PRES ENTED BY:
S ANOBER S HAI KH
MMS 2
ROL L NO. - 45
Organization Development
Interventions
Contents:
1. Sociotechnical System
2. Self Managed Teams
3. Work Redesigning
4. MBO
5. BPR
6. Quality Circle
7. Quality of Work life
8. Parallel Learning Structure
9. TQM
Sociotechnical system(STS)
STS is largely associated with universities like
tavistock institute in U.K and university of southern
California for STS innovations.
These efforts have generally attempted to create a
better fit among the technology, structure & social
interaction of particular production unit or mine or
factory.
STS theory has 2 basic Premises:
1
st
effective work systems must jointly optimize the
relationship between their social and technical part.
2
nd
is such systems must effectively manage the
boundary separating and relating them to the
environment
Further more STS is seen Highly Participative
Stake holders
Employees
Engineers
Staff Experts
Managers
STS projects tend to feature the formation of
autonomous work groups (Self Managed Teams) that
suggest effectiveness, efficiency and high morale.
Other examples of self managed teams have been
used extensively include Digital, Frito-Lay, General
Electric, Hewlett-Packard, Honeywell, Pepsi-Cola
Etc.
STS and Self managed teams have languished or
disappeared because of changes in management,
internal company politics, mergers.
Self-Managed Teams
Problems in Implementation
1
st
problem - first line supervisor
2
nd
problem manager and coordinators
Further more all team members will need to develop
new skills in the following:
Participation in team meetings
Planning
Quality control
[Link] .
Work Redesign
Richard Hackman and Greg Oldham provided OD
with approach to work design and recommended
that organizations analyze jobs using the 5 core job
characteristics that are:
Skill variety
Task identity
Task significance
Autonomy
Feedback
(MBO) Management By Objective
MBO programme evolve form a collaborative
organization diagnosis and are system of joint target
setting and performance review.
It is designed to increase the focus on objectives and to
increase the frequency of problem-solving discussion
between supervisors subordinates and the working
teams.
A collaborative diagnosis of organizational problems.
Increased skills in interpersonal communication & group
process.
Real subordinate Participation in setting goals.
A team approach to reviewing group targets.
(BPR)Business Process Reengineering
BPR is Practice of rethinking and redesigning the
way work is done.
Reengineering starts with high level assessment of
the organizations mission, strategic goals, and
customer needs.
Reengineering recognizes that an organizations BP
are usually fragmented into sub process & task that
are carried out by several specialized functional areas
within the organization.
Quality Circle
It is form of group problem solving and goal setting with
a Primary focus on maintaining & enhancing the product
quality.
It consist of 7-10 employees of a unit to analyze the &
make proposals about product quality.
Groups are formed to encourage high degree of leaders
participation and use experts from within the
organization to discusses the quality control.
Once or twice in a year a member of higher management
meets with each group.
Quality circles has been one of the central aspects in the
evolution of TQM.
(QWL) Quality of Work Life
Good man indicates QWL as attempt to restructure
multiple dimensions of the organization.
FOR Eg: at general motors have included some QWL
features:
Voluntary involvement on the part of employees
Union agreement with the process and participation in it.
Assurance of no loss of jobs as a result of the programme
Work team participation in forecasting work planning
and team leader selection.
Training of employees
Encouragement of skill development and job rotation
Skill training
Parallel
Learning Structures
It is a group study about what changes are needed in
the organization, make recommendations for
improvement & monitor the resulting changes.
Parallel organizations also called collateral
organizations deliberate effort made to develop a set
of norms different from those in formal system.
In particular careful questioning & analysis of
goals, assumptions, methods, alternativeness, and
criteria for evaluation are encouraged
(TQM) Total Quality Management
TQM some time also called as continuous quality
improvement.
It is a combination of organizations improved and
techniques approaches, including the use of Quality
circles.
Statistical process control
Self managed teams and task forces
Extensive use 0f employee participation
The following feature tends to characterized TQM:
Primary emphasis on customers
An emphasis on measurement using both statistical
quality control and statistical process control technique.
Competitive benchmarking
continuous source for searching defects and eliminating
them entirely.
An emphasis on teams and teamwork.
An emphasis on continuous training
Top management support on an ongoing basis.
