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Organizational Design, Diagnosis, and Development

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Organizational Design, Diagnosis, and Development Session 19 Techno-structural Interventions, II Employee Involvement Objectives To provide background and history of ... – PowerPoint PPT presentation

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Title: Organizational Design, Diagnosis, and Development


1
Organizational Design, Diagnosis, and Development
  • Session 19
  • Techno-structural Interventions, II
  • Employee Involvement

2
Objectives
  • To provide background and history of employee
    involvement efforts
  • To examine the underlying behavioral dynamics of
    employee involvement
  • To review several employee involvement
    interventions and their outcomes.

3
Foundation Studies
  • Tavistock Institute for Human Relations
  • Insurance company studies
  • Harwood studies
  • Leadership studies

4
Quality of Work Life
  • More control and autonomy for workers
  • Recognition for those who have contributed to
    meeting organizational goals
  • A sense of belonging to the workplace
  • Opportunity for progress on the job
  • Extrinsic rewards for work

5
Problems with QWL Programs
  • Isolated change effort
  • Change is piecemeal
  • Worker involvement limited to a few issues that
    are not critical to core business
  • First line supervisors and middle management are
    not involved in the change effort

6
Key Factors in Involvement
  • Power
  • Information
  • Knowledge skills
  • Rewards

7
Involvement and Productivity
Communication Coordination
Employee Involvement Intervention
Improved Productivity
Motivation
Capabilities
8
Secondary Effects on Productivity
Employee satisfaction
Employee Involvement Intervention
Attraction, Retention
Productivity
Productivity
9
EI Interventions
  • Parallel structures
  • Union - management projects
  • Quality circles
  • High involvement organization
  • Total quality management

10
Parallel Structures
  • Define structure purpose scope
  • Form steering committee
  • Communicate with organization members
  • Form problem solving groups
  • Address issues
  • Implement evaluate change

11
Union Management Projects
  • The process These typically consist of
    committees that plan the projects. The focus is
    often on productivity improvements
  • The results Unless the projects are directly
    related to productivity improvement, results are
    meager in terms of productivity

12
Quality Circle Structure
13
Quality Circles
  • Group of employees usually form same work group
  • Goal is to identify and solve work-related
    problems
  • Has a group appointed leader
  • Proposals submitted to steering committee

14
High Involvement Organizations
  • Flat, lean structure
  • Jobs which entail worker discretion, skills,
    feedback
  • Open information systems
  • Career systems
  • Thoughtful employee selection
  • Employee training
  • Reward systems personnel policies that
    encourage trust and commitment

15
Total Quality Management
  • Create a quality philosophy
  • Institute leadership
  • Eliminate meaningless goals
  • Create trust
  • Re-focus on process
  • Walk the talk
  • Focus on continuous improvement
  • Retrain

16
Implementing TQM
  • Get top level commitment
  • Train members in quality methods
  • Start the improvement projects
  • measure progress
  • Reward accomplishment

17
Backwards Forwards
  • Summing up Todays session included a look at
    the history and dynamics of employee involvement
    efforts as well as an examination of specific
    types of interventions included the most recent
    of high involvement organizations and continuous
    improvement projects.
  • Looking ahead. At our next session, we look at
    job design interventions
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