Structural od intervention - Organizational Change and Development - Manu Melwin Joy

Structural OD Intervention

Prepared By

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Manu Melwin JoyAssistant Professor

Ilahia School of Management Studies

Kerala, India.Phone – 9744551114

Mail – [email protected]

Structural Intervention

• These interventions deal with an organization’s 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. Practitioners place emphasis both on productivity and human fulfillment.

Structural Design

• This change process concerns the organization’s division of labour – how to specialize task performances.

• Diagnostic guidelines exist to determine which structure is appropriate for particular organizational environments, technologies, and conditions.

Self-managed teams.

• A self-managed team is a group of employees that's responsible and accountable for all or most aspects of producing a product or delivering a service.

• A self-managed team carries out supporting tasks, such as planning and scheduling the workflow and managing annual leave and absence, in addition to technical tasks. Management and technical responsibilities are typically rotated among the team members.

Quality circles

• A quality circle is a participatory management technique that enlists the help of employees in solving problems related to their own jobs.

• Circles are formed of employees working together in an operation who meet at intervals to discuss problems of quality and to devise solutions for improvements.

Downsizing

• This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs, organization redesign, and outsourcing.

• Clarify the organization’s strategy

• Assess downsizing options and make relevant choices

• Implement the changes• Address the needs of

survivors and those who leave• Follow through with growth

plans

Downsizing Process

Cummings & Worley, 7e (c) 2001 South-Western College Publishing 14-9

Downsizing TacticsTactic Characteristic Examples

WorkforceReduction

Reduces headcount Short-term focus Fosters transition

Attrition Retirement/buyout Layoffs

OrganizationRedesign

Changesorganization

Medium-term focus Fosters transition &

transformation

Eliminate functions,layers, products

Merge units Redesign tasks

Systemic

Changes culture Long-term focus Fosters

transformation

Changeresponsibilities

Foster continuousimprovement

Downsizing is normal

High-involvement Organizations

• This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs, organization redesign, and outsourcing.

Work redesign

• This refers to OD

interventions aimed at

creating jobs, and

work groups that

generate high levels of

employee fulfilment and

productivity.

Quality of Work Life (QWL)

• Organizational improvement efforts.– Attempt to restructure

multiple dimensions of the organization.

– To institute a mechanism which introduces and sustains changes over time.

• An increase in participation by employees and increase in problem solving between the union and management.

Parallel Structures• Some companies stand to gain improved

employee effectiveness though peer communication and sharing experiences encountered throughout the working day.

• This behavior happens naturally, to an extent, wherever the staff gathers for breaks and shares conversation.

• Formalizing the process ensures that all employees in a similar department, regardless of their position in the traditional hierarchy, have the chance to contribute ideas to the broader organization.

Management by objectives (MBO).

• Management by objectives (MBO), also known as management by results (MBR), is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization in order to achieve them.

• The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.