A Project Report On

ORGANISIONAL DEVELOPMET INTERVENTIONS

At

ONGC

Submitted by:
Yunus Galsulkar: 08
Sange mubasshir: 16
Yoganda

: 14

INDEX

SR.NO

TITLE

PAGE NO.

OD interventions

Human Process Interventions

Intervention Categories

About the Company

11

HR Objectives at ONGC

13

HR Strategy at ONGC

13

Role of HR at ONGC

14

PROBLEMS AND CHALLENGES IN ONGC

15

OD Interventions that ONGC practice

16

10

Findings about ONGC

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OD interventions
"Interventions" are principal learning processes in the "action" stage of
organization
development.
are structured activities used individually or in combination to improve
their social or task performance.
introduced by a change agent as part of an improvement program
"Structured activities" mean such diverse procedures as experiential
exercises, questionnaires, attitude surveys, interviews, relevant group
discussions, and even lunchtime meetings between the change agent and
a member of the client organization.
Every action that influences an organization's improvement program in a
change agent-client system relationship can be said to be an intervention.
There are many possible intervention strategies from which to choose.
Several assumptions about the nature and functioning of organizations are
made in the choice of a particular strategy.
Beckhard lists six such assumptions:
The basic building blocks of an organization are groups (teams).
Therefore, the basic units of change are groups, not individuals.
An always relevant change goal is the reduction of inappropriate
competition between parts of the organization and the development of a
more collaborative condition.
Decision making in a healthy organization is located where the
information sources are, rather than in a particular role or level of
hierarchy.
Organizations, subunits of organizations, and individuals continuously
manage their affairs against goals. Controls are interim measurements,
not the basis of managerial strategy.
One goal of a healthy organization is to develop generally open
communication, mutual trust, and confidence between and across levels.

 People support what they help create. People affected by a change must
be allowed active participation and a sense of ownership in the planning
and conduct of the change.
Interventions range from those designed to improve the effectiveness of
individuals through those designed to deal with teams and groups,
intergroup relations, and the total organization.
There are interventions that focus on task issues (what people do), and
those that focus on process issues (how people go about doing it).
Finally, interventions may be roughly classified according to which
change mechanism they tend to emphasize:
for example, feedback, awareness of changing cultural norms, interaction
and communication, conflict, and education through either new
knowledge or skill practice.

Major Types of Interventions

The field of Organization Development uses a variety of processes,
approaches, methods, techniques, applications, etc., (these are often
termed "interventions") to address organizational issues and goals in
order to increase performance.
The following partial list of interventions is organized generally in the
order presented by Cummings and Worley in their "Organization
Development and Change" (West Publishing, 1993).

Human Process Interventions

Coaching: Coaches need not have first-hand experience of the coachee's
line of work. The coach can be an independent external professional with
expertise in coaching, or a qualified UCL internal coach
Training and Development: The first thing to remember is that effective
employee development is based on a progression of benefits. These start
with improvements in an individuals performance, which then transfer to
his or her localized workplace, which then ultimately result in a positive
impact on the whole organization. The size or scale of that impact is not
necessarily important. So long as it is positive and significant.
Process Consultation and Team Building: In organization development, a
process consultant is a specialized type of consultant who acts as a
facilitator to help groups deal with issues involving the process in a
meeting, rather than with the actual tasks themselves (Wikipedia); acts as
a coach or guide around the meeting process to ensure the time is spent
efficiently, effectively and creates impact.

INTERVENTION CATEGORIES
Human Process Interventions:

A. The following interventions deal with interpersonal relationships and

group
dynamics.
1. T Groups: The basic T Group brings ten to fifteen strangers together
with a professional trainer to examine the social dynamics that emerge
from their interactions.
2. Process Consultation: This intervention focuses on interpersonal
relations and
social dynamics occurring in work groups.
3. Third Party Interventions: This change method is a form of process
consultation
aimed at dysfunctional interpersonal relations in organizations.
4. Team Building: This intervention helps work groups become more
effective in
accomplishing tasks.
B. The following Interventions deal with human processes that are more
system
wide than individualistic or small-group oriented.
1. Organization Confrontation Meeting: This change method mobilizes
organization members to identify problems, set action targets, and begin
working
on problems.
2. Intergroup Relations: These interventions are designed to improve
interactions
among different groups or departments in organizations.
3. Large-group Interventions: These interventions involve getting abroad
variety
of stakeholders into a large meeting to clarify important values, to
develop new
ways of working, to articulate a new vision for the organization, or to
solve
pressing organizational problems.
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4. Grid Organization Development: This normative intervention specifies

a
particular way to manage an organization.

Techno-Structural Interventions
These interventions deal with an organizations technology (for examples
its task
methods and job design) and structure (for example, division of labor and
hierarchy).
These interventions are rooted in the disciplines of engineering,
sociology, and
psychology and in the applied fields of socio-technical systems and
organization design.
Consultants place emphasis both on productivity and human fulfilment.
1. Structural Design: This change process concerns the organizations
division of
labor how to specialize task performances. Diagnostic guidelines exist
to determine which structure is appropriate for particular organizational
environments, technologies, and conditions.
2. Downsizing: This intervention reduces costs and bureaucracy by
decreasing the
size of the organization through personnel layoffs, organization redesign,
and
outsourcing.
3. Re-engineering: This recent intervention radically redesigns the
organizations
core work processes to create tighter linkage and coordination among the
different
tasks
4. Parallel Structures
5. High-involvement Organizations (HIOs)
6. Total Quality Management
7. Work design: This refers to OD interventions aimed at creating jobs,
and work groups that generate high levels of employee fulfilment and
productivity.
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Human Resource Management Interventions

1. Goal Setting: This change program involves setting clear and challenging
goals.
It attempts to improve organization effectiveness by establishing a better fit
between personal and organizational objectives.
2. Performance Appraisal: This intervention is a systematic process of jointly
assessing work-related achievements, strengths and weaknesses,
3. Reward Systems: This intervention involves the design of organizational
rewards
to improve employee satisfaction and performance.
4. Career Planning and development: It generally focuses on
managers and professional staff and is seen as a way of improving the quality of
their work life.
5. Managing workforce diversity: Important trends, such
as the increasing number of women, ethnic minorities, and physically and
mentally challenged people in the workforce, require a more flexible set of
policies and practices.
6. Employee Wellness: These interventions include employee assistance
programs
(EAPs) and stress management

Strategic Interventions
These interventions link the internal functioning of the organization to the larger
environment and transform the organization to keep pace with changing
conditions.
1. Integrated Strategic Change: It argues that business strategies and
organizational systems must be changed together in response to external and
internal disruptions. A strategic change plan helps members manage the
transition between a current strategy and organization design and the desired
future strategic orientation.
2. Trans organization development: This intervention helps organizations to
enter
into alliances, partnerships and joint ventures to perform tasks or solve
problems
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that are too complex for single organizations to resolve

3. Merger and Acquisition Integration: This intervention describes how OD
practitioners can assist two or more organizations to form a new entity.
4. Culture Change: This intervention helps organizations to develop cultures
(behaviors, values, beliefs and norms) appropriate to their strategies and
environments.
5. Self-designing organizations: This change program helps organizations gain
the
capacity to alter themselves fundamentally. It is a highly participative process,
involving multiple stakeholders in setting strategic directions and designing and
implementing appropriate structures and processes.
6. Organization learning and knowledge management.

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The Design of Effective Interventions

Contingencies Related to the Change Situation

Readiness for Change
Capability to Change
Cultural Context
Capabilities of the Change Agent
Contingencies Related to the Target of Change
Strategic Issues
Technology and structure issues
Human resources issues
Human process issues

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About the Company

Oil and Natural Gas Corporation Limited (ONGC) is a state owned oil and gas
company in India

ONGC ranks as the Numero Uno Oil & Gas Exploration & Production
(E&P) Company in Asia, as per Platts 250 Global Energy Companies
List for the year 2007
ONGC ranks 23rd Leading Global Energy Major amongst the Top 250
Energy Majors of the World in the Platts List based on outstanding
performance in respect of Assets, Revenues, Profits and Return on
Invested Capital (RIOC) for the year 2007
ONGC is the only Company from India in the Fortune Magazines list of
the Worlds Most Admired Companies 2007. ONGC is 9th position in the
Industry of Mining, crude oil production

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ONGC VISION:
To be a world class Oil and Gas Company integrated in energy business with
dominant Indian leadership and Global presence.
ONGC MISSION:
Dedicated to excellence by leveraging competitive advantages in R&D
high standards of business ethics and organizational values
Abiding commitment to safety
Strive for customer delight

Major Competitors
Assam Oil Company Ltd. (ACL), India
Bharat Petroleum Corporation Limited, India
Essar Oil, India
Gujarat State Petroleum Corporation, India
Hindustan Petroleum Corporation Ltd, India
Indian Oil Corporation, India
Petronet LNG Limited, India
Reliance Industries Limited, India
Tata Petrodine
Schlumberger
Halibourton
Royal Dutch shell

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HR Objectives at ONGC
To develop and sustain core values

To develop business leaders for tomorrow

To provide job contentment through empowerment, accountability and

responsibility

To build and upgrade competencies through virtual learning,

opportunities for growth and providing challenges in the job
To foster a climate of creativity, innovation and enthusiasm
To enhance the quality of life of employees and their family
To inculcate high understanding of 'Service' to a greater cause

HR Strategy at ONGC
To meet challenging demands of the business environment, focus of the
HR
Strategy is on change of the employees mindset

Building quality culture and resources

Re-engineering and redeployment for maximizing utilization of HR

potential

To build and upgrade competencies through virtual learning,

opportunities for growth and providing challenges in the job

Re-strengthening mutual faith, trust and respect

Inculcating a spirit of learning & enjoying challenges

Developing Human Resource through virtual learning, providing

opportunities for growth, inculcating involvement and exposure to
benchmarking in performance

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Role of HR at ONGC
Alignment of HR vision with corporate vision
Shift from support group to strategic partner in business operations
HR as a change agent
Enhance productivity and performance by developing employee
competency
And potential
Developing professional attitude and approach
Developing Global Managers for tomorrow to ensure the role of global
Players.

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PROBLEMS AND CHALLENGES IN ONGC

Increased Competition Private Competitors in market;
Difficulty in Planning for sustained availability of workforce
Fulfilling Manpower Requirements
Aging Wore Attrition Around 7 % attrition rate mainly due to lack of
career opportunities and extreme working conditions
Attracting Talent Difficulty to acquire or develop or retain the
specialized skills required by the organization. Inadequate supply of
talent from institutes being another reason
Motivation On account of differential with the market and
within

insignificant differential

No correlation seen between performance and complexity of role and pay

No incentive to perform beyond expectations. Increments are known and
expected
force Difficulty to replenish Talent loss due to heavy retirement in the
next five years as well as scarcity of fresh blood in organization
Retirement 34% of the middle management level employees are
expected to retire in 5-10 years.
Leadership The focus on the coming times for the oil based companies
would be to constantly innovate in the market place to maintain
leadership. There will be a tremendous pressure on creating an
atmosphere of innovative thinking and execution. This would also require
superior management and communication skills
Training - Creating training solutions that are cost effective and result
oriented is a big challenge.

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OD Interventions that ONGC practice

1. Applying criteria to goals
here the leadership establishes objective criteria for the outputs of the
organization's goal-setting processes. Then they hold people accountable not
only for stating goals against those criteria but also for producing the desired
results.
Example:
Organizations are implementing the concept of Balanced Scorecard, X-Matrix
etc., to capture the goals of the employees, which in turn is helpful in their
assessment and mid-term correction of their performance
2. Establishing inter-unit task forces
These groups can cross both functional parts of the organization (the "silos") as
well as employee levels. They are ideally accountable to one person and are
appropriately rewarded for completing their assigned task effectively. Then they
disband.
Example:
Organizations have introduced various schemes for rewarding their employees
for their performance, like:
- Introducing the concept of Variable pay in as a part of CTC
- Spot Recognition Award
- Project bonus, performance bonus etc.,
3. Experimentation with alternative arrangements
Today organizations are subject to "management by best-seller." The goal in
these interventions is to create what is being called a "learning organization,"
one that performs experiments on organizational structure and processes,
analyzes the results, and builds on them.
Example:
Organizations today are targeting at streamlining the process of Learning and
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Development and encouraging the culture of Learning in the organizations.

- Targeting achieving mandatory man-days of training for their employees
- Introducing the Competency based practice
4. Identifying "key communicators"
This is to carefully determine who seems to be "in the know" within the
organization. These people often do not know that they are, in fact, key
communicators. This collection of individuals is then fed honest information
during critical times, one-on-one and confidentially.
Example:
Defining the process of Organizational Communication policy
- Introducing Top down and Bottom up Communication approach
- Introducing Employee Forums and Suggestion Box options for employee
interaction
- Identifying Critical employees in the organization and making them the Brand
Ambassadors of their company
5. Identifying "Fire able Offenses"
This intervention deepens the understanding of and commitment to the stated
values of the organization. This facilitates the work of the Top Management to
answer the critical question, "If we're serious about these values, then what
might an employee do that would be so affronted to them that he/she would be
fired?"
Example:
- Publishing and Instilling Values and Beliefs among all employees
- Introducing Policies like Whistle Blowing, Sexual Harassment etc.,
6. In-visioning
This is actually a set of interventions that help to "acculturate" everyone in the
organization into an agreed-upon vision, mission, purpose, and values. The
interventions might include training, goal setting, organizational surveyfeedback, communications planning, etc.

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7. Team Building
This intervention can take many forms.
Example:
The most common is interviews and other pre-work, followed by a one- to
three-day offsite session. During the meeting the group diagnoses its function as
a unit and plans improvements in its operating procedures.
8. Inter-group Problem Solving
This intervention usually involves working with the two groups separately
before bringing them together. They establish common goals and negotiate
changes in how the groups interface.
Example:
This is practiced in Product Development Companies and most of the IT and
ITES Companies.
- Focused group discussion are encouraged by the management, for generating
better ideas and concepts
9. Management/leadership training
Many OD professionals come from a training background. They understand that
organizations cannot succeed long term without well-trained leaders. The OD
contribution there can be to ensure that the development curriculum emphasizes
practical, current situations that need attention within the organization and to
monitor the degree to which training delivery is sufficiently participative as to
promise adequate transfer of learnings to the job.
Example:
Most of the organizations today are focusing at Leadership Management for
their employees. Earlier, this was targeted to the Top Management alone, but
now, organizations are seeing its relevance to inculcate the leadership skills in
their middle management and junior management as well.
- Business Organization Retreat (BOD) is being the most common practice, is a
part of this initiative.

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10. Setting up measurement systems

The total-quality movement emphasizes that all work is a part of a process and
that measurement is essential for process improvement. The OD professional is
equipped with tools and techniques to assist leaders and others to create
measurement methods and systems to monitor key success indicators.
Example:
- The concepts like Six Sigma, TQM etc act as Measurements tools for the
process followed in the organization.

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Findings about ONGC

Performance Appraisal System in ONGC is not transparent.
Individual feedback is not provided.
The system being not so transparent, employees are unable to identify the
performance gaps in order to prepare for the future.
Appraisers are usually unbiased and the management is serious about the
appraisal process.
The appraisal process provides the employees an opportunity for
development and growth.
Superior-subordinate relations are good. Superior help the employees set
and achieve meaningful goals. This made the environment amiable and
congenial.
Relations with the superior affect the evaluation.
Employees are being rated on their knowledge and skills.
Greater weightage is given to the recent performances.
Most of the employees want that 360 degree feedback system should be
introduced.

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