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Introduction
Structural Intervention is also Known as Technostructural Intervention. This intervention or change efforts aimed at improving organizational effectiveness through changes in the task, structural, technological, and goal processes in the organization. Interventions include changes:
How the overall work of the organization is divided into units, Who reports to whom, Methods of control, The spatial arrangements of equipments and people, Work flow arrangements, and Changes in communications and authority.
Highly participative among stakeholders: Employees, engineers, staff experts, and managers. Feature the formation of autonomous work groups (i.e. self-managed). Theory suggested that effectiveness, efficiency, and morale will be enhanced.
Work Redesign
Hackman and Oldham theoretical model of what job characteristics lead to the psychological states that produce what they call high internal work motivation. Model approach has the characteristics of OD; use of diagnosis, participation, and feedback. Model suggested that organizations analyze jobs using the five core job characteristics; then redesign of group work: skill variety, task identity, task significance, autonomy, feedback from job.
Quality Circles
The concept is a form of group problem solving and goal setting with a primary focus on maintaining and enhancing product quality. Extensively used in Japan. Quality circles consist of a group of 7 10 employees from a unit; who have volunteered to meet together regularly to analyze and make proposals about product quality and other problems. Morale and job satisfaction among participants were reported to have increased. Quality circles contributes toward total quality management.
Features of TQM
Primary emphasis on customer. An emphasis on measurement technique. Competitive benchmarking. continuous search for sources of defects with a goal of eliminating them entirely. Participative management. An emphasis on teams and teamwork. A major emphasis on continuous training. Top management support on an ongoing basis.
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