotional intelligence and self-awareness
• Skills, knowledge, and abilities
• Work-life balance and well-being
OVERVIEW OF OD INTERVENTIONS –
• Human Process Interventions: These interventions focus on improving
interpersonal relationships, communication, and group dynamics.
Examples of human process interventions include team building, conflict
resolution, and coaching.
• Techno-Structural Interventions: These interventions focus on
improving organizational structures, systems, and processes. Examples of
techno-structural interventions include reengineering, process
improvement, and job redesign.
• HRM Interventions: These interventions focus on improving the way
organizations manage their employees. Examples of HRM interventions
include performance management, employee engagement, and career
development.
• Strategic Change Interventions: These interventions focus on
implementing major changes in the organization's strategy, goals, and
mission. Examples of strategic change interventions include mergers and
acquisitions, diversification, and downsizing.