Compare three employee involvement interventions: parallel structures, total quality management, and high-involvement organizations.

Good day writer,

Please see the attached pictures for the assignment instructions. If anything additional is needed, please let me know.

Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley

CHAPTER

Employee Involvement

Learning Objectives

Define the principles of employee involvement and describe its relationship to performance.

Compare three employee involvement interventions: parallel structures, total quality management, and high-involvement organizations.

‹#›

Overview of Employee Involvement

Employee involvement seeks to increase members’ input into decisions that affect organization performance and employee well-being.

Employee involvement (EI) is the broad term for diverse approaches to gain greater participation in relevant workplace decisions.

‹#›

Definition of Employee Involvement

Power

Extent to which influence and authority are pushed down into the organization

Information

Extent to which relevant information is shared with members

Knowledge and Skills

Extent to which members have relevant skills and knowledge and opportunities to gain them

Rewards

Extent to which opportunities for internal and external rewards are tied to effectiveness

‹#›

How EI Affects Productivity

‹#›

Secondary Effects of EI on Productivity

‹#›

Employee Involvement Interventions

Application	Power	Information	Knowledge/Skill	Rewards
Parallel Structures (e.g., Employee Resource Groups, Union-Management Cooperation)	Low	Moderate	Moderate	Low
Total Quality Management (e.g., continuous improvement, six sigma	High	High	High	High
High Involvement Organizations	High	High	High	High

‹#›

Parallel Structures Application Stages

Define the parallel structure’s purpose and scope

Form a steering committee

Communicate with organization members

Form employee problem-solving groups

Address the problems and issues

Implement and evaluate the changes

‹#›

Total Quality Management

Comprehensive approach to Employee Involvement

Increases workers’ knowledge and skills through extensive training, provides relevant information to employees, pushes decision-making power downward in the organization, and ties rewards to performance.

Known as “Business Excellence”, “Continuous Process Improvement”, “Continuous Quality”, “Lean”, and “Six Sigma”

‹#›

Deming’s Quality Guidelines

Create a constancy of purpose

Adopt a new philosophy

End lowest cost purchasing practices

Institute leadership

Eliminate empty slogans

Eliminate numerical quotas

Institute on-the-job training

Retrain vigorously

Drive out fear

Break down barriers between departments

Take action to accomplish transformation

Improve processes constantly and forever

Cease dependence on mass inspection

Remove barriers to pride in workmanship

‹#›

Deming’s 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

‹#›

TQM Application Stages

Gain long-term senior management commitment

Train members in quality methods

Start quality improvement projects

Measure progress

Reward accomplishment

‹#›

High-Involvement Organizations

Flat, lean organization structures

Enriched work designs

Open information systems

Sophisticated selection and career systems

Extensive training programs

Advanced reward systems

Participatively designed personnel practices

Conducive physical layouts

‹#›

High-Involvement Application Factors

Guided by an explicit statement of values that are strongly held and widely shared by organization member.

Implementation process is participative with managers and employees taking active roles in choosing and implementing the design features.

‹#›

image1.jpg

image2.jpg

image3.jpg

image4.png

image5.png

Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley

CHAPTER

Interpersonal and Group Process Approaches

Learning Objectives

Understand the diagnostic issues associated with interpersonal relations and group dynamics interventions.

Illustrate the principles of the process consultation intervention.

Describe the process of third-party conflict resolution.

Discuss and evaluate the core OD intervention of team building.

‹#›

Process Interventions

A set of activities on the part of the consultant that helps group members understand, diagnose, and improve their behaviors to devise more effective ways of working.

Interventions are aimed at helping the group become better able to use its own resources to identify and solve interpersonal problems and devise more effective ways of working.

‹#›

Definition of Process Consultation

The creation of a relationship that permits the client to perceive, understand, and act on the process events

An approach that helps people and groups help themselves

‹#›

Diagnostic Issues in Group Process Interventions

Group Process Issues

Communications

The functional roles of group members

Group problem solving and decision making

Group norms

Leadership and authority

‹#›

Basic Process Interventions

Individual Interventions

Aimed at helping people better communicate with others

Johari Window

Group Interventions

Aimed at the process, content or structure of the group

‹#›

The Johari Window

‹#›

Improving Communications Using the Johari Window

‹#›

Third-Party Interventions

Activities that focus on interpersonal conflicts within the organization

Interventions help involved parties interact with each other directly, facilitating diagnosis of the conflict and its resolution

‹#›

Cyclical Model of Interpersonal Conflict

‹#›

Strategies for Conflict Resolution

Determine a clear understanding of the nature and type of conflict and triggering factors

Set limits on the timing and extent of the conflict resolution meetings

Help the parties to cope differently with the conflict

Attempt to eliminate or resolve the basic issues in the conflict

‹#›

Team Building in OD

Team building focuses explicitly on helping groups perform tasks and solve problems more effectively

Team building can facilitate other OD interventions such as employee involvement or work design

Team building in OD is professionally facilitated and strongly connected to a diagnosis and the improvement of the team’s functioning.

‹#›

Team Building Activities

Determine the Intervention Target

One or more individuals

A group’s operation and behavior

A group’s relationships with the rest of the organization

Determine the Intervention Orientation

Diagnostic

Developmental

‹#›

Types of Teams

Groups reporting to the same manager

Groups involving people with common goals

Temporary groups formed to accomplish a specific, one-time task

Groups consisting of people whose work roles are interdependent

Groups with no formal links but whose collective purpose requires coordination

‹#›

Focus of Team Building Interventions

Individual Behavior in the Group

Alter the group’s ongoing processes by focusing on the behaviors and attitudes of individual members.

Group Operation and Behavior

An inward look by the team at its own performance, behavior and culture for the purpose of improving effectiveness

Group Relationships with the Organization

Understand the group’s role within the organization including interaction, support, and collaboration

Manager’s Role

‹#›

image1.jpg

image2.jpg

image3.jpg

image4.png

image5.png

image6.png

Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley

CHAPTER

Organization Process Approaches

Learning Objectives

Provide an overview of organization-level process approaches.

Explain two traditional organization process interventions- the organization confrontation meeting and the intergroup conflict method.

Describe and evaluate the effectiveness of large-group interventions.

Define and assess the effectiveness of culture change.

‹#›

Diagnostic Issues in Organization Process Interventions

Organization process approaches are driven by diagnostic data collected at the organization level.

OD practitioners should be able to clearly articulate a sound business case as to how the environmental pressures or organization design features constraining current effectiveness will be addressed by the process intervention.

‹#›

Organization Confrontation Meeting

The confrontation meeting is an intervention designed to mobilize the resources of the entire organization to identify problems, set priorities and action targets, and begin working on identified problems.

‹#›

Confrontation Meeting Process

‹#›

Intergroup Conflict Interventions

The quality of group relationships in an organization can affect how well the organization performs

Organizations with highly interdependent departments require good working relationships to be effective

Intergroup conflict interventions can focus on behavioral and attitudinal change solutions.

‹#›

Approach to Resolving Intergroup Conflicts

Groups and consultant convene to address issues

Groups are asked to address three questions

What qualities/attributes best describe our group?

What qualities/attributes best describe their group?

How do we think the other group will describe us?

Groups exchange and clarify answers

Groups analyze the discrepancies and work to understand their contribution to the perceptions

Groups discuss discrepancies and contributions

Groups work to develop action plans on key areas

‹#›

Attitudinal and Behavioral Group Conflict Interventions

Behavioral Group Interventions

Apply when task interdependence between the conflicting groups is relatively low and predictable

Attitudinal Group Interventions

Apply when task interdependence between the conflicting groups is high and unpredictable

‹#›

Large Group Interventions

Focus on issues affecting the whole organization or large segments of it, such as developing new products or services, responding to environmental change, or introducing new technology

Various Change Programs

Search Conferences

Open-Space Meetings

Open-Systems Planning

World Cafés

Decision Accelerators

Appreciative Inquiry Summits

‹#›

Large Group Intervention Assumptions

A variety of organization stakeholders must be involved to create an accurate view of the environment and organization

Stakeholders must develop a shared understanding of the environment to permit coordinated action

Participants perceptions must accurately reflect the condition of the environment if organizational responses are to be effective

Large group processes must create conditions for ownership and commitment.

‹#›

Large Group Intervention Process

Preparing for the large-group meeting

Identify a compelling meeting theme

Select appropriate stakeholders to participate

Develop relevant tasks to address meeting theme

Conducting the meeting

Open Systems Methods

Open Space Methods

Positive Methods

Following up on the meeting outcomes

‹#›

Open Systems Methods

Map the current environment facing the organization

Assess the organization’s responses to the environmental expectations

Identify the core mission of the organization

Create a realistic (or likely) future scenario given environmental expectations and organization capabilities

Create an ideal future scenario(s) of environmental expectations and organization responses

Compare the present with the ideal future and prepare an action plan for reducing the discrepancy

‹#›

Open-Space Methods

Set the conditions for self-organizing

Announce the theme of the session

Establish norms for the meetings

The “Law of Two Feet.”

The “Four Principles.”

“Whoever comes are the right people.”

“Whatever happens is the only thing that could have.”

“Whenever it starts is the right time.”

“When it is over, it is over.”

Participants create the agenda

Coordinate activity through information postings

‹#›

Positive Methods

Discover the organization’s positive core

Dream about and envision a more desired and fulfilling future

Design the structural and systems arrangements that will best reflect and support the vision or dream

Create the specific action plans that will fulfill the organization’s destiny

‹#›

The Concept of Organization Culture

‹#›

Compare three employee involvement interventions: parallel structures, total quality management, and high-involvement organizations.

image1.jpg

image2.jpg

image3.jpg

image4.png

image5.png

image1.jpg

image2.jpg

image3.jpg

image4.png

image5.png

image6.png

Interested in getting help with this assignment?

Recent posts