Structural intervention
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.
Types of Structural Interventions
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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)
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.
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.
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.
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.
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.
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.
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.
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.
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.
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