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Organizational Design, Diagnosis, and Development

Organizational Design, Diagnosis, and Development. Session 18 Techno-structural Interventions, I Structural design, downsizing & re-engineering. Objectives. To overview techno-structural design interventions To review basic structural designs

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Organizational Design, Diagnosis, and Development

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  1. Organizational Design, Diagnosis, and Development Session 18 Techno-structural Interventions, I Structural design, downsizing & re-engineering

  2. Objectives • To overview techno-structural design interventions • To review basic structural designs • To examine downsizing and re-engineering as intervention strategies

  3. Techno-structural InterventionsOverview • Structural design • Downsizing • Re-engineering • Employee involvement programs • Work design

  4. Structural Designs

  5. Process-based Design • Processes drive structure • Work adds value • Customers define performance • Teams are key • Teams are rewarded for performance • Teams are linked to suppliers & customers • Teams are informed and cross trained

  6. Networked Designs • Vertical disaggregation • Brokers • Coordinating mechanisms

  7. Downsizing Plan • Types of employee termination • The plan and timetable • The termination plan (positions to be eliminated after analysis to determine required jobs and required employees ) • Survivor support plan • Communication plan

  8. The Termination Plan • Management training re: termination interviews • The severance package • Employee assistance (outplacement, retraining, extended benefits) • Termination notice (lead time allowed, • Method of termination (who and where is the termination interview, pink slip) • Communication program (by whom, when)

  9. Survivor Support Plan • Management training addressing survivor concerns, morale • Communication program: to address group & individual concerns • Stress counseling • Employee development plan (training and career planning

  10. Other Components • Restructuring jobs and compensation packages • Employee development programs • Changes in operating

  11. Re-engineering • Examines business and manufacturing processes, end to end. • Goals • Reduce number of steps and defragment work • Group people together who need to be • Reduce cycle times and cost • Innovation • Flexibility

  12. Backwards & Forwards • Summing Up: Today’s session considering structural design, downsizing and re-engineering as interventions. Downsizing must be done in the context of other components to realize effect • Looking ahead: Next time, we explore employee involvement programs

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