Introduction
Influence models are frameworks that can be used within organizations to impact on employees to improve the efficiency and performance of the organization. Models of influence can also be referred to as models of intervention. Intervention models are designed to mobilize human and capital resources whenever there is a need to restructure the organization to promote growth. There are many models of influence in organizational development. They include; coaching teams and individuals, management and leadership. The three are the major models that are often employed in modern day Organizational Development efforts. The models have similarities in that they all have the same objective of achieving improved organizational performance and efficiency. However, models of intervention differ from one another in many ways ranging from the steps involved, the designs, time taken and levels of efficiency. They could also differ based on the scale of application because some are implemented at individual while others at the organizational level or both. The use of intervention models also varies depending on the kind of intervention model. Each intervention model is designed to be used under specific set of conditions. The context of application and the levels of application within an organization are the main aspects that determine the use of a particular kind of intervention model.
Coaching of individuals and teams
There are two forms of coaching; individual coaching and team or group coaching. Coaching is an intervention model used in organizations to enhance organizational performance. In coaching, there are roles undertaken by the intervener in different phases until the desirable results are achieved.
Individual coaching
This form of coaching is composed of three major phases. The coaching of individuals is conducted to achieve three major objectives. Coaching is conducted at an individual level to induce career development of an employee. Sometimes employees reach a plateau stage even before their career begins. Coaching helps in career development by showing the employee the best career decisions to take and make the individual mature and responsible as they take charge of their growing career. Secondly, individual coaching is done to improve the skills and performance of an employee. When employees join an organization, they have the potential but not the required standard of skill to perform at the highest level. Therefore, coaching is done to help the employee perfect on their individual skill at the place of work. Improving skills and knowledge about the work they do automatically helps the individual improve in terms of their performance. Lastly, employees undergo individual coaching to alleviate dysfunctional or undesirable behaviors. Individual behavior always depends on the individual background. When an individual gets employed, they may continue exhibiting some of the undesirable characteristics at work. These behaviors could contribute to inefficiency at work through creating disharmony or lower self-esteem.
Individual coaching, if conducted effectively is an efficient intervention approach that would improve the work place. It can create a comfortable and harmonious environment for other employees as well as improve the interaction and self-esteem of the individual. Individual coaching enhances the individual’s readiness to face third party interventions. A coached individual can cope with a third party intervention because they have a clear idea of what to expect and what to do when they face such a situation. Furthermore, the coached individual is readily available and psychologically capable of participating in team building. They understand the importance of team building and will readily participate in the process.
Individual coaching provides the intervener the opportunity to advise the learner on strategic issues. The learner is involved in several content issues related to the organization. This helps the individual learn about the organization they work for and its stakeholders. The individual also gains valuable knowledge that teaches them on how to assume responsibility when working for the organization.
Coaching teams
This is a similar process as in individual coaching with the only difference being that the learners comprise a big team of employees. Team coaching is done based on different theories. Whatever the theory of team coaching employed, there are factors that influence the coaching process. The coaching process depends on how the team understands the process and content they are taught about the organization. The team must be able to distinguish between the content they are taught and the process involved in the coaching process.
Team coaching is influenced by communication factors. The interpersonal skills interaction poses a challenge. The coaches and the leaners must try to understand the dynamics of effective communication if the process is to be successful. Team coaching is done based on the goals of the coaching process. The process is also influenced by norms in a society or organizational environment. However, team coaching may be marred by conflict between learners or between coaches and learners. This could lead to an unproductive coaching process.
Leadership and management
Leadership and management are two different terms and professions that have several similarities. Managers are professionals whose work is to oversee and guide his subordinates to achieve organizational goals. Leaders serve the same objective as manager, only that they may not be managers by profession in some instances. Most managers are leaders. Leadership and management form an important intervention model in organizational development.
This is an intervention model that has been used to great effect in the past in many organizations. Leadership concepts were founded in the 1950s when organizational development was formed. There are two opposing beliefs in the use of leadership as an intervention method. Theory Y managers believe that the when all the basic needs of employees are fulfilled, the employees will be self-directed. They believe that employees would be creative and fulfill their responsibilities without being pushed. Theory X managers view employees as reluctant people who hate work and avoid responsibility. In theory X, employees are self-interested and would only work well under managerial oversight.
Leadership is effective if used at both individual and organizational level. A good leader will provide guidance to the whole organization. They would then intervene in the activities of the employees if the employees are not complying with the rules and regulations or are fulfilling their responsibilities. Theory X leaders keep tabs on their subjects. They direct, control, organize and force their subjects whenever necessary. Theory Y leaders provide favorable conditions in the organizations for employees to realize their potential. This is done by creating opportunities and challenges then encouraging employees to tackle them. The employees will readily take up the challenge since they like challenges. There are several leadership behaviors that are exhibited. The behaviors could be considerate, where the leader is friendly and gives employees support. The leader could be initiative, where he allocates, defines and oversees the responsibilities allocated to subordinates.
Conclusion
Therefore, intervention models differ in approach but have a common objective. The difference between coaching, leadership and management is that the methods applied are different. In coaching, the coach deals with the team or individual in a way their relationship is akin to a mentoring program. Coaching allows subordinates to learn through participation. Leadership and management require the manager or leader to oversee and guide his subordinates to achieve organizational goals using various policies. Regardless of the approach the leader or manager takes, they are always in full control of the subordinates.
References
Bradford, D. L., & Burke, W. W. (2005). Reinventing organization development: New approaches to change in organizations. San Francisco: Pfeiffer.
Burke, R. J., & Cooper, C. L. (2007). Building More Effective Organizations: HR Management and Performance in Practice (illustrated ed.). Cambridge: Cambridge University Press.
Cummings, T. G., & Worley, C. G. (2009). Organization Development & Change (9, illustrated ed.). London: Cengage Learning.
Jones, B. B., & Brazzel, M. (2006). The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives. New York: John Wiley & Sons.
