Structural intervention

1. Structural intervention

2. Meaning & Introduction • Also called as Techno structural Intervention. • Aimed at improving organizational effectiveness through changes in the tasks, structural, technological and goal processes in the organizations. • Focus on job design, division of labor and hierarchy, arrangements of equipment and people etc.

3. Types of Structural Interventions • Socio Technical Systems (STS) • Self managed Teams • Work Redesign • Management by Objectives (MBO) • Quality Circles • Quality of work life projects (QWL) • Total Quality Management (TQM)

4. Socio technical Systems • Is based on joint optimization of the social and technological systems of organization. • The boundary between the organization & its environment should be managed to allow effective exchanges but protection from external disruptions. • The implementation of STS should be highly participative.

5. Self managed teams • Providing teams with a grouping of tasks that comprises a major unit of the total work to be performed. • Training group members in multiple skills, including team effectiveness skills. • Delegating to the team many aspects of how the work gets done. • Providing a great deal of information and feedback for self regulation of quality & productivity.

6. Work Redesign • Richard Hackman & Greg Oldham have provided an OD approach to work design based on theoretical model of what job characteristics lead to psychological states that produce high internal work motivation. • Based on five job characteristics- Skill variety, task identity, task significance, autonomy and feedback from the job.

7. MBO • Goal setting and performance review processes should have a team thrust and should be both participative and transactional. • Based on participative and transactional we mean that in goal setting, subordinates should have meaningful ways to provide inputs; and in reviewing performance, a collaborative examination of the forces in the situation needs to be made.

8. Contd.. • MBO may be described as a process consisting of series of inter related steps- • The subordinate proposes a set of goals for the upcoming time period. • The subordinate and supervisor jointly developed specific goals and targets. These goals must be specific and measurable. • The actual performance of the individual is measured against his goals.

9. The feedback of results to the individual and appropriate rewards for performance. • The outcome of the performance review provides the basis for setting new performance goals.

10. Quality Circles • It is a form of group problem solving and goal setting with a primary focus on maintaining and enhancing product quality. • Quality circles consists of 7-10 employees from a unit who meet together regularly to analyze and make proposals about product quality. • Leaders are encouraged to create a high degree of participation within the group.

11. QWL • It includes restructuring of several dimensions of the organization. • Increased problem solving between management and the union. • Increased participation by teams of employees in shop floor decisions pertaining to production flow, quality control and safety. • Skill development through skill training, job rotation, and training in team problem solving.

12. TQM • Total Quality Management is a combination of a number of organization improvement techniques and approaches including the use of quality circles, statistical quality control and extensive use of employee participation.

13. Characteristics of TQM • Primary emphasis on customers • It is based on measurement using SQC • Continuous search for sources of defects with a goal of eliminating them entirely. • Participative Management • Emphasis on teams & team work • Continuous training