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SU4C2_Organisational Structure, Culture and Development (Dimensions of…

- - - - A tall organizational structure has a long chain of command—many authority levels—and a narrow span of control.
      - A flat organizational structure has a short chain of command but a wide span of control.
      - Very nontraditional organizations may have a very small chain of command or none at all, because they deemphasize authority levels.
- - - - This increase in group decision making means that there is bound to be a great deal of conflict in team organizations (Barker, Tjosvold, & Andrews, 1988). However, this intragroup conflict is usu- ally turned to productive, functional outcomes.
    - - Woodward
        maximal performance, organizational structure needed to match the type of production technology.
        Woodward clas- sified manufacturers into three types: small-batch production, mass produc- tion, and continuous-process production.
        According to Woodward’s model, producers of
        
        small batches of specialty products, such as specialized electronic components or construction equipment, required moderate span of control
        
        Mass-production organizations, referred to as “large-batch” companies, such as automobile assemblers, large span of control
        
        continuous-process manufacturing, such as pro- ducing chemicals or refining oil, required a small span of control and a very long chain of command.
      - Perrow
        
        Routine Tech: tend to be formal, highly rule driven, and centralized in structure.
        Nonroutine technology: less formal, more flexible structure, such as a team or matrix organization.
        Craft and engineering: Due to unanalysibility and many expections, requires combination of trad and non-trad structure
- - - - 6 OD Techniques
        
        Team building
        teams of workers discuss how to improve team performance
        by analyzing group interaction
        
        Focus on the group and help team to achieve performance related goals
        
        1) OD culstant moderates
        2) Discuss current level of functioning
        3) Team member present personal views and suggestions for improbements
        4) Agree on strategies
        5) Implementations
        6) Fine tuning or alternative approaches
        
        Benefits
        1) largest and most consistent positive effects on increasing employee job satisfaction and morale
        2) Work best when focus on skills and roles of team members
        
        Process consultation
        an OD technique in which a consultant helps a client-organiza- tion study its problems objectively and learn to solve them
        
        assist the client-organization in learning how to use objective methods to diagnose and solve its own problems.
        
        instructs organizational members in how to implement specific OD problem-solving techniques
        
        1) Initial contact with the client-organization: Which is usually initiated by someone in the organization who realizes that problems exist and is willing to try to solve them.
        2) Developing the contract: Determine the problems, explain the consultant’s role, and formulate actions to be taken. A formal contract is drawn up to determine matters such as client time and compensation.
        3) selection of a setting and a method of work: A site for study is selected collaboratively with the client and is usually a unit near the top of the organization.
        4) Data gathering and diagnosis Obtain indepth pictures of organisation and internal processes and OD techniques, exit interviews, survey and direct observation. Analyse with org. professionals to target specific problem areas.
        5) Intervention: Variety of intervention strategies is used in process consultation
        6) Evaluation of results and disengagement: successful process consultation improves organizational performance by “changing some of the values of the organization and by increasing the interpersonal skills of key managers.” If these goals are met, CDE should see some changes in the organization’s per- ception of the value of the sales force and in the selection, training, and treat- ment of sales personnel.
        consultant gradually lessens involvement with the client-organization
        
        Management by Objectives (MBO)
        a goal-setting OD tech- nique in which supervi- sors and subordinates jointly set performance goals; at the end of
        the goal period, their attainment is evaluated and new goals are set
        1) Employees must participate in setting personal performance goals
        2) Feedback concerning goal attainment must be provided
        3) Guidelines for improvement must be provided
        4) Realistic goals
        5) The upper levels of the organization must support the program
        6) Individual, work group, and organizational goals must be equally emphasized
        
        Benefits
        implemented in just about any work organization and with almost any type of job
        
        Quality circles
        small groups of volun- teer employees from the same work area who meet regularly to solve work-related problems
        
        members are trained in quality control, work on developing, learn problem-solving techniques
        
        select a particular problem to study and use a variety of methods to gather informa- tion pertinent to the issue
        
        Recommend to management how to solve problem
        
        goal of quality circles is to get employees more involved in their jobs and to increase their feelings of having some control over their work. This increased employee involvement should lead to greater worker satisfaction, work quality (and perhaps productivity), and worker com- mitment to the organization.
        
        T-groups
        interaction to assist workers in achieving insight into their own motivations and behavior patterns in dealing with other organizational members
        
        Focus on individual growth and development
        
        1) participants to gain insight concerning their own behavior, to
        2) develop greater openness, and to
        3) improve skills in understanding and dealing with others
        
        Benefits
        1) improved employee attitudes and increased job satisfaction
        2) Gain insights but difficult to generalise to work settings
        
        Survey feedback
        OD works with organisation to develop and administer a survey instrument to collect data that’s feedback to organisational members and used as starting point of change
        
        OD usually institute a program for managing change.
        
        1) Design survey
        
        assess employee attitudes about important work-related issues such as the organisation in general, company policies and practices, quality of leadership, and coordination among work units.
        
        2) Distribute survey
        Once constructed, the survey is distributed either to all workers or to a representative sample. The OD consultant then tab-ulates the survey data and puts them into a form that will be easily understood by organizational members.
        3) Presentation of results
        This feedback can be done in a number of ways: via the Internet, in written form, in small- or large-group discussions, or in a general meeting.
        As we saw in 360-degree feedback, survey data from multiple sources, such as from management and line employees, as well as other constituents, can be very useful.
        
        Benefits of survey
        1) Upward flow of communication from lower level workers to mgmt
        2) Positive effects on workers attitudes as they will perceive interest of mgmt in their problems
        3) Results will show that workers are not alone and issues are faced by many
        4) Efficient for collecting large amount of information from a large amount of workers
        5) Anonymous in nature, feel safer in voicing opinions
        Only effective if steps are taken to address workers' concern after feedbacks