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  • Structural Interventions

    Încărcat de

    Aditya Kulkarni
    195 vizualizări4 pagini
    Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technological and goal processes. This includes activities like work distribution, reporting lines, workflows, and communication authority. The core is optimizing the relationship between the social and technical aspects of a socio-technical system to create a highly participative environment and high performance teams. Examples include self-managed teams at companies like GE and HP. Challenges include difficulty with hierarchies and increased managerial spans of control requiring enhanced planning, coordination, and execution skills. Work redesign models job characteristics like meaningfulness, responsibility, and results feedback to maximize motivation. Quality of life efforts restructure decision making, problem solving, and skills development through voluntary and union involvement, training,

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    Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technological and goal processes. This includes activities like work distribution, reporting lines, workflows, and communication authority. The core is optimizing the relationship between the social and technical aspects of a socio-technical system to create a highly participative environment and high performance teams. Examples include self-managed teams at companies like GE and HP. Challenges include difficulty with hierarchies and increased managerial spans of control requiring enhanced planning, coordination, and execution skills. Work redesign models job characteristics like meaningfulness, responsibility, and results feedback to maximize motivation. Quality of life efforts restructure decision making, problem solving, and skills development through voluntary and union involvement, training,

    Drepturi de autor:

    Attribution Non-Commercial (BY-NC)
    Descărcați ca PPT, PDF, TXT sau citiți online pe Scribd
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    195 vizualizări4 pagini

    Structural Interventions

    Încărcat de

    Aditya Kulkarni
    Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technological and goal processes. This includes activities like work distribution, reporting lines, workflows, and communication authority. The core is optimizing the relationship between the social and technical aspects of a socio-technical system to create a highly participative environment and high performance teams. Examples include self-managed teams at companies like GE and HP. Challenges include difficulty with hierarchies and increased managerial spans of control requiring enhanced planning, coordination, and execution skills. Work redesign models job characteristics like meaningfulness, responsibility, and results feedback to maximize motivation. Quality of life efforts restructure decision making, problem solving, and skills development through voluntary and union involvement, training,

    Drepturi de autor:

    Attribution Non-Commercial (BY-NC)
    Descărcați ca PPT, PDF, TXT sau citiți online pe Scribd
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    din 4

    Structural Interventions

    Structural Interventions are such Broad Class of Interventions aimed at


    improving
    Organisational effectiveness involving changes in
    1.Task
    2.Structural Process
    3.Technological Process
    4.Goal Process
    And covers activities involving work distribution, Reporting lines, workflow ,
    Communication
    Authority etc.
    The SOCIO TECHNICAL SYSTEM’s
    The arrangement of a Better Fit among Technology, Structure and
    Social Interaction of a UNIT
    Is the Core of such systems.
    Protecting interference from External disruption , and optimizing relationship
    between
    The Social (Relationships) and Technical (Work related Structures)parts
    creates HIGHLY
    PARTICIPATIVE environment. This leads to Creation of HIGH PERFORMANCE
    TEAMS.
    Practiced in GE, HP, Honeywell ,Pepsi-cola Self Managed Teams Format
    Self Managed Teams –
    The difficulties encountered include
    1.Difficulty in hierarchy – Redundancy of First line Supervisors
    2.Increased Span of Supervision of Mangers – More Teams to Manage
    3.Need for Enhancement of managerial Skills –Planning ,Co-ordination and Exec
    4.Need for Training in – Leadership, Delegation, QC etc.
    The team activity runs a Risk of Stagnancy and Complacency and org need to m
    the Capability and renews this activity.
    WORK REDESIGN
    This initiative considers Five Core Job Characteristics (See Figure) and redesign
    to Maximise Motivation
    Hackman and Oldhams Model –WORK
    REDESIGN
    Job Characteristics Model of Job
    Enrichment

    Experienced
    Meaningfulness
    of Work

    Felt
    Responsibility

    Knowledge of
    Results of Work
    activities
    Moderators
    Knowledge, Skill, Growth, Need
    Core Job Strength etc
    Psychological State Job Outcomes
    Characteristics
    Quality of Work Life
    These are efforts to restructure MULTIPLE DIMENSIONS of the Organisati
    The usual mechanism consider Participation in Decision making (Union -
    And problem solving.
    The Modes Include
    1.Voluntary Involvement encouraged
    2.Unions formal Participation
    3.Training in Problem solving (Quality related
    4.Quality Circles and Small Group activity
    5.Job Rotations /Skill Development (Multiskilling ) etc
    The Stability of this initiative is impacted by
    1.Changes at Union End
    2.High Expectations
    3.Ignoring other areas impacting this
    4.Laxity in Participation by Supervisory Cadre on account of insufficient
    Security & Other fears like redundancy

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