Long Test 2 Flashcards
Demonstrates how goal setting, performance appraisal and rewards are connected but work differently
Performance management
T or F, Performance management is usually done by the company’s executive team
False, it is done by the company’s HR Department
This involves defining assessing and reinforcing employee work behaviors and outcomes
Performance management
This part of the Performance management model defines goals, objectives, policies and organizational relationships
Performance management aligns work behaviors with these strategic goals
Business strategy
What does the business strategy ensure
That work behaviors are strategically driven
What does workplace technology determine
If performance management is individual or group-based
Where is the focus if performance management is low interdependence/ individua; jobs
Focus on individual behaviors
Where is the focus if performance management is high interdependence/ group work
Focus on group behaviors
What does employee involvement determine
Determines the nature of performance management practices
According to employee engagement, what are the 2 types of organizations
- Highly bureaucratic, low participation orgs
- High-involvement orgs
These types of orgs have formalized performance management and management-administered
Highly bureaucratic, low participation orgs
These types of orgs have highly participative performance management, shared responsibility between manager and staff. Both set goals, appraise performance and reward. Employees participate in all stages of performance management
High-involvement orgs
What is “Goal setting”
A process that involves managers and
subordinates in jointly establishing and
clarifying employee goals.
T or F, goal setting does not facilitate employee counselling and support
False, management by objectives
Why are goals generated in several defined categories at different org levels
To establish clear linkages with business strategy
What are the key factors in setting goals
- Level of participation - how much employees are involved in setting their goals
- Goal difficulty - goals should be
challenging but achievable - Measurement - tracking progress determines the member performance
How does goal setting affect behaviors
It influences
what people think and do because it makes them focus on achieving the goal.
lead to persistence in employees esp when goals are difficult but achievable
2 major processes that affect positive outcomes in goal setting
- Establishment of challenging goals
- Clarification of goal measurement
What does Stretching goals mean
can increase their
perceived challenge and
enhance the amount of
effort expended to achieve
them as long as the goal is
achievable and feasible
What does benchmarks or best practice referents mean
Important method in increasing
the acceptance of a challenging
goal
Show reference of other people,
group, or organizations who have
successfully achieved similar
goals can make them believe they
can do it too.
What does var the amount of employee participation mean
Letting employees help set their
own goals makes them more
motivated and commitment–
BUT only if they set challenging
goals
What are 3 factors that make goal setting successful
- Alignment with business strategy
- Suppportive company culture
- Group-oriented goals
Why shoul goal measurement be clarified
People perform better when they
have specific goals rather than
just being told to “do your best.”
remove ambiguity
and help employees focus on the
right actions.
Why should goals be measurable
- Respond to customers facster
- Reduce average response time
What are the contextual factors in clarifying goal measurement
- Nature of workplace
- Employee participation
- Clarity of strategy
What are the Application stages of clarifying goal measurement
- Diagnosis- This provides information about the nature and difficulty of specific goals, the appropriate types and levels of participation, and the necessary support
system. Analyze business strategy, workplace tech and employee involvement - Preparation for Goal setting- Prepares managers and employees to engage in goal setting, typically by increasing interaction and communication between managers and employees, and offering formal training in goal-setting methods.
- Setting of Goals- Challenging goals are established and methods for goal measurement are clarified.
- Review- Evaluate if the goals are motivating and aligned with business strategy.
What is Management by Objectives (MBO)
A goal-setting method that aligns personal goals with business strategy through communication and collaboration between managers and employees to prevent misunderstandings
- Meet regularly
- Encourage joint planning, feedback and adjustments
Who founded MBO
Peter Drucker: Focused on
setting clear objectives in key
areas like market standing,
innovation, productivity, and
employee performance.
McGregor (qualitative nature) – Focused on employee development, shifting from identifying weaknesses to building on strengths through self appraisal and discussions with managers.
What are the benefits of MBO
- Reduces confusion through collaboration
- Helps employees and managers understand each other’s expectations.
- Managers can act as coahces
- Can extend beyond individuals to teams
6 steps in MBO
- Work-group involvement- overall and individual goals are defined by the team
- Join-manager-subordinate goal setting- Manager and employee discuss individual job responsibilities
- Establishment of action plans for goals- specific plans to meet goals
- Establishment of criteria or yardsticks of success- Manager and employee agree on how success will be measured.
- Review and Recycle- Share achievements and challenges -> Feedback -> Broader discussion (growth, coaching, career goals)
- Maintenance of Records
What are the effects of goal setting and MBO
- Jointly set goals linked to
strategy improve performance management effectiveness. - Consistent positive results
goal - Difficulty, specificity, and participation enhance performance.
BUT strong top-management support is key
What is Performance Appraisal (PA)
- Feedback system
- Connects goal-setting with reward systems
Purposes of PA
- Traditional- affirmative action, pay and promotion decisions, and human
resources planning and
development - High involvement- tailored to balance multiple organizational and employee needs
Appraiser in PA
- Trad- Supervisor and manager onle
- High-involvement- 360 degree feedback
Role of Appraisee in PA
- Trad: passice recipient
- High-involvement- Active participant
Measurement in PA
- Trad- subjective (predefined traits, behaviorally achored rating scale)
- High-involvement- objective and subjective
Timing in PA
- Trad- annually
- High-involvement- frequent
What are the application stages in PA
- Select the right paople
- Diagnoses the current situation- Assess contextual factors to define the strengths and weaknesses
- Establish the system’s purpose and objectives
- Design the Performance Appraisal system- Based on agreed purposes and contextual factors
- Experiment with Implementation- identify/ fix existing flaws
- Evaluate and Monitor the system
What are the criteria for an effective performance appraisal system
- Timeliness
- Accuracy
- Acceptance
- Understanding
- Focus on critical control points
- Economic feasibility
What are the effects of PA
- Strong link between feedback and performance
What are Reward Systems (RS)
Essential tools in human resource management, designed to elicit and reinforce desired employee behaviors and performance outcomes.
To reinforce new work designs, promote collaboration, and support leadership development.
What are the structural and motivational features of RS
- Person/Job based vs Performance based
- Individual vs Group Rewards
- Internal (within org) vs External (market) Equity
- Hierarchy
- Rewards mix (Security/ Job stability or Seniority/ Longevity)
This model suggests that employees exert effort toward goals they believe will lead to valued outcomes
Value Expectancy Model
What are 5 factors that the ability of reward to motivate desired behavior depends on
- Availability
- Timeliness
- Performance contingency
- Durability
- Visibility
What is Skill-based
Rewards employees for learning and growth, increasing workforce flexibility and
engagement.
What is Performance-based pay
Pay links compensation to
performance,
What are gain sharing systems
Provides employees with bonuses based on organizational performance improvements.
Can contribute to employee motivation, involvement, and performance.
What are the Design elements of Gain sharing systems
- Process of Design
- Organizational Unit covered
- Bonus Formula
- Sharing Process
- Frequency
- Change management
- Participative system
3 Major forms of Gain sharing systems
- Scanlon Plan- Bonus is based on labor cost efficiency.
- Rucker Plan & Improshare- Different bonus formulas mean less worker
involvement. - Goal-Sharing Plans: More flexible than gain sharing, focusing on changing strategic objectives
What is Coaching
★ Purpose: Enhance individual performance by clarifying goals and overcoming obstacles.
★ Format: One-on-one
★ Techniques: Guided inquiry, active listening, reframing.
★ Focus: Increase individual capacity through BehSci
What is Mentoring
★ Purpose: Transfer specific knowledge and
skills as part of career development.
★ Format: Mentor and mentee.
★ Approach: More directive than coaching
★ Focus: Career development and skill
acquisition.
How is coaching different from therapy
★ Focus: Coaching is future and action-oriented
★ Assumptions: Assumes clients are healthy and capable
★ Approach: Helps clients understand how
their behaviors impact current situations.
What are the application stages in Coaching and Mentoring
- Establishing the relaitonship- Define foundation of the relationship (Parameters, Goals, Ethics)
- Conducting assessments- Personal and Systemic
- Debriefing Results- Review data and encourage action
- Developing an Action Plan- Outline activities
- Implementing the Action Plan- One-on-one sessions
- Assessing Results- Evaluate progress and adjust
What is Career planning vs Career Development (CP&D)
Career planning- concerned with individuals choosing
occupations and organizations
Career development- helping employees attain career objectives
Why are CP&D interventions created?
To meet the needs of the companies’ members
What are the 4 career stages that employees progress through
- Establishment stage (21-26)- Focused on initial career commitments and exploring capabilities
- Advancement stage (26-40)- Focused on career growth
- Maintenance stage (40-60)
- Withdrawwal stage (60+)-
Transitioning out of career
What are the Application stages of CP&D
- Establish a Career Planning Mechanism
- Assembling Career development Processes
What are the types of Interventions in CP&D
- Relistic Job Previews- Provides applicants with
expectations about the job during recruitment - Assessment centers- simulate managerial work
- Job rotation and challenging assignments- experience for advancement or
challenge to revitalize a stagnant
career; Job rotation (help develop new knowledge) and Fallback positions (jobs they can return to if it doesnt work out) - Consultative roles- for those in maintenance and withdrawal stages
- Developmental training
- Performance management- continual feedback
- Work-life balance interventions
- Phased retirement
What are the benefits of Realistic Job Previews
Reduce turnover,
lower training costs, increase
organizational commitment and job
satisfaction.
What are the benefits of Assessments Centers
Enhance career
advancement by addressing areas of
improvement.
What are the benefits of Challenging Assignments and Job Rotations
Boost work satisfaction and
productivity for plateaued employees through lateral job changes.
What are the benefits of General Training Programs
Yield significant returns on investment
What are the benefits of Work-Life Balance Interventions
Improve creativity, morale, and effectiveness while reducing absenteeism and turnover.
What is the difference between Leadership Development and Career Development
Leadership dev- developing skills and knowledge the organization believes will be necessary to implement future strategies and manage the business
Career dev- building the skills
and knowledge the individual believes will best equip them for the career they prefer
What are the application stages of Leadership and Career Dev
- Needs Assessment- What kind of leader to equip participants with competencies
- Develop the objectives and design of the trianing
- Deliver the Training
- Evaluate the training
What are the components of Needs assessment in Leadership and Career Dev
- Stretegy Assessment
- Organization Assessment
- Individual Assessment
What are the 4 criteria for Evaluating training in Leadership and Career Dev
- Reaction
- Learning
- Behavior
- Results
What are the goals of Workforce Diversity Interventions (WDI)
- Organization’s diversity approach is a function of internal and external pressures for and against diversity.
- Management’s perspective and priorities with respect to diversity can range from resistance to active learning and from marginal to strategic.
- The organization’s strategic responses can range from reactive to proactive.
- Implementation style can range from
episodic to systemic.
What are the Application stages of WDI
- Age
- gender
- Race/ Ethnicity
- Sexual Orientation
- Disability
- Culture and Values
What are the OD interventions for Age in WDI
Work design, wellness
programs, career planning and development, and reward systems.
What are the OD interventions for gender in WDI
Work design, reward
systems, and career development
What are the OD interventions for Race in WDI
Training, mentoring,
performance appraisal alignment,
enforcing appropriate rules.
What are the OD interventions for Sex in WDI
Education and
training
What are the OD interventions for Disability in WDI
work design, career
planning and development, performance
management.
What are the OD interventions for Disability in WDI
Employee
involvement, reward systems, career
planning and development.
What is stress
The reaction of people to their environment
Determined by how fit people’s needs, abilities and expectations are with the environmental demans changes and opportunities
Positive stress- contributes to motivation, innovation and learnign
Dysnfunctional stress- overpower the person’s ability to cope causing physical and emotional exhaustion
What are the 3 individual sources of stress
- Work overload
- Role Conflict
- Role ambiguity
What are the individual differences that can affect how people react to stress
- Cognitive/ Affective characteristics
- Biological/Demographic characteristics
How to diagnose stress
- Charting Stressors
- Health profiling
How to alleviate and cope with stress
- Role clarification
- Supportive relationships
- Work Leaves
- Health Facilities
- Employee Assistance Programs
What is Process Consultation (PC)
- Deals with interpersonal aand group processes that describe how org members interact with each other
- Helps managers, employees and groups assess and improe himan processes
- Ensures that those who are at the receving end of help own their problems, diagnose them, and solve the problems themselves
What are the 10 principles of PC
- Always try to be helpful
- Always stay in touch with the current
reality - Access your ignorance
- Everything you do is an intervention
- The client owns the problem and the solution
- Go with the flow
- Timing is crucial Always try to be
helpful - Be constructively opportunistic with confrontative interventions
- Everything is information; errors will always occur and are the prime source for learning
- When in doubt, share the problem
What are the Individual interventions in PC
Primarily to help people be more effective in their communication with others.
1. Johari Window
How to give effective feedback
- The giver and receiver must have consensus on the receiver’s goals.
- The giver should emphasize description and appreciation.
- The giver should be concrete and specific.
- Both giver and receiver must have constructive motives.
- The giver should not withhold negative feedback if it is relevant.
- The giver should own his or her
observations, feelings, and judgments. - Feedback should be timed to when the giver and receiver are ready.
What are the Group Interventions in PC
- Process interventions
- Content interventions
- Structural interventiones
What are third-party interventions
Third party consultants are employed when conflicts become disruptive to group performance and when internal resolution efforts have stalled.
What is the role of a thir dparty consultant
- Neutral facilitaro
- Take a more directive arole in conflict resoltion
- Unbiased, helps break down entrenched positions and encourage open communication
How to diagnose conflict types
Susbtantive issues (Resource allocation, strategic disagreements)
What does the episode model of conlift state
Conflict often occurs in iterative,
cyclical stages known as “episodes”.
- Latent conflict -> trigger -> Problems manifest -> Unresolved disagreement becomes latent again
What are the strategies for conflict resoution in PC
- Understanding of the triggering factors and subsequent avoidance when symptoms occur
- Setting of limits
- Coping with the consequences
- Elimination or resolution of the issues
What is team building`
Refers to a broad range of planned activities that help groups improve their interpersonal and problem-solving skills, task accomplishment, and increase team performance.
What are the factors that can affect the outcomes of any specific team-building activity
- Length of time for activity
- Team willingness
- Time the team has worked together
- Team permanence
What are the classification of team-building activity according to level and orientation
- One of more individuals- For self-understanding
- Group operations and behavior- For group performance
- Relationships with the organization- For what the group contributes to the organization
What is role of the manager in teambuilding
- Manage and direct the processes of the team
- Check effectiveness of the team
- Lead teambuilding
What is the OD practitioner’s role in teambuilding
Facilitative and supportive
What is a confrontation meeting
Mobilization of the organization’s resources for identifying issues,
priority-setting and action targets, and to start dealing with the identified problems (By Beckhard)
What are the application stages of a confrontation meeting
- Group meeting
- Groups are appointed to represent all departments
- Emphasize honesty and openness
- Groups identify organizational issues
- Groups share identified issues
- Issues are compiled
- Issues are categorized
- Issues are ranked
- List of priorities and plans of actions are communicated
- Follow-up meetings
Why is diagnosing and understanding intergroup relations crucial
○ Various groups within the
organization often need to work
with each other to fulfill their
goals
○ Different goals and priorities
among groups might create
conflict
○ The degree of organizational
effectiveness can be influenced
by the quality of relationships
between groups and group
members
What are microcosm groups
Small group of individuals representing the issue at hand; they can formulate programs and processes that target the specific issue/s
How do microcosm groups operate?
Parallel processes, unconscious changes that occur in indivudals when at 2 groups interact with each other
What are the application stages of using a microcosm group
- Identifiy issues
- gather the grioup
- Provide group training
- Address the issue
- DIssolve group
What are the results of Microcosm groups
Improvements in conducting meetings;
formulation of a program for job
posting, career development, and
promotion; and holding new-employee
orientations were observed in a
microcosm group that focused on tackling communication issues
What are the steps in Blake’s 10-step procedure to change misperceptions
- External consultant gets groups to agree to improve
- Schedule meeting
- Relay objectives
- Separate the groups and answer 3 questions
- Reassemble and report statements
- Separate again
- Examine discrepancies
- Reconvene to discuss discrepancies
- Create action plan
- Follow-up meeting
What are the informal procedures to change misperceptions
- List down what irks them about each other and predict what the other wills say
- List down irritations and discuss common issues
- 3 lists- Positive, bugs, empathy
- Compile issues and make agenda
- Develop action plan based on reports
- Delegate tasks
What is behavioral methods
Keeping the involved parties away from each other; limited interactions;
little attempt in understanding or changing the perceptions each group holds of the other
What is attitudinal methods
interactions between involved parties include corresponding rewards tied to cooperation;
aim is to modify the perspectives both groups have of each other
What are large-group interventions
Also known as “search conferences,” “open space meetings,” “open-systems
planning,” “world cafés,” “future
searches,” “decision accelerators,” and “appreciative inquiry summits”
Gathering large numbers of organization members and other stakeholders for a meeting or conference
Focus: Issues that affect the whole
organization or large segments
What is open-systems thinking
Focus on how organizations interact with and are shaped by their environments
What is Participation in Participation and Social construction
A variety of organization stakeholders must be involved to create an accurate view of the environment and organization.
What is Social construction in Participation and Social construction
A shared understanding of
the environment and the org is the key to coordinated action
What are the conceptual foundations and methods that large-group interventions have
- Open-systems thinking
- Participation and Social construction
- Self-management
What is transformational change
Interventions that change the character of the organization
Focuses on the way it view itself and its environment
Radical changes in how memebers perceive, thinka dn behave at work
T or F, organizations will likely undergo transformational change multiple times in a year
False, change is triggered by environmental and internal disruptions
Organizations are UNLIKELY to undertake transformational change UNLESS significant REASONS to do so emerge.
What are 3 kinds of disruptions
- Industry discontinuities
- Product life cycle shifts
- Internal company dynamics
T or F, TC is focuse on improving their competitve advantage
True, it makes organizations perform internally in ways that are unique, valuable, and difficult to imitate
How is change systemic and revolutionary
Because the entire nature of the organization is altered fundamentally
When are chanegs considered transformational
When majority of individuals in an organization changes their behavior into a new strategic direction
T or F, it’s better if implemenbting transformational change occurs as gradual as possible
False,
1. Faster= quicker to attain the benefits of operating a new way
2. Rapid change enable the org to reach a period of smooth growth and functioning sooner
T or F, change does not always require a new organizing paradigm
False, TC is involved in gamma type/ 2nd order change where old metnal and operation frameworks are replaced with new ones
In the new paradigm is decentralized, participative approach yield greater engagement, flexibility and adaptibility
T or F, TC can be implemented with a bottom-up approach
False, it is the active role of senior execs and line managers in all phases of the change process
They decide strat direction, operation
What are the 3 key roles for executive leadership in TC
- Envisioning- Articulate clear vision
- Energizing- Demonstrate personal excitement
- Enabling- Provide resources
What are the 6 characteristics of TC
- Triggered by environmental and internal disruption
- Aimed at competitive advantage
- Systemic and Revolutionary
- Demands a new organizing paradigm
- Driven by senior executives and line managers
- Involves significant learning
What is integrated strategic change (ISC)
It is a deliberate, coordinated process that ensures
alignment between a firm’s strategy and its
environment to improve performance.
What are the 3 features of ISC
- Unit of analysis: Strategic orientation
- One integrated process
- Individuals and groups throughout the org are integrated
What are the steps of the ISC process
- Perform Strategic analysis
- Exercising strategic choice
- Designing strategic change plan
- Implementation of the plan
What are the sub-steps in performing strategic analysis in the ISC process
a. Assess readiness for change
b. Understand the current strategy and organization design
c. Evaluating strategic orientation
d. Analyzing org design
e. Engaging employees in the Analysis
What are the 3 key notions
Fit, Congruence, Alignment
What are the design components of org design
- Strategy- how the org will use its resources to gain competitive advantage
- Structure- How the org divides tasks, assigns them to departments, and coordinated across them
- Work Design- How tasks are performed and assigned to groups
What is Management and Information systems
How employees are led and the nature and kinds of information they are provided to guide their work
What are the 2 types of organization design
- Mechanistic Design
- Organic Design
What are the general steps of org design
- Clarify design focus
- Design the org
- Implementing
3 Perspectives on Culture
- Integrated view
- Differentiated view
- Fragmented view
What is the Integrated view in Org Culture
Views culture as a shared
phenomenon across the organization.
It suggests that there is a stable and coherent set
of beliefs about the organization and its
environment that everyone in theorganization agrees upon.
What is the Differentiated view in Org Culture
Culture is not
monolithic.
It consists of multiple subcultures within the organization, each having its own values, beliefs, and behaviors.
What is the Fragmented view in Org Culture
Culture as dynamic and constantly changing, characterized by ambiguity and paradox.
What are the 4 core elements of org culture
- Artifacts
- Norms
- Values
- Basic Assumptions
Indirect impact of culture on effectiveness
- On Change implementations- Not aligned culture = failed transformation efforts
- In Global Operations- Not aligned cultures = struggle
Direct impact of culture on effectiveness
- Org performance
- Cultural strength and Industry fit
What are the approaches in diagnosing org culture
- Behavioral appraoch
- Competing Values approach
- Deep Assumptions approach
Describe the Behavioral Approach in diagnosing org culture
- Focuses on surface-level behaviors that drive business results
- Practical
- Behavioral patterns (How tasks are carried out and how relationships are managed within the organization) and Cultural Risk Assessments (Identify potential cultural risks when implementing changes to align with new strategies)
Describe the Competing Values Approach
- Assesses how an organization resolves conflicting value dilemmas.
- 2 Contradictory values
1. Intervnal Focus and Integration vs External Focus and Differentations
2. Flexibility and Discretion vs Stability and Control
Describe the Deep Assumptions Approach
Focuses on the deepest levels of organizational culture—the tacit, unspoken assumptions that guide behavior within the
organization.
Techniques
1. Iterative interviewing
2. Culture Workshops
What are some guidelines for cultural change
- Cormulate clear strategic vision
- Display top-management commitment
- Model culture change at the highest levels
- Modify the org to support change
- Select and socialize newvomers and terminat the deviants
- Develop ethical and legal sensitivity
5 requirements for adaptive change
- Alter most features and achieve a fit among them and the strategy
- Occurs in situations experiencing rapid change and uncertainty
- Orgs need to learn to contextualize
- Affects many org stakeholders
- Needs to occur at mltiple levels of the org
3 Stages of Adaptive Change
- Laying the foundation- Provide info to start with adaptive change
- Designing-
- Implementing and Assessing
Org features that can promote effective learning processes
- HRM interventions- reinforce motivation
- Technostrucutral interventions- provide the kinds of lateral linkages and
teamwork needed to process, develop, and share diverse information and knowledge. - Human process changes- develop the kinds of healthy interpersonal relationships that underlie effective OL
- Strategic interventions- organizations gain knowledge about their environments and develop values and norms that promote OL
5 characteristics of a Learning Organization
- Structure- teamwork, less layers
- Information systems- gathering and processing info
- HR Practices- appraisal, rewards and training
- Org Culture- promotes openness, creativity and experimentation
- Leadership- model of openness, risk taking and reflection
4 interrelated activities
- Discovery- errors are detected
- Invention- solutions to close gap
- Production- implement solutions
- Generalization- draw conclusions to extend to other situations
3 types of learning
- Adaptive- Focuses on improving the status quo.
- Generative- Focuses on changing the status quo.
- Deutero- Directed at the learning process itself
Describe Model I of Learning
- Predominant mode
- Ineffective and usually harmful
Describe Model II of Learning
- Based on values promoting valid information, free and informed choice, internal commitment to the choice, and continuous assessment of its implementation.
Application stages of Learning
- Discover theories in use and their consequences
- Invent and produce more effective theories in use
- Continuously monitor and improve the learning process
Approaches to identify the theories in use
- Dialogue
- Action map
- Left-hand, Right-hand column
- Ladder of Inference
What are Knowledge Management (KM) Interventions
Focus on codifying organizational knowledge for easy access and application to tasks
How is knowledge a competitive advantage
Intellectual assets often exceed the value of
physical and financial assets, typically worth
three to four times tangible book value.
Application stages of KM
- Generating knowledge
- Organizing knowldge
- Distributing knowledge
What is Transorganizational change
Interventions that move
beyond the single organization
Why does transorganizational change occur
★ Provide additional resources for large-scale research
and development
★ Spread the risks of innovation
★ Apply diverse expertise to complex problems and
tasks
★ make information or technology available to learn
and develop new capabilities
★ Position the organization to achieve economies of
scale or scope
★ Gain access to new marketplaces
Whend do transorg strats work well
- They work well when transactions occur frequently
and are well understood - If transactions involve people, equipment, or other
assets that are unique to the task
★ Relationships between and among organizations
become more formalized when:
- Frequency of interaction increases
- Type of information and other resources that are
exchanged become more proprietary
` - Number of different types of exchange increases
What is a merger
integration of 2 previously independent
organizations into a completely new organization
What is an acquisition
purchase of one organization by another
for integration into the acquiring organization
Reasons that it has become the preferred method for
rapid growth and strategic change
- Diversification or vertical integration
- Gaining access to global Markets
- Achieving operational efficiencies, improved
innovation, or resource sharing
Reasons for failure
- Inadequate due diligence processes
- Lack of a compelling strategic rationale
- Unrealistic expectations of synergy
- Paying too much for the transaction
- Conflicting corporate cultures
- Failure to move quickly
3 major phases of an M&A
- Precombination phase- planning
- Legal combination phase
- Operational Combination phase- implementation
What are the sub-steps of the precombination phase in M&A
a. Search for and select a candidate
b. Create M&A team
c. Establish business case
d. Performa due diligence assessment
e. Develop merger integration plac
What are the sub-steps of the operational combination phase in M&A
a. Day 1 Acctivities
b. Operation and Technical integration activities
c. Cultural integration activities
What is a strategic alliance intervention
formal agreement between
two or more organizations to pursue a set of private and
common goals
What is a strategic alliance
Any collaborative effort between
two or more organizations,
What is a joint venture
special type of strategic alliance
where a third organization, jointly owned and
operated by two (or more) organizations,
Application stages of a stategic alliance
- Alliance strategy formulation- Clarify the
business strategy and understand why an alliance is
an appropriate method to implement it. - Partner selection- search for an appropriate
partner or partners begins. - Alliance structuring and start-up- how to structure the partnership and build and
leverage trust in the relationship - Alliance operation and adjustment- apply full-range of OF interventions
What is network interventions
Help organizations join together for a common purpose
2 types of change in managing the development of multi org networks
- Creating initial network
- Managing Change within establish network
Application stages of transorganizational development
- Identification stage- identifying existing and
potential member organizations best suited to
achieving their collective objectives. - Convention stage-concerned with
bringing them together - Organization Stage- organize themselves for task
performance. - Evaluation stage- how the network is performing.
4 new sciences that OD practitioners need to understand in planned change in existing networks
- Complexity
- Nonlinear systems
- Catastrophe
- Chaos theories
The process of change in complex systems
- Creating instability
- Managing the tipping point
- Relying on self-organization
First key factor in network change
Effective
communication channels with connectors, mavens, and
salespeople
OD Practitioners’ Roles in Network Change
- Mavens
- Connectors
- Salesppeople
Second key factor in network change
Stickiness- Ability of a message to be memorable
Third key factor in network change
The Power of Context-Messages must resonate with network members
Law of the Few
Key roles in spreading change, drive awareness and credibility of innovations;
Describes how the overall work of
the organization is divided into
subunits and how these subunits are
coordinated for task completion
Structural Design
4 factors that org structures should be designed to fit
○ Environment
○ Organization size
○ Technology
○ Organization strategy
Most widely used org structure
Best used in
Functional structure
Advantages of Functional structure
● Promotes and develops specialization
of skills
● Grouping facilitates communication
within departments + sharing of
expertise
● Enhances career development for
specialists
● Reduces duplication of services
Disadvantages of Functional structure
● Promotes routine tasks
● Fosters narrow perspectives;
○ Can lead to conflict across
functional departments — little
consideration given to
performance of other units
○ Obscures accountability
● “White space” problem
○ Coordination and scheduling
issues
This groups org activities on the basis of products, services, customers or geography
Divisional structure
Steps in the General Model of Planned change
- Entering and Contracting
- Diagnosing
- Planning and Implementing Change
- Evaluating and Institutionalizing Change
They involve defining in a preliminary manner the organization’s problems or opportunities for development and establishing a collaborative relationship.
Entering and contracting
How to determine whether 2 parties should enter into an OD relationship
- Clarify the nature of the organization’s current functioning and the issue(s) to be addressed- Presenting the problem could be general or specific
- Determine the relevant client system for that issue- organization members who can directly impact the change issue, whether it is solving a particular problem or improving an already successful organization or department
- Selecting the appropriate OD practitioner- rganizations may request that proposals be submitted.
What are the goals of contracting
- Establishes the mutual expectations of the parties
- The time and resources that will be expended
- The ground rules under which the parties will operate
The process of understanding how the organization is currently functioning, and it provides the information necessary to design change interventions.
Diagnosing Organizations
What are diagnostic models
- Conceptual frameworks that people use to understand organizations
- Describe the relationships among different features of the organization, as well as its context and its effectiveness
What is the open systems model
- Systems are viewed as unitary wholes composed of parts or subsystems; the system serves to integrate the parts into a functioning unit
Properties of organizations as open systems
- Environments
- Inputs, Transformations and Outputs
- Boundaries
- Feedback
- Equifinality
6.Alignment
What are organizational environments in organizations as open systems
Organizational environments are everything beyond the boundaries of the system that can indirectly or directly affect performance and outcomes.
What are Inputs, Transformation and Outputs in organizations as open systems
Inputs consist of human resources or other resources, such as information, energy, and materials, coming into the system.
Transformations are the processes of converting inputs into outputs.
Outputs are the results of what is transformed by the system and sent to the environment.
What are Boundaries in organizations as open systems
Boundaries—the borders, or limits, of the system
Systems can be open or closed; fixed or diffuse in terms of permeability of boundaries
What are Feedback in organizations as open systems
Feedback is information regarding the actual performance or the output results of the system
Only information used to control the future functioning of the system is considered feedback.
What are Equifinality in organizations as open systems
In a closed system, a direct cause-and-effect relationship exists between the initial condition and the final state of the system.
The idea of equifinality suggests that similar results or outputs may be achieved with different initial conditions and in many different ways.
Systems and contingency theories suggest that there is no universal best way to design an organization.
What are Alignment
in organizations as open systems
Alignment refers to a characteristic of the relationship between two or more parts. It represents the extent to which the features, operations, and characteristics of one system support the effectiveness of another system.
What is the combination of design component elements
Strategic orientation
What is the enacted environment
Consists of the organization members’ perception and representation of its general and task environments.
What is strategy in Organization-level Design component
Represents the way an organization uses its resources (human, economic, or technical) to achieve its goals and gain a competitive advantage. It can be described by the organization’s mission, goals and objectives, strategic intent, and functional policies.
What is technology in Organization-level Design component
concerned with the way an organization converts inputs into products and services. It represents the core transformation process and includes production methods, workflow, and equipment
What is structural system in Organization-level Design component
Describes how attention and resources are focused on task accomplishment. examine its level of differentiation and integration
What is Measurement systems in Organization-level Design component
methods of gathering, assessing, and disseminating information on the activities of groups and individuals in organizations. Such data tell how well the organization is performing and are used to detect and control deviations from goals.
What is Human resources systems in Organization-level Design component
include mechanisms for selecting, developing, appraising, and rewarding organization members.
What is Organization culture in Organization-level Design component
represents the basic assumptions, values, and norms shared by organization members
Describe the Organization-level diagnostic model
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Describe the Group-level diagnostic model
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Describe the Individual-level diagnostic model
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refers to financial outputs such as sales, profits, return on investment (ROI), and earnings per share (EPS)
Organization performance
internal measurements of efficiency, such as sales per employee, waste, error rates, quality, or units produced per hour.
Productivity
how well the organization has met the expectations of different groups.
Stakeholder satisfaction
What is Inputs in Group-level
consists of the design components characterizing the larger organization within which the group is embedded: technology, structure, measurement systems, and human resources systems, as well as organization culture.
What are the design components in Group-level diagnosing
- Goal clarity
- Task structure
- Group composition
- Team functioning
- Performance
What is Goal clarity in Group-level diagnosing
how well the group understands its objectives
What is Task structure in Group-level diagnosing
how the group’s work is designed and can vary along two key dimensions: coordination of members’ efforts and regulation of their task behaviors.
What is Group composition in Group-level diagnosing
membership of groups
What is Team functioning in Group-level diagnosing
underlying basis of group life. How members relate to each other is important in work groups because the quality of relationships can affect task performance
What is Performance norms in Group-level diagnosing
member beliefs about how the group should perform its task and include acceptable levels of performance
2 dimensions of group effectiveness
- Performance is measured in terms of the group’s ability to control or reduce costs, increase productivity, or improve quality. This is a “hard” measure of effectiveness.
- Group member’s quality of work life concerns with work satisfaction, team cohesion, and organizational commitment.
Design components of individual level diagnosing
- Skill variety- degree to which a job requires a range of activities and abilities to perform the work
- Task identity measures- degree to which a job requires the completion of a relatively whole, identifiable piece of work
- Task significance- degree to which a job has a significant impact on other people’s lives
- Autonomy- degree to which a job provides freedom and discretion in scheduling the work and determining work methods
- Feedback about results-involves the degree to which a job provides employees with direct and clear information about the effectiveness of task performance
Inputs of individual level diagnosing
- Org design
- Group design
- Personal characteristic
Output of individual level diagnosing
Individual effectiveness
What is org diagnosis
the process of collecting information that will be shared with the client in jointly assessing how the organization is functioning and determining the best change intervention.
4 methods that can be used to collect data
- Questionnaires
- Interviews
- Observations
- Unobtrusive measures
What is a diagnostic relationship
The nature of the relationship affects the quality and usefulness of the data collected.
What are the goals of data collection
- Obtain valid information about organizational functioning
- Rally energy for constructive organizational change
- Develop the collaborative relationship necessary for effecting organizational change
Qualitative tools for Analyzing data
- Content analysis
- Force-field analysis
Quantitative tools for Analyzing data
- Means, Standard Deviations, and Frequency
- Distributions
Scattergrams and Correlation Coefficients - Difference Tests
What is the key objective of the feedback process
be sure that the client has ownership of the data
9 properties of an effective feedback data
- Relevant
- Understandable
- Descriptive
- Verifiable
- Timely
- Limited
- Significant
- Comparative
- Unfinalized
Features of a successful feedback process
- Motivation to work with the data
- Structure for the meeting
- Appropriate attendance
- Appropriate power
- Process help
most accepted processes in organization development, enabling practitioners to collect diagnostic data from many organization members and to feed back that information for purposes of problem solving.
Survey feedback
Steps in conducting survey feedback
- preliminary planning of the survey
- survey instrument is administered to all members
- analyzes the survey data
- Data feedback
- Feedback meetings
Limitations of survey feedback
- Ambiguity of purpose
- Distrust
- Unacceptable topics
- Organizational disturbance
sequence of activities, actions, and events
intended to help an organization improve its
performance and effectiveness
OD Intervention
3 major criteria to define and an effective intervention
- the extent to which it fits the needs of the organization
- the degree to which it is based on causal knowledge of intended outcomes
- the extent to which it transfers change management competence to organization members
4 major types of interventions
- Human process- at the individual, group, and total system levels
- Technostructural- modify an organization’s structure and technology
- HRM Interventions- improve member performance and
wellness - Strategic Change- managing the organization’s relationship to its external environment and the internal structure and process necessary to support a business strategy
concerned with providing feedback to practitioners and organization members about the progress and impact of interventions.
Evaluation
process for maintaining a particular change for an appropriate period of time
Institutionalization
When should OD practitioners decide on the variables to measure and the design of the evaluation process?
- Implementation feedback - evaluation aimed at guiding implementation
- Evaluation feedback - assessment intended to discover intervention outcomes
Positive and negative results of evaluation feedback
Positive
- Intervention produced expected outcomes
- Might prompt a search for ways to institutionalize the changes
Negative
- Initial diagnosis was seriously flawed or that the wrong intervention was chosen
- Do additional diagnosis and a search for a more effective intervention
What do you need to design good measures
- Operational definition
- Reliability
- Validity
Maintaining them as a normal part of the organization’s functioning for an appropriate period of time.
Institutionalizing Organizational Changes
Organization characteristics in Instituionalization
- Congruence - degree to which an intervention is perceived as being in harmony with the organization’s managerial philosophy, strategy, and structure; its current environment;
- Stability of environment and technology - degree to which the organization’s environment and technology are changing
- Unionization - diffusion of interventions may be more difficult in unionized settings
Intervention characteristics in Instituionalization
- Goal specificity
- Programmability
- Unionization
- Internal Support
- Sponsorship
Institutionalization Processes
- Socialization
- Commitment
- Reward allocation
- Diffusion
- Sensing and calibration
Indicators of Institutionalization
- Knowledge
- Performance
- Preferences
- Normative consensus
- Value consensus
Why do orgs restructure
Increasing global competition and rapid technological & environmental changes
reducing costs and
bureaucracy by decreasing the size
of the organization
Downsizing
redesigning the
organization’s core work processes
Reengineering
Describes how the overall work of
the organization is divided into
subunits and how these subunits are
coordinated for task completion
Structural Design
Organization structures should be
designed to fit at least four factors:
○ Environment
○ Organization size
○ Technology
○ Organization strategy
Most widely used organizational
structure in the world
Based on early management
theories; specialization, line & staff
relations, span of control, authority,
and responsibility
Functional Structure
Advantages and Disadvantages of Functional Structure
Advantages
● Promotes and develops specialization
of skills
People who perform similar work and
face similar problems are grouped
together
● Grouping facilitates communication
within departments + sharing of
expertise
● Enhances career development for
specialists
● Reduces duplication of services
Disadvantages
● Promotes routine tasks
● Fosters narrow perspectives;
department members focus on their
own tasks, rather than the overall
organization
○ Can lead to conflict across
functional departments — little
consideration given to
performance of other units
○ Obscures accountability
● “White space” problem
○ Coordination and scheduling
issues
A.K.A. product or self-contained-unit
structure
Divisional Structure
Advantages and Disadvantages of Divisional Structure
Advantages
● Recognizes key
interdependencies, coordinates
towards an overall outcome
○ reduces complexity
● Outcome-oriented
● Ensures accountability and
promotes cohesion
● Promotes diversification and
expansion of skills
○ Workers can move easily
among the different
specialties in a unit
Disadvantages
● May not have enough specialized
work to maximize people’s skills
○ Coordination, sharing, and
learning across divisions is
difficult
● Limits career advancement of
specialists
○ May feel isolated from their
colleagues
● Hard to create common processes
○ Limited exposure of
specialists to others with
the same specialties
● May promote allegiance to aspecific product, service, or
customer;
○ Divisional objectives over
organization objectives
● Multiple-role demands; create
stress
Focused on maximizing the
strengths and minimizing the
weaknesses of previously discussed
structures
Focus on lateral relationships
between highly specialized functions
Matrix structure
What is lateral structure
product/project
coordination on a vertical functional
structure
Critical roles in Matrix Structure
- Top manager
- Matrix bosses
- “Two-boss” managers
Advantages and Disadvantages of Matrix Structure
Advantages
● Enable multiple orientations
● New products or projects can be
implemented quickly
● Functional expertise can be
carried between projects/programs
● Can adapt to environmental
changes
Disadvantages
● Difficult to manage
● Conflicting tensions between
businesses & functions and
methods, resources
● Role ambiguity and conflict
● Inconsistent demands; confusing
● May reward political skills as
opposed to technical skills
When is the matrix structure best used?
- Presence of real outside pressures
to justify a dual focus - When the organization must process
a large amount of information - Pressure for shared resources
Allow organizations to focus most of
their resources on serving
customers
Form multidisciplinary teams around
core processes
Process Structure
Key assumpttions of Process Structure
- Processes drive Structure
- Work adds Value
- Teams are Fundamental
- Customers define performance
- Teams are rewarded for performance
- Teams are tightly linked to customers and suppliers
- Team members are well-informed and trained
Advantages and Disadvantages of Process Structure
Advantages
● Intense focus on meeting
customer needs
○ Focused resources
● Increased speed and efficiency in
meeting goals
● Remove layers of management
○ Information flows quicker
and more accurately
● Members have a broad view of the
workflow and a clear line of sight
○ Boundaries between
departments removed
○ Teams comprise multiple
specialties
● More flexible and adaptable to
change
● Strong cross-functional
collaboration and integration
Disadvantages
● Difficulty of changing to this
organizational form
○ Requires radical shift inmindsets, skills, and roles
● Managers have to learn to balance
competing demands
● Excessive duplication of resources
○ If teams are not adequately
skilled
● Overly internal focus; slower
decision-making
● Relies on properly identifying key
processes to satisfying customer
needs
When is the process structure best
used?
- Highly uncertain environments
- Nonroutine and interdependent
technologies - Moderate to large size organizations
- Customer-oriented goals
5 Core Processes in Heathways’ Process Structure
1.Understand the market & plan
the business
2. Acquire & retain customers
3. Build value solutions
4. Deliver solutions & add value
5. Manage the business
What is the key outcome of all processes in Heathways’ Process Structure
Customer satisfaction
Focuses sub-units on the creation of
solutions and satisfaction of
customer groups
Customer-centric Structure
Difference between Product-centric vs Customer centric
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Advantages and Disadvantages of Customer-centric Structure
Advantages
● Presents one integrated face to
the customer
● Deep understanding of the
customer’s needs, preferences,
industry trends
● Customized and tailor-made
solutions for customers
● Robust customer response
Disadvantages
● Too inwardly focused; may lose
sight of the larger strategy
○ Difficult to share learning
● Reliance on lateral mechanisms
○ Requires the integration of
the front and back end of
the organization
○ I.e., customer-facing and
back office unit relations
● Should marketing be done by the
“front” or “back” of the
organization?
When is the customer-centric structure
best used?
● Complex and uncertain environment
● Large organization
● Customer focus and solutions
orientation
● Uncertain technologies and market
● Requires a certain amount of
maturity
Manages the diverse, complex, and
dynamic relationships among
multiple units
Network Structure
Single organization
establishes each sub-unit as
an independent profit center
Internal market network
Multiple organizations linked
to a focal organization
Vertical market network
Alliances among a variety of
organizations in different
markets
Intermarket network
Temporary constellation of
organizations; pursue a
single purpose
Opportunity network
Characteristics of Network Structure
- Vertical disaggregation- Breaking up organization’s
business functions - Brokers
- Coordinating mechanisms
Advantages and Disadvantages of Network Structure
Advantages
● Highly flexible and adaptive
responses to a dynamic
environment
● Creation of a “best-of-the-best”
organization
● Enable each member to exploitand focus on its distinctive
competence
● Rapid global expansion
● Synergistic effects
○ Members build on each
other’s strengths
○ Exceeds the sum of its
parts
Disadvantages
● Managing relations across
autonomous organizations is
complex
● Motivating members to relinquish
autonomy and sustain
commitment is troublesome
● May expose the organization’s
proprietary knowledge to other
organizations
When is it best to use network
structures?
Highly complex and uncertain
environments
How is downsizing accomplished
○ Layoffs
○ Attrition
○ Redeployment
○ Early retirement
○ Reducing number of
organizational units or
managerial levels through
divestiture, outsourcing,
reorganization, or delayering
Consequences of Downsizing
the rise of the
contingent workforce
Downsizing as Response to Four Major
conditions
- Mergers and acquisitions
○ Eliminating redundant jobs to
gain labor efficiencies - Organizational decline
○ Due to loss of revenue,
market share, or
technological and industrial
change - Implementation of new
organizational structures
○ E.g., Creation of
network-based structures
involve outsourcing non-core
work - Beliefs and social pressures that
“smaller is better”
3 Primary methods of Downsizing
- Workforce reduction
- Organization redesign
3.Systemic redesign
Application Stages of downsizing
1.Clarify the organization’s strategy
- Assess downsizing options and
make relevant choices - Implement the changes
- Address the needs of survivors and those who leave
- Follow through with growth plans
How does reeingineering adress processes that are overly
complicated, hard to
manage, and slow to
respond to change
○ Breaking down specialized
work units
○ Creating integrated,
cross-functional work
processes
Criticism of Reengineering
● Initially fails to consider individual
differences in work motivation
● Advocates for enriched work and
teams without considering
motivation
Application Stages of Reengineering
- Prepare the organization
- Fundamentally rethink the way
work gets done - Restructure the organization around
new business processes
It is the broad term that could be
used to refer to “empowerment,”
“participative management,” “work
design,” “engagement,” “high
involvement,” “industrial democracy,”
and “quality of work life (QWL)”
Employee Involvement
Providing people with enough
authority to make work-related
decisions
feelings of
self-worth and accomplishment
Internal rewards
pay and
promotions
External rewards:
How can EI increase productivity
- Improving communication and
coordination - Improving employee motivation
- Improving the capabilities of employees,
Steps in Implementing Parallel Structures
- Define the Purpose and Scope
- Form a Steering Committee
- Communicate with Organization Members
- Create Forums for Employee Problem Solving
- Address the Problems and Issues
- Implement and Evaluate the Changes
“continuous process
Improvement,” “continuous quality
lean,” and “six-sigma”
Total Quality Management (TQM)
achieved when
organizational processes reliably
produce products and services that
meet or exceed customer
expectations
Quality
Deming’s Fourteen Points
- Create a constancy of purpose
- Adopt a new philosophy
- End the practice of purchasing at
the lowest prices - Institute leadership
- Eliminate empty slogans
- Eliminate numerical quotas
- Institute on-the-job training
- Drive out fear
- Break down barriers between
departments - Take action to accomplish the
transformation - Improve constantly and forever the
process of production and service - Cease dependence on mass
inspection - Remove barriers to pride in
workmanship - Retrain vigorously
Deming’s The Seven Deadly Sins
- Lack of constancy of purpose
- Emphasizing short-term profits
and immediate dividends - Evaluation of performance, merit
rating, or annual review - Mobility of top management
- Running a company only on
visible figures - Excessive medical costs
- Excessive costs of warranty
two sources of quality
problems in TQM
Avoidable costs
Unavoidable costs:
quality achievement
along seven dimensions
- Leadership
- Strategic planning
- Customer and market focus
- Measurement, analysis, and
knowledge management - Human resources focus
- Process management
- Business results
Steps in Implementing Total Quality Management
- Gain Long-Term Senior Management
Commitment - Train Members in Quality Methods
- Start Quality Improvement Projects
- Measure Progress
- Rewarding Accomplishment
- Results of Total Quality Management
Designed to foster high levels of
employee participation through
comprehensive organizational
changes
High-Involvement Organizations (HIO)
Features of HIO
- Flat, lean organization structures
- Job designs offer discretion, task variety, and feedback
- Open information systems
- Career systems- multiple advancement tracks and counseling support
- Selection of employees
- Training employees- for the
necessary knowledge and skills,
such as the economic side of the
enterprise and interpersonal skill
development - Reward systems
- Personnel Policies
- Physical layouts- Support team structures and reduce
status differences
Levels of High Involvement
Level 1- Managers using a top-down
approach are unaware of or doubtful
about the HI strategy,
Level 2- Managers use a top-down approach,
but employees are asked to provide
input
Level 3- Managers use a participative
approach,
Level 4- Management delegates
decision-making to empowered work
teams
Level 5- Management acts as partners with
employees,
Purpose of Work Design
create jobs that generate high
employee fulfillment and productivity.
Approaches to Work design
- Engineering Approach
- Motivational Approach
- Sociotechnical Systems Approach
Focused on the economy of the
organization
Scientifically analyzes workers’ tasks
to discover procedures that produce
the maximum output with the
minimum input of energies and
resources
Engineering Approach
Two Kinds of Work Design under Engineering Approach
Traditional Jobs- Work that can be completed
by one person
Traditional Work Groups-Requires coordination among
people
Benefits of the Engineering Approach
● Allows workers to learn tasks rapidly
● Allow short work cycles
● Low cost, High Yield
● Its simplified method
● Lower-skilled people can be hired and trained easily
Criticisms of the Engineering Approach
1.Critics argue that the social and
psychological needs of the workers
are typically ignored
- more enriched
work forms untapped by this
approach
The effectiveness of organizational
activities emphasizes members’
needs and satisfaction
The goal of this approach is to
enrich jobs
Motivational Approach
Core Dimensions of Jobs according to the Motivatoinal Approach
- Skill Variety (SV)- number and types of
skills needed to perform a specific
task - Task Identity (TI)- extent to which an individual
has the opportunity to complete a
whole piece of work - Task Significance (TS)- Refers to the impact that the work
has on others - Autonomy
- Feedback from the Work Itself- Refers to the information that
employees receive regarding the
effectiveness of their work
Application Stages of the Motivational APproach
- Make a thorough diagnosis
- Forming Natural Work Units
- Combining Tasks
- Establishing Client Relationships
- Vertical Loading
- Opening Feedback Channels
The 3 steps needed to create client
relationships in Motivational Approach
- Identify client
- Establish direct contact between worker and client
- Develop criteria and procedures for client to judge quality of service
Barriers to Job Enrichment according to Motivational Approach
- Technical system- limiting employee discretion
- Human Resource system- formalized job descriptions
- Control system- limiting employee discretion
- Supervisory system- determine the degree of
autonomy
Its techniques and design principles
derive from extensive action
research in both public and private
organizations across diverse
national cultures
Sociotechnical Systems Approach
2 Premises of the Sociotechnical Systems Approach
○ Organization/work unit is a combined SOCIAL +
TECHNICAL system
○ This system is open in
relation to its environment
AKA, self-directed, self-regulating, or
high-performance work teams
Consist of members performing
interrelated tasks.
Self-Managed Work Teams
How the team is designed for task
performance can have a powerful
influence on how well it functions.
Team Task Design
3 Main inputs that influence
team functioning:
- Team Task Design
- Team Process Interventions
- Organizing Support Systems
Involves the extent to which the
team’s task is autonomous and
forms a relatively self-completing
whole.
Task differentiation
Involves the extent to which team
members can influence transactions
with their task environment—the
types and rates of inputs and
outputs.
Boundary control
Involves the degree to which team
members can regulate their own
behavior to provide services or to
produce finished products.
Task control
sources
of variance that can adversely affect
the quality and quantity of the
finished product;
TECHNICAL VARIANCE
What is Team Process Interventions
Resolution of problems by helping
members address process
problems and moving the team to a
more mature stage of
development—as self-managed
work teams need to be self-reliant,
members generally acquire their
own team process skills.
What is Organization Support systems
The extent to which the larger
organization is designed to support
self-managed work teams.
A
particularly important support system
for self-managed work teams.
EXTERNAL LEADERSHIP
helps team members organize
themselves in a way that allows
them to become more independent
and responsible.
TEAM LEADER / FACILITATOR
Application Stages of the Sociotechnical Systems Approach
- Sanctioning the Design Effort
- Diagnosing the Work System
- Generating Appropriate Designs.
- Specifying Support Systems.
- Implementing and Evaluating the Work Designs
extent
to which cooperation among workers
is required to produce a product or
service.
Technical interdependence
amount of
information processing and
decision-making employees need to
accomplish a task.
Technical uncertainty
desire for significant
social relationships. Determines
whether work should be designed
individually or by groups.
Social needs
desire for personal
accomplishment, learning, and
development.
Growth needs
