Module 5 in

Organizational
Development
 Module 5
Techno Structural Interventions

MODULE OVERVIEW

In this chapter, we begin to examine techno structural inventions - change

programs focusing on the technology and structure of organizations. Increasing
global competition and rapid technological and environmental changes are forcing
Organization to restructure themselves from rigid bureaucracies to learner. More
flexible designs. These new forms of organizing highly adaptive and innovative, but
require more sophisticated managerial capabilities to operate successfully. They
often result in fewer managers and employees and in streamlined work flows that
break down functional barriers.
 Module 5
Techno Structural Interventions

MODULE OVERVIEW

In this chapter, we begin to examine techno structural inventions - change

programs focusing on the technology and structure of organizations. Increasing
global competition and rapid technological and environmental changes are forcing
Organization to restructure themselves from rigid bureaucracies to learner. More
flexible designs. These new forms of organizing highly adaptive and innovative, but
require more sophisticated managerial capabilities to operate successfully. They
often result in fewer managers and employees and in streamlined work flows that
break down functional barriers.
 Module 5
Techno Structural Interventions

MODULE OVERVIEW

In this chapter, we begin to examine techno structural inventions - change

programs focusing on the technology and structure of organizations. Increasing
global competition and rapid technological and environmental changes are forcing
Organization to restructure themselves from rigid bureaucracies to learner. More
flexible designs. These new forms of organizing highly adaptive and innovative, but
require more sophisticated managerial capabilities to operate successfully. They
often result in fewer managers and employees and in streamlined work flows that
break down functional barriers.
 In this chapter also, it presents OD interventions aimed at moving decision
making downward in the organization closer to where the actual work takes
place. This increased employee involvement can lead to quicker, more responsive
decisions, continuous performance improvements and greater employee
flexibility, commitment, and satisfaction.

Techno structural intervention can be part of a larger employee involvement

application, or it can be an independent change program. Work design has been
researched and applied extensively in organization. Recently, organizations have
tended to combine work design with formal structure and supporting changes in
goal setting reward system, work environment, and other performance
management practices. These organizational factors can help structure and
reinforce the kinds of work behaviors associated with specific work designs.
 In this chapter also, it presents OD interventions aimed at moving decision
making downward in the organization closer to where the actual work takes
place. This increased employee involvement can lead to quicker, more responsive
decisions, continuous performance improvements and greater employee
flexibility, commitment, and satisfaction.

Techno structural intervention can be part of a larger employee involvement

application, or it can be an independent change program. Work design has been
researched and applied extensively in organization. Recently, organizations have
tended to combine work design with formal structure and supporting changes in
goal setting reward system, work environment, and other performance
management practices. These organizational factors can help structure and
reinforce the kinds of work behaviors associated with specific work designs.
 In this chapter also, it presents OD interventions aimed at moving decision
making downward in the organization closer to where the actual work takes
place. This increased employee involvement can lead to quicker, more responsive
decisions, continuous performance improvements and greater employee
flexibility, commitment, and satisfaction.

Techno structural intervention can be part of a larger employee involvement

application, or it can be an independent change program. Work design has been
researched and applied extensively in organization. Recently, organizations have
tended to combine work design with formal structure and supporting changes in
goal setting reward system, work environment, and other performance
management practices. These organizational factors can help structure and
reinforce the kinds of work behaviors associated with specific work designs.
 In this chapter also, it presents OD interventions aimed at moving decision
making downward in the organization closer to where the actual work takes
place. This increased employee involvement can lead to quicker, more responsive
decisions, continuous performance improvements and greater employee
flexibility, commitment, and satisfaction.

Techno structural intervention can be part of a larger employee involvement

application, or it can be an independent change program. Work design has been
researched and applied extensively in organization. Recently, organizations have
tended to combine work design with formal structure and supporting changes in
goal setting reward system, work environment, and other performance
management practices. These organizational factors can help structure and
reinforce the kinds of work behaviors associated with specific work designs.
 In this chapter also, it presents OD interventions aimed at moving decision
making downward in the organization closer to where the actual work takes
place. This increased employee involvement can lead to quicker, more responsive
decisions, continuous performance improvements and greater employee
flexibility, commitment, and satisfaction.

Techno structural intervention can be part of a larger employee involvement

application, or it can be an independent change program. Work design has been
researched and applied extensively in organization. Recently, organizations have
tended to combine work design with formal structure and supporting changes in
goal setting reward system, work environment, and other performance
management practices. These organizational factors can help structure and
reinforce the kinds of work behaviors associated with specific work designs.
 In this chapter also, it presents OD interventions aimed at moving decision
making downward in the organization closer to where the actual work takes
place. This increased employee involvement can lead to quicker, more responsive
decisions, continuous performance improvements and greater employee
flexibility, commitment, and satisfaction.

Techno structural intervention can be part of a larger employee involvement

application, or it can be an independent change program. Work design has been
researched and applied extensively in organization. Recently, organizations have
tended to combine work design with formal structure and supporting changes in
goal setting reward system, work environment, and other performance
management practices. These organizational factors can help structure and
reinforce the kinds of work behaviors associated with specific work designs.
LEARNING OUTCOMES

 Discuss the importance of restructuring

organizations;
 Analyze the relevance of employee
involvement;
 Discuss the value of work design
 CONTENT
Structural Design

Organization structure describes how the overall work organization is divided

into subunits and how these subunits coordinated for task completion.

Organizational structure is used to develop how groups and individuals are

arranged or departmentalized to help meet an organization's goals. It defines a
reporting structure, jobs, compensation and responsibilities for each role.
Designing an organizational structure requires consideration of an organization's
values, financial and business goals. It should allow for growth for the
organization and the ability to add additional jobs or departments.
 CONTENT
Structural Design

Organization structure describes how the overall work organization is divided

into subunits and how these subunits coordinated for task completion.

Organizational structure is used to develop how groups and individuals are

arranged or departmentalized to help meet an organization's goals. It defines a
reporting structure, jobs, compensation and responsibilities for each role.
Designing an organizational structure requires consideration of an organization's
values, financial and business goals. It should allow for growth for the
organization and the ability to add additional jobs or departments.
 CONTENT
Structural Design

Organization structure describes how the overall work organization is divided

into subunits and how these subunits coordinated for task completion.

Organizational structure is used to develop how groups and individuals are

arranged or departmentalized to help meet an organization's goals. It defines a
reporting structure, jobs, compensation and responsibilities for each role.
Designing an organizational structure requires consideration of an organization's
values, financial and business goals. It should allow for growth for the
organization and the ability to add additional jobs or departments.
 CONTENT
Structural Design

Organization structure describes how the overall work organization is divided

into subunits and how these subunits coordinated for task completion.

Organizational structure is used to develop how groups and individuals are

arranged or departmentalized to help meet an organization's goals. It defines a
reporting structure, jobs, compensation and responsibilities for each role.
Designing an organizational structure requires consideration of an organization's
values, financial and business goals. It should allow for growth for the
organization and the ability to add additional jobs or departments.
 CONTENT
Structural Design

Organization structure describes how the overall work organization is divided

into subunits and how these subunits coordinated for task completion.

Organizational structure is used to develop how groups and individuals are

arranged or departmentalized to help meet an organization's goals. It defines a
reporting structure, jobs, compensation and responsibilities for each role.
Designing an organizational structure requires consideration of an organization's
values, financial and business goals. It should allow for growth for the
organization and the ability to add additional jobs or departments.
 CONTENT
Structural Design

Organization structure describes how the overall work organization is divided

into subunits and how these subunits coordinated for task completion.

Organizational structure is used to develop how groups and individuals are

arranged or departmentalized to help meet an organization's goals. It defines a
reporting structure, jobs, compensation and responsibilities for each role.
Designing an organizational structure requires consideration of an organization's
values, financial and business goals. It should allow for growth for the
organization and the ability to add additional jobs or departments.
 CONTENT
Structural Design

Organization structure describes how the overall work organization is divided

into subunits and how these subunits coordinated for task completion.

Organizational structure is used to develop how groups and individuals are

arranged or departmentalized to help meet an organization's goals. It defines a
reporting structure, jobs, compensation and responsibilities for each role.
Designing an organizational structure requires consideration of an organization's
values, financial and business goals. It should allow for growth for the
organization and the ability to add additional jobs or departments.
 Based on a contingency perspective shown in Figure 1, organization structures
should be designed to fit with at least four factors: the environment, organization
size, technology and organization strategy. Organization effectiveness depends
on the extent to which its structures are responsive to these contingencies.
 Based on a contingency perspective shown in Figure 1, organization structures
should be designed to fit with at least four factors: the environment, organization
size, technology and organization strategy. Organization effectiveness depends
on the extent to which its structures are responsive to these contingencies.
 Based on a contingency perspective shown in Figure 1, organization structures
should be designed to fit with at least four factors: the environment, organization
size, technology and organization strategy. Organization effectiveness depends
on the extent to which its structures are responsive to these contingencies.
 Based on a contingency perspective shown in Figure 1, organization structures
should be designed to fit with at least four factors: the environment, organization
size, technology and organization strategy. Organization effectiveness depends
on the extent to which its structures are responsive to these contingencies.
 Based on a contingency perspective shown in Figure 1, organization structures
should be designed to fit with at least four factors: the environment, organization
size, technology and organization strategy. Organization effectiveness depends
on the extent to which its structures are responsive to these contingencies.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
 The Functional Structure

The most widely used organizational structure in the world today is the basic
functional structure. The organizations usually is divided into functional units,
such as marketing, operations, research and development, human resources and
finance.
This structure is based on early management theories regarding
specialization, line and staff relations, span of control, authority and
responsibility. The major functional units are staffed by specialist from such
disciplines. It is considered easier to manage specialists, if they are grouped
together under the same head and if the head of the departments has been trained
and has experience in that particular discipline.
Figure 2 Functional Structure
 On the positive side, functional structures promote specialization of skills and
resources by grouping people who perform similar work and face similar
problems. This grouping facilitates communication within departments and allows
specialists to share their expertise. It also enhances career development within the
specialty, whether it be accounting, finance, engineering or sales. The functional
structure reduces duplication of services because it makes the best use of people
and resources.

On the negative side, functional structures tend to promote routine tasks with a
limited orientation. Department members focus on their own tasks, rather than on
the organization's total task. This can lead to conflict across functional departments
when each group tries to maximize its own performance without considering the
performances of other units.
 On the positive side, functional structures promote specialization of skills and
resources by grouping people who perform similar work and face similar
problems. This grouping facilitates communication within departments and allows
specialists to share their expertise. It also enhances career development within the
specialty, whether it be accounting, finance, engineering or sales. The functional
structure reduces duplication of services because it makes the best use of people
and resources.

On the negative side, functional structures tend to promote routine tasks with a
limited orientation. Department members focus on their own tasks, rather than on
the organization's total task. This can lead to conflict across functional departments
when each group tries to maximize its own performance without considering the
performances of other units.
 On the positive side, functional structures promote specialization of skills and
resources by grouping people who perform similar work and face similar
problems. This grouping facilitates communication within departments and allows
specialists to share their expertise. It also enhances career development within the
specialty, whether it be accounting, finance, engineering or sales. The functional
structure reduces duplication of services because it makes the best use of people
and resources.

On the negative side, functional structures tend to promote routine tasks with a
limited orientation. Department members focus on their own tasks, rather than on
the organization's total task. This can lead to conflict across functional departments
when each group tries to maximize its own performance without considering the
performances of other units.
 On the positive side, functional structures promote specialization of skills and
resources by grouping people who perform similar work and face similar
problems. This grouping facilitates communication within departments and allows
specialists to share their expertise. It also enhances career development within the
specialty, whether it be accounting, finance, engineering or sales. The functional
structure reduces duplication of services because it makes the best use of people
and resources.

On the negative side, functional structures tend to promote routine tasks with a
limited orientation. Department members focus on their own tasks, rather than on
the organization's total task. This can lead to conflict across functional departments
when each group tries to maximize its own performance without considering the
performances of other units.
 On the positive side, functional structures promote specialization of skills and
resources by grouping people who perform similar work and face similar
problems. This grouping facilitates communication within departments and allows
specialists to share their expertise. It also enhances career development within the
specialty, whether it be accounting, finance, engineering or sales. The functional
structure reduces duplication of services because it makes the best use of people
and resources.

On the negative side, functional structures tend to promote routine tasks with a
limited orientation. Department members focus on their own tasks, rather than on
the organization's total task. This can lead to conflict across functional departments
when each group tries to maximize its own performance without considering the
performances of other units.
 On the positive side, functional structures promote specialization of skills and
resources by grouping people who perform similar work and face similar
problems. This grouping facilitates communication within departments and allows
specialists to share their expertise. It also enhances career development within the
specialty, whether it be accounting, finance, engineering or sales. The functional
structure reduces duplication of services because it makes the best use of people
and resources.

On the negative side, functional structures tend to promote routine tasks with a
limited orientation. Department members focus on their own tasks, rather than on
the organization's total task. This can lead to conflict across functional departments
when each group tries to maximize its own performance without considering the
performances of other units.
 Divisional Structure
The divisional structure represents a fundamentally different way of
organizing. Also known as a product or self-contained unit structure. It groups
organizational activities on the basis of products, services, customers, or
geography. All or most of the resources and functions necessary to accomplish a
specific objective are set up as a division headed by a product or division
manager.
A divisional organization groups each organizational function into a division.
It is a type of organizational structure that organizes business activities into
categories like products or services, customer groups and geographical locations.
Large businesses depend on divisional structures and create individual units,
distributing functions between the parent organization (headquarters) and its
subsidiaries (the branches).
 Divisional Structure
The divisional structure represents a fundamentally different way of
organizing. Also known as a product or self-contained unit structure. It groups
organizational activities on the basis of products, services, customers, or
geography. All or most of the resources and functions necessary to accomplish a
specific objective are set up as a division headed by a product or division
manager.
A divisional organization groups each organizational function into a division.
It is a type of organizational structure that organizes business activities into
categories like products or services, customer groups and geographical locations.
Large businesses depend on divisional structures and create individual units,
distributing functions between the parent organization (headquarters) and its
subsidiaries (the branches).
 Divisional Structure
The divisional structure represents a fundamentally different way of
organizing. Also known as a product or self-contained unit structure. It groups
organizational activities on the basis of products, services, customers, or
geography. All or most of the resources and functions necessary to accomplish a
specific objective are set up as a division headed by a product or division
manager.
A divisional organization groups each organizational function into a division.
It is a type of organizational structure that organizes business activities into
categories like products or services, customer groups and geographical locations.
Large businesses depend on divisional structures and create individual units,
distributing functions between the parent organization (headquarters) and its
subsidiaries (the branches).
 Divisional Structure
The divisional structure represents a fundamentally different way of
organizing. Also known as a product or self-contained unit structure. It groups
organizational activities on the basis of products, services, customers, or
geography. All or most of the resources and functions necessary to accomplish a
specific objective are set up as a division headed by a product or division
manager.
A divisional organization groups each organizational function into a division.
It is a type of organizational structure that organizes business activities into
categories like products or services, customer groups and geographical locations.
Large businesses depend on divisional structures and create individual units,
distributing functions between the parent organization (headquarters) and its
subsidiaries (the branches).
 Divisional Structure
The divisional structure represents a fundamentally different way of
organizing. Also known as a product or self-contained unit structure. It groups
organizational activities on the basis of products, services, customers, or
geography. All or most of the resources and functions necessary to accomplish a
specific objective are set up as a division headed by a product or division
manager.
A divisional organization groups each organizational function into a division.
It is a type of organizational structure that organizes business activities into
categories like products or services, customer groups and geographical locations.
Large businesses depend on divisional structures and create individual units,
distributing functions between the parent organization (headquarters) and its
subsidiaries (the branches).
 McDonald’s Corporation, one of the leading fast-food chains in the world
is an ideal example of a divisional organizational structure. The overall
business is divided into independent divisions that have responsibilities based
on operational requirements.

Figure 3 Divisional Structure

Matrix Structure

Some OD practitioners have focused on maximizing the strengths and

minimizing the weaknesses of both the functional and the divisional structures, and
this effort has resulted in the matrix structure. It super imposes a lateral structure
that focuses on product or project coordination on a vertical functional structure.

In a matrix structure, the organization is grouped by both product and function.

Product lines are managed horizontally and functions are managed vertically. This
means that each function e.g., research, production, sales, and finance has separate
internal divisions for each product.
Matrix Structure

Some OD practitioners have focused on maximizing the strengths and

minimizing the weaknesses of both the functional and the divisional structures, and
this effort has resulted in the matrix structure. It super imposes a lateral structure
that focuses on product or project coordination on a vertical functional structure.

In a matrix structure, the organization is grouped by both product and function.

Product lines are managed horizontally and functions are managed vertically. This
means that each function e.g., research, production, sales, and finance has separate
internal divisions for each product.
Matrix Structure

Some OD practitioners have focused on maximizing the strengths and

minimizing the weaknesses of both the functional and the divisional structures, and
this effort has resulted in the matrix structure. It super imposes a lateral structure
that focuses on product or project coordination on a vertical functional structure.

In a matrix structure, the organization is grouped by both product and function.

Product lines are managed horizontally and functions are managed vertically. This
means that each function e.g., research, production, sales, and finance has separate
internal divisions for each product.
Matrix Structure

Some OD practitioners have focused on maximizing the strengths and

minimizing the weaknesses of both the functional and the divisional structures, and
this effort has resulted in the matrix structure. It super imposes a lateral structure
that focuses on product or project coordination on a vertical functional structure.

In a matrix structure, the organization is grouped by both product and function.

Product lines are managed horizontally and functions are managed vertically. This
means that each function e.g., research, production, sales, and finance has separate
internal divisions for each product.
 A matrix organization is a structure in which there is more than one line of
reporting managers. Effectively, it means that the employees of the
organization have more than one boss.

Figure 4 Matrix Structure

 Employee Involvement
Employee involvement is the current label used to describe a set of practices
and philosophies that started with the quality-of work-life movement in the late
1950s. The phrase "quality of work life” (QWL) was used to stress the prevailing
poor quality of life at the workplace. Both the term “QWL" and the meaning
attributed to it have undergone considerable change and development.

More recently, the term "engagement" has been popular, and a great deal of
effort has been invested in differentiating the term. "Engagement” refers to an
organization member's work experience. Engaged employees are motivated, and,
committed and interested in their work. Engagement then is the outcome of EI
interventions.
 Employee Involvement
Employee involvement is the current label used to describe a set of practices
and philosophies that started with the quality-of work-life movement in the late
1950s. The phrase "quality of work life” (QWL) was used to stress the prevailing
poor quality of life at the workplace. Both the term “QWL" and the meaning
attributed to it have undergone considerable change and development.

More recently, the term "engagement" has been popular, and a great deal of
effort has been invested in differentiating the term. "Engagement” refers to an
organization member's work experience. Engaged employees are motivated, and,
committed and interested in their work. Engagement then is the outcome of EI
interventions.
 Employee Involvement
Employee involvement is the current label used to describe a set of practices
and philosophies that started with the quality-of work-life movement in the late
1950s. The phrase "quality of work life” (QWL) was used to stress the prevailing
poor quality of life at the workplace. Both the term “QWL" and the meaning
attributed to it have undergone considerable change and development.

More recently, the term "engagement" has been popular, and a great deal of
effort has been invested in differentiating the term. "Engagement” refers to an
organization member's work experience. Engaged employees are motivated, and,
committed and interested in their work. Engagement then is the outcome of EI
interventions.
 Employee Involvement
Employee involvement is the current label used to describe a set of practices
and philosophies that started with the quality-of work-life movement in the late
1950s. The phrase "quality of work life” (QWL) was used to stress the prevailing
poor quality of life at the workplace. Both the term “QWL" and the meaning
attributed to it have undergone considerable change and development.

More recently, the term "engagement" has been popular, and a great deal of
effort has been invested in differentiating the term. "Engagement” refers to an
organization member's work experience. Engaged employees are motivated, and,
committed and interested in their work. Engagement then is the outcome of EI
interventions.
 Employee Involvement
Employee involvement is the current label used to describe a set of practices
and philosophies that started with the quality-of work-life movement in the late
1950s. The phrase "quality of work life” (QWL) was used to stress the prevailing
poor quality of life at the workplace. Both the term “QWL" and the meaning
attributed to it have undergone considerable change and development.

More recently, the term "engagement" has been popular, and a great deal of
effort has been invested in differentiating the term. "Engagement” refers to an
organization member's work experience. Engaged employees are motivated, and,
committed and interested in their work. Engagement then is the outcome of EI
interventions.
 A Working Definition of Employee Involvement

Employee Involvement seeks to increase members input into decisions that

affect organization performance and employee well-being.

It can be described in terms of four key elements that promote worker

involvement.

1. Power. This element of El includes providing people with enough authority

to make work-related decisions various issues such as work methods, task assign,
performance outcomes, customer service and employee selection. The amount of
power afforded employees enormously, from simply asking them for input into
decisions that managers subsequently make, to managers and we jointly making
decisions, to employees making decisions themselves.
 A Working Definition of Employee Involvement

Employee Involvement seeks to increase members input into decisions that

affect organization performance and employee well-being.

It can be described in terms of four key elements that promote worker

involvement.

1. Power. This element of El includes providing people with enough authority

to make work-related decisions various issues such as work methods, task assign,
performance outcomes, customer service and employee selection. The amount of
power afforded employees enormously, from simply asking them for input into
decisions that managers subsequently make, to managers and we jointly making
decisions, to employees making decisions themselves.
2. Information. Timely access to relevant information is vital to making
effective decisions. Organizations can promote EI by ensuring that the
necessary information flows freely to those with decision authority.
This can include data about operating results, business plans,
competitive conditions, new technologies and work methods, and ideas
for organizational improvement.
2. Information. Timely access to relevant information is vital to making
effective decisions. Organizations can promote EI by ensuring that the
necessary information flows freely to those with decision authority.
This can include data about operating results, business plans,
competitive conditions, new technologies and work methods, and ideas
for organizational improvement.
2. Information. Timely access to relevant information is vital to making
effective decisions. Organizations can promote EI by ensuring that the
necessary information flows freely to those with decision authority.
This can include data about operating results, business plans,
competitive conditions, new technologies and work methods, and ideas
for organizational improvement.
3. Knowledge and skills. Employee involvement contributes to
organizational effectiveness only to the extent that employees have the
requisite skills and knowledge to make good decisions. Organization
can facilitate EI by providing training and development programs for
improving members knowledge and skills.
2. Information. Timely access to relevant information is vital to making
effective decisions. Organizations can promote EI by ensuring that the
necessary information flows freely to those with decision authority.
This can include data about operating results, business plans,
competitive conditions, new technologies and work methods, and ideas
for organizational improvement.
3. Knowledge and skills. Employee involvement contributes to
organizational effectiveness only to the extent that employees have the
requisite skills and knowledge to make good decisions. Organization
can facilitate EI by providing training and development programs for
improving members knowledge and skills.
4. Rewards. Because people generally do those things
for which they are recognized, rewards can have a
powerful effect on getting people involved in the
organization. Meaningful opportunities for involvement
can provide employees with internal rewards such as
feelings of self-worth and accomplishment. Example of
rewards, such as pay and promotions, can reinforce El
when they are linked directly to performance outcomes
that result from participation in decision making.
 Work Design

Work design refers to the “content and organization of one’s work tasks,
activities, relationships and responsibilities”. It applies to the physical,
biomechanical, cognitive, and psychosocial characteristics of the job.

The way our work is designed affects how we feel about our job and can
influence whether we feel motivated, engaged, bored, or stressed at work.
 Work Design

Work design refers to the “content and organization of one’s work tasks,
activities, relationships and responsibilities”. It applies to the physical,
biomechanical, cognitive, and psychosocial characteristics of the job.

The way our work is designed affects how we feel about our job and can
influence whether we feel motivated, engaged, bored, or stressed at work.
 Work Design

Work design refers to the “content and organization of one’s work tasks,
activities, relationships and responsibilities”. It applies to the physical,
biomechanical, cognitive, and psychosocial characteristics of the job.

The way our work is designed affects how we feel about our job and can
influence whether we feel motivated, engaged, bored, or stressed at work.
 Work Design

Work design refers to the “content and organization of one’s work tasks,
activities, relationships and responsibilities”. It applies to the physical,
biomechanical, cognitive, and psychosocial characteristics of the job.

The way our work is designed affects how we feel about our job and can
influence whether we feel motivated, engaged, bored, or stressed at work.
 Approaches to Work Design:

1. The Engineering Approach

The oldest and most prevalent approach to designing work is based on

engineering concepts and methods. It proposes that the most efficient work
designs can be determined by clearly specifying the tasks to be performed, the
work methods to be used, and the work flow among individuals. The
engineering approach is based on the pioneering work of Frederick Taylor, the
father of scientific management. He developed methods for analyzing and
designing work and laid the foundation for the professional field of industrial
engineering.
 Approaches to Work Design:

1. The Engineering Approach

The oldest and most prevalent approach to designing work is based on

engineering concepts and methods. It proposes that the most efficient work
designs can be determined by clearly specifying the tasks to be performed, the
work methods to be used, and the work flow among individuals. The
engineering approach is based on the pioneering work of Frederick Taylor, the
father of scientific management. He developed methods for analyzing and
designing work and laid the foundation for the professional field of industrial
engineering.
 Approaches to Work Design:

1. The Engineering Approach

The oldest and most prevalent approach to designing work is based on

engineering concepts and methods. It proposes that the most efficient work
designs can be determined by clearly specifying the tasks to be performed, the
work methods to be used, and the work flow among individuals. The
engineering approach is based on the pioneering work of Frederick Taylor, the
father of scientific management. He developed methods for analyzing and
designing work and laid the foundation for the professional field of industrial
engineering.
 Approaches to Work Design:

1. The Engineering Approach

The oldest and most prevalent approach to designing work is based on

engineering concepts and methods. It proposes that the most efficient work
designs can be determined by clearly specifying the tasks to be performed, the
work methods to be used, and the work flow among individuals. The
engineering approach is based on the pioneering work of Frederick Taylor, the
father of scientific management. He developed methods for analyzing and
designing work and laid the foundation for the professional field of industrial
engineering.
 The engineering approach produces two kinds of work design: traditional
jobs and traditional work groups.

When the work can be completed by one person, such as with bank tellers
and telephone operators, traditional jobs are created. These jobs tend to be
simplified, with routine and repetitive tasks having clear specifications
concerning time and motion.

When the work requires coordination among people, such as on automobile

assembly lines, traditional work groups are developed.
 The engineering approach produces two kinds of work design: traditional
jobs and traditional work groups.

When the work can be completed by one person, such as with bank tellers
and telephone operators, traditional jobs are created. These jobs tend to be
simplified, with routine and repetitive tasks having clear specifications
concerning time and motion.

When the work requires coordination among people, such as on automobile

assembly lines, traditional work groups are developed.
 The engineering approach produces two kinds of work design: traditional
jobs and traditional work groups.

When the work can be completed by one person, such as with bank tellers
and telephone operators, traditional jobs are created. These jobs tend to be
simplified, with routine and repetitive tasks having clear specifications
concerning time and motion.

When the work requires coordination among people, such as on automobile

assembly lines, traditional work groups are developed.
 The engineering approach produces two kinds of work design: traditional
jobs and traditional work groups.

When the work can be completed by one person, such as with bank tellers
and telephone operators, traditional jobs are created. These jobs tend to be
simplified, with routine and repetitive tasks having clear specifications
concerning time and motion.

When the work requires coordination among people, such as on automobile

assembly lines, traditional work groups are developed.
 The engineering approach produces two kinds of work design: traditional
jobs and traditional work groups.

When the work can be completed by one person, such as with bank tellers
and telephone operators, traditional jobs are created. These jobs tend to be
simplified, with routine and repetitive tasks having clear specifications
concerning time and motion.

When the work requires coordination among people, such as on automobile

assembly lines, traditional work groups are developed.
2. The Motivational Approach

The motivational approach to work design

views the effectiveness of organizational
activities primarily as a function of member
needs and satisfaction, and seeks to improve
employee performance and satisfaction by
enriching jobs. The motivational method provides
people with opportunities for autonomy,
responsibility, closure that is doing a complete
job, and performance feedback.
2. The Motivational Approach

The motivational approach to work design

views the effectiveness of organizational
activities primarily as a function of member
needs and satisfaction, and seeks to improve
employee performance and satisfaction by
enriching jobs. The motivational method provides
people with opportunities for autonomy,
responsibility, closure that is doing a complete
job, and performance feedback.
2. The Motivational Approach

The motivational approach to work design

views the effectiveness of organizational
activities primarily as a function of member
needs and satisfaction, and seeks to improve
employee performance and satisfaction by
enriching jobs. The motivational method provides
people with opportunities for autonomy,
responsibility, closure that is doing a complete
job, and performance feedback.
 Herzberg's two factor theory of motivation
proposed that certain attributes of work, such as
opportunities for advancement and recognition,
which he called motivating factors, help increased
job satisfaction. Other attributes, which Herzberg
called hygiene factors, such as company policies,
working conditions, pay and supervision, do not
produce satisfaction but rather prevent
dissatisfaction - important contribution because
only satisfied workers are motivated to produce.
 Herzberg's two factor theory of motivation
proposed that certain attributes of work, such as
opportunities for advancement and recognition,
which he called motivating factors, help increased
job satisfaction. Other attributes, which Herzberg
called hygiene factors, such as company policies,
working conditions, pay and supervision, do not
produce satisfaction but rather prevent
dissatisfaction - important contribution because
only satisfied workers are motivated to produce.
 Herzberg's two factor theory of motivation
proposed that certain attributes of work, such as
opportunities for advancement and recognition,
which he called motivating factors, help increased
job satisfaction. Other attributes, which Herzberg
called hygiene factors, such as company policies,
working conditions, pay and supervision, do not
produce satisfaction but rather prevent
dissatisfaction - important contribution because
only satisfied workers are motivated to produce.
3. The Socio Technical Systems Approach
The sociotechnical systems (STS) approach is currently the most extensive
body of scientific and applied work underlying employee involvement and
innovative work designs. Its techniques and design principles derive from
extensive action research in both public and private organization across diverse
national cultures.
The goal of the sociotechnical systems approach, which states that an
organization will function best only if its social and technical systems are
designed to fit the needs of one another.
It is based on two fundamental premises that an organization or work unit is
combined, social –plus-technical system sociotechnical, and that this system is
open in relation to its environment.
3. The Socio Technical Systems Approach
The sociotechnical systems (STS) approach is currently the most extensive
body of scientific and applied work underlying employee involvement and
innovative work designs. Its techniques and design principles derive from
extensive action research in both public and private organization across diverse
national cultures.
The goal of the sociotechnical systems approach, which states that an
organization will function best only if its social and technical systems are
designed to fit the needs of one another.
It is based on two fundamental premises that an organization or work unit is
combined, social –plus-technical system = sociotechnical, and that this system
is open in relation to its environment.
3. The Socio Technical Systems Approach
The sociotechnical systems (STS) approach is currently the most extensive
body of scientific and applied work underlying employee involvement and
innovative work designs. Its techniques and design principles derive from
extensive action research in both public and private organization across diverse
national cultures.
The goal of the sociotechnical systems approach, which states that an
organization will function best only if its social and technical systems are
designed to fit the needs of one another.
It is based on two fundamental premises that an organization or work unit is
combined, social –plus-technical system = sociotechnical, and that this system
is open in relation to its environment.
3. The Socio Technical Systems Approach
The sociotechnical systems (STS) approach is currently the most extensive
body of scientific and applied work underlying employee involvement and
innovative work designs. Its techniques and design principles derive from
extensive action research in both public and private organization across diverse
national cultures.
The goal of the sociotechnical systems approach, which states that an
organization will function best only if its social and technical systems are
designed to fit the needs of one another.
It is based on two fundamental premises that an organization or work unit is
combined, social –plus-technical system = sociotechnical, and that this system
is open in relation to its environment.