Explain the contemporary approaches to job design citing suitable examples.
4. Define organisational diagnosis. Discus different methods of organisational analysis and
cite how it is carried out in your organisation or an organisation you are familiar with.
Briefly describe the organisation you are referring to.
5. Write an essay on the process of change and enumerate how it is carried out in an organisation
you are familiar with. Briefly describe the organisation you are referring to.
Organisational Design, Development And Change
3 posts • Page 1 of 1
Organisational Design, Development And Change
by Ulises » Thu Mar 05, 2015 12:22 am
- Ulises
- Posts: 38
- Joined: Sat Jan 04, 2014 7:31 pm
Organisational Design, Development And Change
by Risley » Sun Mar 08, 2015 10:20 pm
GAGAN,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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1.explain the contemporary approaches to job design citing suitable examples.
What is "job design"? Job design refers to the way that a set of tasks, or an entire job, is organized. Job design helps to determine: what tasks are done, how the tasks are done, how many tasks are done, and in what order the tasks are done.
It takes into account all factors which affect the work, and organizes the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves administrative areas such as:
job rotation, job enlargement, task/machine pacing, work breaks, and working hours.
A well designed job will encourage a variety of 'good' body positions, have reasonable strength requirements, require a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem. ==============================
How can job design help with the organization of work? Job design principles can address problems such as: work overload, work underload, repetitiveness, limited control over work, isolation, shiftwork, delays in filling vacant positions, excessive working hours, and limited understanding of the whole job process.
Job design is sometimes considered as a way to help deal with stress in the workplace. =====================================
Is there a difference between job design and workplace design? Job design and workplace design are often used interchangeably because both contribute to keep the physical requirements of a job reasonable. Job design refers to administrative changes that can help improve working conditions. In comparison, workplace design concentrates on dealing with the workstation, the tools, and the body position that all influence the way a person does his or her work. Good workplace design reduces static positions, repetitive motions and awkward body positions. ============================================
What are features of "good" job design? Good job design accommodates employees' mental and physical characteristics by paying attention to:
muscular energy such as work/rest schedules or pace of work, and mental energy such as boring versus extremely difficult tasks.
Good job design: allows for employee input. Employees should have the option to vary activities according to personal needs, work habits, and the circumstances in the workplace. gives employees a sense of accomplishment. includes training so employees know what tasks to do and how to do them properly. provides good work/rest schedules. allows for an adjustment period for physically demanding jobs. provides feedback to the employees about their performance. minimizes energy expenditure and force requirements. balances static and dynamic work.
Job design is an ongoing process. The goal is to make adjustments as conditions or tasks change within the workplace. ==========================================
What are common approaches to job design? Achieving good job design involves administrative practices that determine what the employee does, for how long, where, and when as well as giving the employees choice where ever possible. In job design, you may choose to examine the various tasks of an individual job or the design of a group of jobs.
Approaches to job design include: Job Enlargement: Job enlargement changes the jobs to include more and/or different tasks. Job enlargement should add interest to the work but may or may not give employees more responsibility. Job Rotation: Job rotation moves employees from one task to another. It distributes the group tasks among a number of employees. Job Enrichment: Job enrichment allows employees to assume more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities. Work Design(Job Engineering): Work design allows employees to see how the work methods, layout and handling procedures link together as well as the interaction between people and machines.
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What are the overall goals of job design? Goals can be in many difference areas and include:
Task Variety To alleviate boredom, avoid both excessive static body positions and repetitive movements. Design jobs to have a variety of tasks that require changes in body position, muscles used, and mental activities. Two methods are job enlargement and job rotation. For example, if an employee normally assembles parts, the job may be enlarged to include new tasks such as work planning, inspection / quality control, or maintenance. Alternatively, the tasks may include working in the same department, but changing tasks every hour. For example, in a laundry facility employees can rotate between various stations(sorting, washer, dryer, iron, etc) as long as it provides for a change in physical or mental expenditure.
Work Breaks / Rest Breaks Rest breaks help alleviate the problems of unavoidable repetitive movements or static body positions. More frequent but shorter breaks(sometimes called "micro breaks") are sometimes preferable to fewer long breaks. During rest breaks, encourage employees to change body position and to exercise. It is important that employees stretch and use different muscle groups. If the employee has been very active, a rest break should include a stationary activity or stretching.
Allowance for an Adjustment Period When work demands physical effort, have an adjustment period for new employees and for all employees after holidays, layoffs, or illnesses. Allow time to become accustomed to the physical demands of work by gradually "getting in shape." Employees who work in extreme hot or cold conditions also need time to acclimatize. Provide Training Training in correct work procedures and equipment operation is needed so that employees understand what is expected of them and how to work safely. Training should be organized, consistent and ongoing. It may occur in a classroom or on the job. Vary Mental Activities Tasks should be coordinated so that they are balanced during the day for the individual employee as well as balanced among a group of employees. You may want to allow the employee some degree of choice as to what types of mental tasks they want to do and when. This choice will allow the employee to do tasks when best suited to their 'alertness' patterns during the day. Some people may prefer routine tasks in the morning(such as checklists or filling in forms) and save tasks such as problem solving until the afternoon, or vice versa. ===============================================
BEFORE A JOB DESIGN IS DONE,
A JOB ANALYSIS SHOULD BE CARRIED OUT.
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.
There are two key elements of a job analysis: 1. Identification of major job requirements(MJRs) which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source of MJRs is the most current, official position description. 2. Identification of knowledge, skills and abilities(KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed. Most job analyses deal with KSAs that are measurable, that can be documented, and produce meaningful differences between candidates. Typically, possession of KSAs is demonstrated by experience, education, or training. The goal of KSAs is to identify those candidates who are potentially best qualified to perform the position to be filled; they are most useful when they provide meaningful distinctions among qualified candidates. Source documents for KSAs may be the position description, HRM standard qualifications and job classification standards. ==========================================
Job Analysis should collect information on the following areas: Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc. Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. Relationships Supervision given and received. Relationships with internal or external people. Requirements The knowledges, skills, and abilities(KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job. What does or should the person do? What knowledge, skill, and abilities does it take to perform this job? What is the result of the person performing the job? How does this job fit in with other jobs in the organization? What is the job’s contribution toward the organization’s goals? The process may seek to obtain information about the:
work worker context within which the job exists
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Worker Functions. The relationship of the worker to data, people, and things. Work Fields. The techniques used to complete the tasks of the job. Over 100 such fields have been identified. This descriptor also includes the machines, tools, equipment, and work aids that are used in the job. Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the purpose of performing the job. Worker Traits. The aptitudes, educational and vocational training, and personal traits required of the worker. Physical Demands. Job requirements such as strength, observation, and talking. This descriptor also includes the physical environment of the work.
skills abilities knowledge tasks work activities work context experience levels required job interests work values/needs ====================================
To properly perform a job analysis, the individual performing the job should be observed and interviewed. In addition, co-workers and other individuals with similar and related jobs should be interviewed. It is imperative that job tasks be recorded with videotape, pictures, and/or sketches. Also, if the job is performed in a sequence, the work completed before and after the particular job should be documented.
A. Purpose What are the job duties necessary for job performance? The number of job duties is usually less than ten essential activities, which are necessary to the job.
B. Job Setting
1. Work-site What equipment is used in the work setting? How is the workstation arranged? How is the work organized? 3. Work Activities What worker movements are necessary to accomplish the job? If there is another way to perform a job function, note this(lifting with an assistive device, typing with an alternative input device). What are the subject's anthropometric data? Document the subject's stature; eye, shoulder, and knee height; arm reach; leg length; and waist level. Anthropometric data are used to specify appropriate reach and space requirements for various populations. What types of personal protective equipment(PPE) are used? Document any gloves, arm guards, hardhats, safety glasses, respirators, or shoes.
B. Workstation
1. Office Are the space dimensions within the workstation sufficient? The top of the computer monitor should be level with the operator's eyes and positioned at a comfortable viewing distance.(This is task specific.) Repositioning with an adjustable monitor arm is an option. The monitor should be placed directly in front of the chair and over the center of the workstation knee well. Screen height should be between 33 and 42 inches, the angle of the monitor screen should be between 0 and 7 degrees, and viewing distance should be between 18 and 28 inches. Is glare diffused with panel diffusers and/or glare screens? Task lighting with a dimmer control should help, and adjustable blinds can taper excessive sunlight.
2. Industrial Is the pace setting appropriate? Document what body parts remain idle and what body parts are in steady motion. Are the "proper" tools available? Tools that are pneumatic; tools that can be used in either hand; tools with pistol shaped handles for power grips; tools with round edges, padded handles, spring activation, and space between closed handles will reduce palm stress and grip force. Newer tools equipped with tool wraps and tool balancers/positioners are also helpful.
3. Service Is traffic flow designed to most effectively meet the needs of workers, contractors, and customers? Document the most frequently traveled areas and whether goods are stored in an accessible place. Is anti-fatigue matting available in areas where individuals must stand for long periods of time? If available, document whether the matting is properly fixed to the floor. Is a preventive maintenance program in place for all equipment? 4. Health Care Are laundry and food carts pushed rather than pulled? Do carts have an oval or round push bar around waist height? Are powered push/pull devices available for use with beds and heavy or multiple carts? Some manufactures have a motorized option available on a hospital bed. Have job task analysis been performed to identify awkward postures and motions in all jobs? Examination of past injury reports can identify areas of concern to address first. Look for tasks involving reaching, bending, prolonged static postures, forceful exertions, and heavy lifting.
5. General Does the job include repeated and sustained exertions? Document whether the job entails stagnant postures for prolonged periods, repetitive motions, and whole body exertions(lifts, pushes, pulls, etc.). What are the general environmental factors? Document noise levels, ventilation, flooring material, lighting, air quality, and temperature variations, specifically when the worker is exposed to temperatures greater than 75 degrees or less than 50 degrees.
C. Work-site
1. Spacing Are extra electrical outlets for workers using powered assistive technology available? Are walkways blocked? Obstructed walkways should be opened to eliminate the potential for trips and falls. At least one clear path of travel(without stairs) at least 36 inches wide, except for a minimum of 60 inches in two-way halls and 32 inches through doorways should be provided. Allow a minimum of 60 inches of clear, level floor space in front of and behind a door and 18 inches on the latch side of the door.
2. Flooring Are proper treads, handrails, and detectable warnings installed? Have changes in floor level been identified with visual and texture contrast? Are door closers adjusted so that from an open position of 70 degrees, the door will take at least 3 seconds to move to a point 3 inches from the latch?(This is measured to the leading edge of the door.) Do doorways provide at least 32 inches of level clearance? Do the inside and outside of doors provide 60 inches of clear floor space and 18 inches to the latch side? Are materials stored in an accessible area, between 15 inches and 48 inches above the floor? Are hard-to-reach materials labeled? Materials should have visible labels and color codes. Are electrical outlets accessible? Electrical outlets should be provided at least 15 inches above the floor. Are items placed in the most "accessible" place possible? Position storage for pushing rather than pulling, pulling rather than carrying, carrying rather than lowering, and lowering rather than lifting. Make storage available for intermediate transporting and transferring of materials.
Approaches to Job Design USING SOCIO TECHNICAL SYSTEMS
There are three important approaches to job design, viz.,
Engineering approach, Human approach and The Job characteristic approach. Engineering Approach
The most important single element in the Engineering approaches, proposed by FW Taylor and others, was the task idea, “The work of every workman is fully planned out by the management at least one day in advance and each man receives in most cases complete written instructions, describing in detail the task which he is to accomplish . . . This task specifies not only what is to be done but how it is to be done and the exact time allowed for doing it.” The principles offered by scientific management to job design can be summarised thus:
l Work should be scientifically studied. As advocated fragmentation and routinisation of work to reap the advantages of specialisation.
l Work should be arranged so that workers can be efficient.
l Employees selected for work should be matched to the demands of the job.
l Employees should be trained to perform the job.
l Monetary compensation should be used to reward successful performance of the job.
These principles to job design seem to be quite rational and appealing because they point towards increased organisational performance. Specialisation and routinisation over a period of time result in job incumbents becoming experts rather quickly, leading to higher levels of output. Despite the assumed gains in efficiency, behavioural scientists have found that some job incumbents dislike specialised and routine jobs.
Human Relations Approach
The human relations approach recognised the need to design jobs in an interesting manner. In the past two decades much work has been directed to changing jobs so that job incumbents can satisfy their needs for growth, recognition and responsibilility, enhancing need satisfaction through what is called job enrichment. One widely publicised approach to job enrichment uses what is called job characteristics model and this has been explained separately in the ensuing section. Two types of factors, viz.(i) motivators like achievements, recognition, work itself, responsibility, advancement and growth and(ii) hygiene factors(which merely maintain the employee on the job and in the organization) like working conditions, organisational policies, inter-personnel relations, pay and job security. The employee is dissatisfied with the job if maintenance factors to the required degree are not introduced into the job. But, the employee may not be satisfied even if the required maintenance factors are provided. The employee will be satisfied with his job and he will be more productive if motivators are introduced into the job content. As such, he asserts that the job designer has to introduce hygienic factors adequately to reduce dissatisfaction and build motivating factors. Thus, THE emphasis is on the psychological needs of the employees in designing jobs.
The Job Characteristics Approach
The Job Characteristics Theory states that employees will work hard when they are rewarded for the work they do and when the work gives them satisfaction. Hence, they suggest that motivation, satisfaction and performance should be integrated in the job design. According to this approach, any job can be described in terms of five core job dimensions which are defined as follows:
(a) Skill variety: The degree to which the job requires that workers use a variety of different activities, talents and skills in order to successfully complete the job requirements.
(b) Task identity: The degree to which the job allows workers to complete whole tasks from start to finish, rather than disjointed portions of the job.
(c) Task significance: The degree to which the job significantly impacts the lives of others both within and outside the workplace.
(d) Autonomy: The degree to which the job allows workers freedom in planning and scheduling and the methods used to complete the job.
(e) Feedback: The degree to which the job itself provides workers with clear, direct and understandable knowledge of their performance.
All of the job dimensions impact workers psychologically. The first three dimensions affect whether or not workers view their job as meaningful. Autonomy determines the extent of responsibility workers feel. Feedback allows for feelings of satisfaction for a job well done by providing knowledge of results.
The core job dimensions can be combined into a single predictive index called the Motivating Potential Score. Its computation is as follows:
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2.define organisational diagnosis. discuss different methods of organisational analysis and cite how it is carried out in your organisation or an organisation you are familiar with. briefly describe the organisation you are referring to.
Organizational Diagnosis Organizational Diagnosis helps organizations identify the “gaps” between “what is” and “what ought to be.” Once we gain a shared vision of the desired state, we identify barriers and work toward solutions. The Six-Phase approach to organizational diagnosis is tailored to the specific needs of each co: Phase 1: Define develop a shared understanding of the task, issue, or problem along with a plan for diagnosis. Phase 2: Diagnose examine organizational archival reports/documents and utilize information gathered through interviews, focus groups, questionnaires & surveys, along with objective observations to collect relevant data. Phase 3: Analyze After collecting the data, use statistical analysis methods to interpret the data and develop practical recommendations. Phase 4: Presentation of Findings This phase involves determining an effective intervention strategy. Phase 5: Action Planning We work with key players from the organization to develop an action plan that: Fits the needs of the organization Will yield measurable results Will enhance the organization’s capacity to manage change Is catered to the organization’s situation, culture, context, and maturational cycle Phase 6: Reinforce maintaining a focus on the desired state and helping organizations sustain change initiatives. The reinforce phase ensures effective implementation of our action plan and outlines the next steps to take once the action plan has been implemented. =================================================================
2. ORG.ANALYSIS IS THE SECOND STAGE, WHERE WE ANALYSE THE INFORMATION IN A SCIENTIFIC MANNNER AND DEVELOP
A STRATEGY / ACTION PLAN.
Culture and Climate Analysis Employee Opinion Analysis Market Research Analysis
Competitive Analysis COMPANY SWOT Analysis Environmental Scan ANALYSIS / Development Skill and Competency Assessment Customer Input or Feedback ANALYSIS
Group and Individual Assessments, and 360 Evaluations FROM THESE WE DEVELOP
Development of Master Strategies Development of Goals Development of Objectives Development of Tactics Structural Redesign Change Planning, Implementation Design, and SUPPORT SYSTEMS.
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The organization, I am familiar with is a -a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
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THE ORGANIZATIONAL ANALYSIS INCLUDE:
1.ENVIRONMENTAL ANALYSIS
Environmental analysis is defined as the process by which strategists monitor the economic, governmental, legal, market, competitive, supplier, technological, geographic, and social cultural settings to determine opportunities and threats to their firms / company / organization. Environment diagnosis principally consists of managerial decisions made by strategist for analyzing the significance of the data like Strengths, weakness, opportunities and threats of the organization to has to design their own strategy for formulation, implementation and controlling the internal environmental factors. Environmental analysis helps to strategic executive and manager to diagnosis of strategic competitive force and components of strategic management. However, internal environment of the organization is a quite essential and important from the point of view of the environment analysis. It is the cornerstone of the new and exiting business opportunity analysis too. For instance, the individual life success depends on his innate capabilities like psychological factors, traits and skills. These are to the cope with the environment then will be got success otherwise failure. The survival is the basic elements and success of the business organization, it has depend on its own strengths in terms of resources like money, men, machinery, materials, market and methods as its command. Organization success depends on effective utilization of physical resource, financial resources and human resource skills. These are adaptability to the business environment. Every business organization principally consists of internal environment factors and set of external environmental factors. In this chapter, we shall discuss only the internal environment of the organization/company. Internal environment factors are generally considered as controllable factors of the organization. Internal environment factors are important to business like personal(human) resource department. marketing department, production department, physical facilities, accounting and finance departments and swot analysis. Therefore, the organization controls over these factors, these factors are modified or alter by the organization that suit for the business environment. INTERNAL ANALYSIS OF THE ORGANISATION / COMPANY Formulation of an effective and efficient strategy has based on a clear definition of organization mission, an accurate assessment of the external environment and through internal analysis of the organization. Organization requires success it needs at least three ingredients. They are as listed: Strategy must be consistent with conditions in the competitive environment Strategy must place realistic requirements on the organization / companys internal resources and capabilities. Strategy must be carefully formulated, implemented, controllable and executed. Internal analysis of the organization is to difficult and challenging one to strategist.
An internal analysis has leads to design a realistic organization profile. It frequently involves tradeoff, value system judgments, educated and skilled guess as well as objective and standardized analysis. A systematic internal analysis leads to main objective of the organization profile. It is essential to develop strategy and design a realistic mission for achievement of the strategy. Internal analysis of the organization must identify the strategically strengths, opportunities, weakness and threats that are based on organization strategy. Organizational analysis identifies suitable strategy that based on the SWOT analysis. Internal analysis can be achieved by first identifying key internal factors like value system, mission objectives, management structure and nature, integrated power relationship, human resource, company/organization image and brand equity, physical assets, R&D, technological capabilities, marketing resource and financial resource factors and secondly by evaluating these factors. THE VALUE OF SYSTEMATIC INTERNAL ASSESSMENT The value system of internal assessment is essential from the point of view of strategy formulation by the experienced strategist of the organization / company. The value system applies to either large or small business concern. It is critical in developing a successful business strategy. Regardless of the favorable opportunities in the environment, a strategy must be considered the essential internal strengths, weaknesses, opportunities and threats of the organization if such opportunities are to be maximized for accomplishment of goals. The value systematic internal analysis is particularly essential in small business organizations. Small business organizations are faced lot of problems like limited resource and markets. These organizations are flexible and capable to capture selected markets and effectively channel their limited resource and maximize these limited market opportunities. Internal analysis is the basis objectives of the organization. Steps/Process in the Development of a Organizational / Company Profile Company / organization profile focus on determination of strengths and weakness of the strategic environment of the business. Identifying and evaluating strategic internal factors are based to accomplish to organization future strategy. The major steps are important to development of an organization / company profile. They are listed below: Stage one -- Identification of Strategic Factors Stage two --Using Value Chain Analysis Stage three -- Evaluations of strategic internal factors IDENTIFICAION OF STRATEGIC FACTORS An important identification of strategic factors approach as listed below: 1. Functional approach 2. The value chain approach FUNTIONAL APPROACH Functional approach refers to Organizations basic capabilities; characteristics, swot analysis and limitation are the key strategic factors. Functional approach key strategic factors are as follows: Marketing Finance and accounting Production /operation/ technical Human resource development Organization of general management Marketing Marketing deals with the following issues: Organizations products / service; product life cycle and marketing strategy. Concentration of sales in few products or little customer segmentation. Ability to gathered information about the market. To know the market share or sub market share. Product/service mix and expansion potential: to know the life cycle of key products; to know the profit or loss of the product/service. To clearly know the channel of distribution; number, coverage, and control. To maintain effective sales organization: to find out knowledge about the customer needs. To improve product/service quality with image and reputation of brand name. Efficient and effective utilization of available resource for effective sales promotion and advertising. To aware of the pricing strategy and pricing flexibility. To effective monitoring and feedback of the marketing functions and expansion of product Effective implementation of after sales service and follow up. To keep standards, goodwill and brand loyalty. Finance and Accounting Finance and accounting functions refers to: Ability to raises short term and long-term capital: either debt or equity. To maintain good corporate level resource. To know the cost of capital relative to industry and competitors Tax consideration To build up effective relationship with owners, investors, financial institution and stock holders. To know the leverage position: capacity to utilization financial strategies, like lease or sale and lease back. To aware of the cost of entry and barriers of the entry. To know the price earning ration Present working capital position of the organization. Effective cost control and ability to minimize cost of expenditure for production of goods and service. Financial size of the organization. Efficient and effective accounting system for cost, budget, and profit planning of the organization. Production/Operation/Technical Production or operation or technical refers to: To know the present raw material cost and availability Inventory control system of the organization. Location facilities; layout and utilization facilities. Technical efficiency and effective utilization of technical resource in the organization. Effective use and implementation of subcontracting. Degree of vertical integration in terms of value added and profit margin of the product. To know the efficient and cost benefit of production techniques. Effective utilization and implementation of operation control procedure: design, scheduling, purchasing, quality control and efficiency. To know the costs and technological competencies relative to industry and competitors. Research development, innovative, advance ethnological development. Patents, trademarks and similar legal protection for their organization products/service. Human Resource Development Human resource development refers to the following: Effective management of the human resource in the organization. Improvement of employee skill and morale. Labor relations costs compared to industry and competition from present industry scenario. Efficient and effective formulation and implementation and controlling of the policies. Effective utilization of incentive to motivate employees performance. To know the ability to level peaks and valleys of employment. To regulate employee turnover and absenteeism. Specialized skills and experience. Organization of general management Organization of general management refers to the following: To know the organization structure. Organization image and prestige to public world. Organization record for achieving goals and objectives. Effective utilization of resource and overall organization control system. To effective monitoring organization cultural climate. Effective utilization of systematic procedure and tools and techniques in decision-making. To know the top management skills, capabilities and interest. Effective implementation strategic planning system. To keep and maintain intra organization synergy(multibusiness) Some of which would be the focus of internal analysis in most business organization. Organization is not likely to consider all of the factors are potential strengths or weakness. Strategist has develop or review the factors which are important for successful of the organization. For the Analysis of the organization, firstly, a strategist has to analyze the past trends like sales, costs and profitability. These trends are the major importance in identification of the internal factors of the organization. Further this identification should be based on a clear picture of the nature of the organizations sales trends. An anatomy of past trends has broken down by product lines channels of distribution of goods and service into different segmentation of key customers, geographical region and sales approach should be developed in detail. A similar anatomy of past trends should focus on costs and profitability. Strategist has to conduct detailed investigation of the organizations performance history that helps isolate internal factors influencing to sales, costs and profitability or their interrelationships. The above factors are important in future strategy decisions. Identification of strategic factors also requires an external focus of the organization. Strategist isolates key internal factors through analysis of past and present performance like industry conditions / trends and comparisons with competitors. In addition, strategic internal factors are often selected for in depth evaluation because organizations are contemplating expansion of products or markets, diversification. Strategist carefully scrutinizes the industry under consideration of current competitors. This is a key means of identifying strategic factors, if an organization is evaluating its capabilities more into unfamiliar markets. ===================================
INTERNAL ORGANIZATIONAL ANALYSIS
-plan to change operational methods [ change in skills/ knowledge]
-plan to change technology [ change in knowledge/skills]
-organization restructuring [ change in job functions]
-changes in corporate strategy [ change in knowledge /skills]
-changes in the role of jobs. [ change in knowledge / skills]
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Levels of Analysis
1. Organizational Analysis
-Identification of short- and long-term goals
-Identification of human resource needs
-Evaluation of methods of meeting HR needs(e.g.,
selection, training)
-Assessment of resource availability
-Evaluation of support for transfer of training
2. Task(Job) Analysis
-Identification of: tasks
-standards
-optimal procedures
3. Person Analysis
-Evaluation of individual against standards
-Identification of deficiencies
-Identification of causes(e.g., motivation vs. ability)
4. Demographic Analysis
-Assess the specific training needs of various
demographic groups(e.g., the disabled, ]
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3.write an essay on the process of change and enumerate how it is carried out in an organisation you are familiar with. briefly describe the organisation you are referring to.
What is change management?
Change management is a set of ideas, strategies, and skills that can be applied to engage change effectively. These may be applied in planning for change in implementing change in supporting continuous improvement following change What kinds of change benefit from using change management?
Change management methods may be applied to any type of organizational change, including departmental mergers, technology implementation, creating team-based organizations and professional development. It may be helpful to think about change management methods on two levels: The first level of change management is generic enough to apply to any type of change, whether it's the creation of a new department or the implementation of a new technology. At this generic level, change management methods are mostly targeted at understanding the human response to change and creating effective strategies for engaging people to achieve change. The second level of change management includes methods that are specific to a particular change. For example, in technology implementations, specific actions include establishing and communicating the business case for change, ongoing relationship building, communication and training for affected staff, redesigning business processes, and creating and sustaining groups to manage the project. While some of these activities apply to other types of change, this collection forms a boilerplate for technology implementation. OTHERS ARE -management development programs
-Organization culture change
-OD interventions
-organization restructuring
etc etc
====================================================================== The Change Management Process The Change Process as “Unfreezing, Changing and Refreezing” The process of change has been characterized as having three basic stages: unfreezing, changing, and re-freezing. What is useful about this framework is that it gives rise to thinking about a staged approach to changing things. Looking before you leap is usually sound practice. What is not useful about this framework is that it does not allow for change efforts that begin with the organization in extremis(i.e., already “unfrozen”), nor does it allow for organizations faced with the prospect of having to “hang loose” for extended periods of time(i.e., staying “unfrozen”). In other words, the beginning and ending point of the unfreeze-change-refreeze model is stability — which, for some people and some organizations, is a luxury. For others, internal stability spells disaster. A tortoise on the move can overtake even the fastest hare if that hare stands still. The Change Process as Problem Solving and Problem Finding A very useful framework for thinking about the change process is problem solving. Managing change is seen as a matter of moving from one state to another, specifically, from the problem state to the solved state. Diagnosis or problem analysis is generally acknowledged as essential. Goals are set and achieved at various levels and in various areas or functions. Ends and means are discussed and related to one another. Careful planning is accompanied by efforts to obtain buy-in, support and commitment. The net effect is a transition from one state to another in a planned, orderly fashion. This is the planned change model. The word “problem” carries with it connotations that some people prefer to avoid. They choose instead to use the word “opportunity.” For such people, a problem is seen as a bad situation, one that shouldn’t have been allowed to happen in the first place, and for which someone is likely to be punished — if the guilty party(or a suitable scapegoat) can be identified. For the purposes of this paper, we will set aside any cultural or personal preferences regarding the use of “problem” or “opportunity.” From a rational, analytical perspective, a problem is nothing more than a situation requiring action but in which the required action is not known. Hence, there is a requirement to search for a solution, a course of action that will lead to the solved state. This search activity is known as “problem solving.” From the preceding discussion, it follows that “problem finding” is the search for situations requiring action. Whether we choose to call these situations “problems”(because they are troublesome or spell bad news), or whether we choose to call them “opportunities”(either for reasons of political sensitivity or because the time is ripe to exploit a situation) is immaterial. In both cases, the practical matter is one of identifying and settling on a course of action that will bring about some desired and predetermined change in the situation. The Change Problem At the heart of change management lies the change problem, that is, some future state to be realized, some current state to be left behind, and some structured, organized process for getting from the one to the other. The change problem might be large or small in scope and scale, and it might focus on individuals or groups, on one or more divisions or departments, the entire organization, or one or on more aspects of the organization’s environment. At a conceptual level, the change problem is a matter of moving from one state(A) to another state(A’). Moving from A to A’ is typically accomplished as a result of setting up and achieving three types of goals: transform, reduce, and apply. Transform goals are concerned with identifying differences between the two states. Reduce goals are concerned with determining ways of eliminating these differences. Apply goals are concerned with putting into play operators that actually effect the elimination of these differences(see Newell & Simon). As the preceding goal types suggest, the analysis of a change problem will at various times focus on defining the outcomes of the change effort, on identifying the changes necessary to produce these outcomes, and on finding and implementing ways and means of making the required changes. In simpler terms, the change problem can be treated as smaller problems having to do with the how, what, and why of change. Change as a “How” Problem The change problem is often expressed, at least initially, in the form of a “how” question. How do we get people to be more open, to assume more responsibility, to be more creative? How do we introduce self-managed teams in Department W? How do we change over from System X to System Y in Division Z? How do we move from a mainframe-centered computing environment to one that accommodates and integrates PCs? How do we get this organization to be more innovative, competitive, or productive? How do we raise more effective barriers to market entry by our competitors? How might we more tightly bind our suppliers to us? How do we reduce cycle times? In short, the initial formulation of a change problem is means-centered, with the goal state more or less implied. There is a reason why the initial statement of a problem is so often means-centered and we will touch on it later. For now, let’s examine the other two ways in which the problem might be formulated — as “what” or as “why” questions. Change as a “What” Problem As was pointed out in the preceding section, to frame the change effort in the form of “how” questions is to focus the effort on means. Diagnosis is assumed or not performed at all. Consequently, the ends sought are not discussed. This might or might not be problematic. To focus on ends requires the posing of “what” questions. What are we trying to accomplish? What changes are necessary? What indicators will signal success? What standards apply? What measures of performance are we trying to affect? Change as a “Why” Problem Ends and means are relative notions, not absolutes; that is, something is an end or a means only in relation to something else. Thus, chains and networks of ends-means relationships often have to be traced out before one finds the “true” ends of a change effort. In this regard, “why” questions prove extremely useful. ==========================================================
Factors in Selecting A Change Strategy Generally speaking, there is no single change strategy. You can adopt a general or what is called a "grand strategy" but, for any given initiative, you are best served by some mix of strategies. Which of the preceding strategies to use in your mix of strategies is a decision affected by a number of factors. Some of the more important ones follow. Degree of Resistance. Strong resistance argues for a coupling of power-coercive and environmental-adaptive strategies. Weak resistance or concurrence argues for a combination of Empircal-Rational and normative-reeducative strategies. Target Population. Large populations argue for a mix of all four strategies, something for everyone so to speak. The Stakes. High stakes argue for a mix of all four strategies. When the stakes are high, nothing can be left to chance. The Time Frame. Short time frames argue for a power-coercive strategy. Longer time frames argue for a mix of empirical-rational, normative-reeducative, and environmental-adaptive strategies. Expertise. Having available adequate expertise at making change argues for some mix of the strategies outlined above. Not having it available argues for reliance on the power-coercive strategy. Dependency. This is a classic double-edged sword. If the organization is dependent on its people, management's ability to command or demand is limited. Conversely, if people are dependent upon the organization, their ability to oppose or resist is limited.(Mutual dependency almost always signals a requirement for some level of negotiation.) One More Time: How do you manage change? The honest answer is that you manage it pretty much the same way you’d manage anything else of a turbulent, messy, chaotic nature, that is, you don’t really manage it, you grapple with it. It’s more a matter of leadership ability than management skill. The first thing to do is jump in. You can’t do anything about it from the outside. A clear sense of mission or purpose is essential. The simpler the mission statement the better. “Kick ass in the marketplace” is a whole lot more meaningful than “Respond to market needs with a range of products and services that have been carefully designed and developed to compare so favorably in our customers’ eyes with the products and services offered by our competitors that the majority of buying decisions will be made in our favor.” Build a team. “Lone wolves” have their uses, but managing change isn’t one of them. On the other hand, the right kind of lone wolf makes an excellent temporary team leader. Maintain a flat organizational team structure and rely on minimal and informal reporting requirements. Pick people with relevant skills and high energy levels. You’ll need both. Toss out the rulebook. Change, by definition, calls for a configured response, not adherence to prefigured routines. Shift to an action-feedback model. Plan and act in short intervals. Do your analysis on the fly. No lengthy up-front studies, please. Remember the hare and the tortoise. Set flexible priorities. You must have the ability to drop what you’re doing and tend to something more important. Treat everything as a temporary measure. Don’t “lock in” until the last minute, and then insist on the right to change your mind. Ask for volunteers. You’ll be surprised at who shows up. You’ll be pleasantly surprised by what they can do. Find a good “straw boss” or team leader and stay out of his or her way. Give the team members whatever they ask for — except authority. They’ll generally ask only for what they really need in the way of resources. If they start asking for authority, that’s a signal they’re headed toward some kind of power-based confrontation and that spells trouble. Nip it in the bud! Concentrate dispersed knowledge. Start and maintain an issues logbook. Let anyone go anywhere and talk to anyone about anything. Keep the communications barriers low, widely spaced, and easily hurdled. Initially, if things look chaotic, relax — they are Remember, the task of change management is to bring order to a messy situation, not pretend that it’s already well organized and disciplined. ======================================================================
WHY PEOPLE RESIST CHANGE
It used to be an accepted fact that everyone resists change. We now know that it is not true. There are many reasons why a person resents(negative attitude) and/or resists(active opposition to) a particular change. Likewise, there are many reasons why a person accepts(neutral attitude) and/or welcomes(positive attitude) a particular change.
Why People Resent or Resist Change
There are many reasons why employees of all sizes/ shapes may react negatively to change.
Personal Loss. People are afraid they will lose something. They might be right or they might be wrong in their fear. Some of the things they might lose are as follows:
Security. They might lose their jobs through a
reduction in force or elimination of their jobs.
Automation and a decline in sales often bring about
this feeling.
Money. They might lose money through a reduction in salary, pay, benefits, or overtime. Or, expenses such as travel may be increased because of a move to another location that is farther from their home.
Pride and satisfaction. They might end up with jobs that
no longer require their abilities and skills. Friends and important contact. They might be moved to another location where they will no longer have contact with friends and important people. This loss of visibility and daily contacts is very serious for people who are ambitious as well as those with a strong need for love and acceptance.
Freedom.They might be put on a job under a boss who
no longer gives them freedom to do it "their way."
Closer supervision that provides less opportunity
for decision making is a dramatic loss to some
people.
Responsibility.Their jobs might be reduced to menial
tasks without responsibility. This may occur when a
new boss takes over or through changes in methods or
equipment.
Authority. They might lose their position of power and authority over people. This frequently happens when re?organization takes place or when a new boss decides to usurp some of the authority that an individual had.
Good working conditions. They might be moved from a large private office to a small one or to a desk in a work area with only a partition between people.
Status.Their job title, responsibility, or authority
might be reduced from an important one to a lesser
one with loss of status and recognition from others.
This also happens when another layer of management
is inserted between a subordinate and manager.
No Need.
The typical reaction is, "What's the matter with the way things are now?" Or, "I don't see any reason why we should change."
More Harm Than Good.
This is even stronger than the previously mentioned "No Need". People really feel it is a mistake ? that it will cause more problems that it is worth. Sometimes this reaction is justified. It is particularly common when people at the "bottom" of an organization feel that top management makes changes without knowing what is going on "down on the line."
Lack of Respect.
When people have a lack of respect and/or negative attitude toward the person responsible for making the change, there is a strong tendency to resent and even resist it. Their feelings do not allow them to look at the change objectively.
Objectionable Manner.
Sometimes change is ordered in such a way that the people resent and/or resist because they do not like being told what to do.
Negative Attitude.
People with a negative attitude toward the organization, the job and/or the boss are very apt to resent or resist change no matter what it is.
No Input.
One of the most significant reasons is the fact that the people who felt they should have been asked were not asked for their ideas concerning the change.
Personal Criticism.
Whether or not the change is actually criticizing the things that were previously done or the way in which they were done, people may look upon the change as a personal criticism.
Creates Burdens.
Some changes add more work and with it confusion, mistakes and other negative results.
Requires Effort.
The change will obviously require more effort. Much of the effort accomplishes very little, if anything. Whenever changes require more time and effort, people are apt to resent and even resist them, particularly if no rewards accompany the extra effort.
Bad Timing.
The timing of a change is very important to its acceptance. If it comes at a time when people are already having problems, the change is usually resented and probably resisted by those who are supposed to implement it.
Challenge to Authority.
Some people are testing their power and influence by simply refusing to do it.
Secondhand Information.
Some people are very sensitive about the way they learned of the change. If they found out about if from a secondhand source, they might resist it until they hear it "from the horses mouth."
What is the Real Reason for Resentment or Resistance?
Managers often have difficulty in determining the real reason why subordinates resent and/or resist a change. They may feel that the subordinates are just being stubborn or that they are afraid they will lose something. The real reason may be entirely different.
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The organisation I am referring to, where we
introduced ERP software for managing the supply
chain management system, with the objective of -improving the efficiency
-improving the effectiveness
of the supply chain operation.
The organization, I am familiar with is a -a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
==============================================
HOW did we INITIATE CHANGE
Often it is easier to carry out a job if there is a specific plan to follow. When major changes are to be installed, careful planning and preparation are necessary. Strengthening the forces promoting the change and weakening resistance to it are the main tasks.
CREATE A CLIMATE FOR CHANGE
How people react to proposed changes is greatly influenced by the kind of climate for change that the manager/supervisor has created in the department.
HOW IS THE RIGHT KIND OF CLIMATE CREATED?
Supervisors and managers who have enthusiasm for progress and change build a healthy climate.
Creating the right climate is more than just passing on changes. It involves:
Encouraging employees to seek ways of improving their jobs.
Seeking suggestions and ideas from employees.
This requires the manager/supervisor to listen and seriously consider suggestions. It is easy to see that there is a great deal of ego involvement in coming forth with an idea for improvement. Change can become an exciting and dynamic way of life. The manager/supervisor determines the climate in which they initiate change.
GET READY TO SELL
Much of the difficulty in getting co?operation stems from the employees lack of understanding of how the change will affect them. With a little effort, managers/supervisors can find most of the answers to employees' questions before they are even asked.
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
=========================================
1.explain the contemporary approaches to job design citing suitable examples.
What is "job design"? Job design refers to the way that a set of tasks, or an entire job, is organized. Job design helps to determine: what tasks are done, how the tasks are done, how many tasks are done, and in what order the tasks are done.
It takes into account all factors which affect the work, and organizes the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves administrative areas such as:
job rotation, job enlargement, task/machine pacing, work breaks, and working hours.
A well designed job will encourage a variety of 'good' body positions, have reasonable strength requirements, require a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem. ==============================
How can job design help with the organization of work? Job design principles can address problems such as: work overload, work underload, repetitiveness, limited control over work, isolation, shiftwork, delays in filling vacant positions, excessive working hours, and limited understanding of the whole job process.
Job design is sometimes considered as a way to help deal with stress in the workplace. =====================================
Is there a difference between job design and workplace design? Job design and workplace design are often used interchangeably because both contribute to keep the physical requirements of a job reasonable. Job design refers to administrative changes that can help improve working conditions. In comparison, workplace design concentrates on dealing with the workstation, the tools, and the body position that all influence the way a person does his or her work. Good workplace design reduces static positions, repetitive motions and awkward body positions. ============================================
What are features of "good" job design? Good job design accommodates employees' mental and physical characteristics by paying attention to:
muscular energy such as work/rest schedules or pace of work, and mental energy such as boring versus extremely difficult tasks.
Good job design: allows for employee input. Employees should have the option to vary activities according to personal needs, work habits, and the circumstances in the workplace. gives employees a sense of accomplishment. includes training so employees know what tasks to do and how to do them properly. provides good work/rest schedules. allows for an adjustment period for physically demanding jobs. provides feedback to the employees about their performance. minimizes energy expenditure and force requirements. balances static and dynamic work.
Job design is an ongoing process. The goal is to make adjustments as conditions or tasks change within the workplace. ==========================================
What are common approaches to job design? Achieving good job design involves administrative practices that determine what the employee does, for how long, where, and when as well as giving the employees choice where ever possible. In job design, you may choose to examine the various tasks of an individual job or the design of a group of jobs.
Approaches to job design include: Job Enlargement: Job enlargement changes the jobs to include more and/or different tasks. Job enlargement should add interest to the work but may or may not give employees more responsibility. Job Rotation: Job rotation moves employees from one task to another. It distributes the group tasks among a number of employees. Job Enrichment: Job enrichment allows employees to assume more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities. Work Design(Job Engineering): Work design allows employees to see how the work methods, layout and handling procedures link together as well as the interaction between people and machines.
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What are the overall goals of job design? Goals can be in many difference areas and include:
Task Variety To alleviate boredom, avoid both excessive static body positions and repetitive movements. Design jobs to have a variety of tasks that require changes in body position, muscles used, and mental activities. Two methods are job enlargement and job rotation. For example, if an employee normally assembles parts, the job may be enlarged to include new tasks such as work planning, inspection / quality control, or maintenance. Alternatively, the tasks may include working in the same department, but changing tasks every hour. For example, in a laundry facility employees can rotate between various stations(sorting, washer, dryer, iron, etc) as long as it provides for a change in physical or mental expenditure.
Work Breaks / Rest Breaks Rest breaks help alleviate the problems of unavoidable repetitive movements or static body positions. More frequent but shorter breaks(sometimes called "micro breaks") are sometimes preferable to fewer long breaks. During rest breaks, encourage employees to change body position and to exercise. It is important that employees stretch and use different muscle groups. If the employee has been very active, a rest break should include a stationary activity or stretching.
Allowance for an Adjustment Period When work demands physical effort, have an adjustment period for new employees and for all employees after holidays, layoffs, or illnesses. Allow time to become accustomed to the physical demands of work by gradually "getting in shape." Employees who work in extreme hot or cold conditions also need time to acclimatize. Provide Training Training in correct work procedures and equipment operation is needed so that employees understand what is expected of them and how to work safely. Training should be organized, consistent and ongoing. It may occur in a classroom or on the job. Vary Mental Activities Tasks should be coordinated so that they are balanced during the day for the individual employee as well as balanced among a group of employees. You may want to allow the employee some degree of choice as to what types of mental tasks they want to do and when. This choice will allow the employee to do tasks when best suited to their 'alertness' patterns during the day. Some people may prefer routine tasks in the morning(such as checklists or filling in forms) and save tasks such as problem solving until the afternoon, or vice versa. ===============================================
BEFORE A JOB DESIGN IS DONE,
A JOB ANALYSIS SHOULD BE CARRIED OUT.
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.
There are two key elements of a job analysis: 1. Identification of major job requirements(MJRs) which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source of MJRs is the most current, official position description. 2. Identification of knowledge, skills and abilities(KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed. Most job analyses deal with KSAs that are measurable, that can be documented, and produce meaningful differences between candidates. Typically, possession of KSAs is demonstrated by experience, education, or training. The goal of KSAs is to identify those candidates who are potentially best qualified to perform the position to be filled; they are most useful when they provide meaningful distinctions among qualified candidates. Source documents for KSAs may be the position description, HRM standard qualifications and job classification standards. ==========================================
Job Analysis should collect information on the following areas: Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc. Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. Relationships Supervision given and received. Relationships with internal or external people. Requirements The knowledges, skills, and abilities(KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job. What does or should the person do? What knowledge, skill, and abilities does it take to perform this job? What is the result of the person performing the job? How does this job fit in with other jobs in the organization? What is the job’s contribution toward the organization’s goals? The process may seek to obtain information about the:
work worker context within which the job exists
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Worker Functions. The relationship of the worker to data, people, and things. Work Fields. The techniques used to complete the tasks of the job. Over 100 such fields have been identified. This descriptor also includes the machines, tools, equipment, and work aids that are used in the job. Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the purpose of performing the job. Worker Traits. The aptitudes, educational and vocational training, and personal traits required of the worker. Physical Demands. Job requirements such as strength, observation, and talking. This descriptor also includes the physical environment of the work.
skills abilities knowledge tasks work activities work context experience levels required job interests work values/needs ====================================
To properly perform a job analysis, the individual performing the job should be observed and interviewed. In addition, co-workers and other individuals with similar and related jobs should be interviewed. It is imperative that job tasks be recorded with videotape, pictures, and/or sketches. Also, if the job is performed in a sequence, the work completed before and after the particular job should be documented.
A. Purpose What are the job duties necessary for job performance? The number of job duties is usually less than ten essential activities, which are necessary to the job.
B. Job Setting
1. Work-site What equipment is used in the work setting? How is the workstation arranged? How is the work organized? 3. Work Activities What worker movements are necessary to accomplish the job? If there is another way to perform a job function, note this(lifting with an assistive device, typing with an alternative input device). What are the subject's anthropometric data? Document the subject's stature; eye, shoulder, and knee height; arm reach; leg length; and waist level. Anthropometric data are used to specify appropriate reach and space requirements for various populations. What types of personal protective equipment(PPE) are used? Document any gloves, arm guards, hardhats, safety glasses, respirators, or shoes.
B. Workstation
1. Office Are the space dimensions within the workstation sufficient? The top of the computer monitor should be level with the operator's eyes and positioned at a comfortable viewing distance.(This is task specific.) Repositioning with an adjustable monitor arm is an option. The monitor should be placed directly in front of the chair and over the center of the workstation knee well. Screen height should be between 33 and 42 inches, the angle of the monitor screen should be between 0 and 7 degrees, and viewing distance should be between 18 and 28 inches. Is glare diffused with panel diffusers and/or glare screens? Task lighting with a dimmer control should help, and adjustable blinds can taper excessive sunlight.
2. Industrial Is the pace setting appropriate? Document what body parts remain idle and what body parts are in steady motion. Are the "proper" tools available? Tools that are pneumatic; tools that can be used in either hand; tools with pistol shaped handles for power grips; tools with round edges, padded handles, spring activation, and space between closed handles will reduce palm stress and grip force. Newer tools equipped with tool wraps and tool balancers/positioners are also helpful.
3. Service Is traffic flow designed to most effectively meet the needs of workers, contractors, and customers? Document the most frequently traveled areas and whether goods are stored in an accessible place. Is anti-fatigue matting available in areas where individuals must stand for long periods of time? If available, document whether the matting is properly fixed to the floor. Is a preventive maintenance program in place for all equipment? 4. Health Care Are laundry and food carts pushed rather than pulled? Do carts have an oval or round push bar around waist height? Are powered push/pull devices available for use with beds and heavy or multiple carts? Some manufactures have a motorized option available on a hospital bed. Have job task analysis been performed to identify awkward postures and motions in all jobs? Examination of past injury reports can identify areas of concern to address first. Look for tasks involving reaching, bending, prolonged static postures, forceful exertions, and heavy lifting.
5. General Does the job include repeated and sustained exertions? Document whether the job entails stagnant postures for prolonged periods, repetitive motions, and whole body exertions(lifts, pushes, pulls, etc.). What are the general environmental factors? Document noise levels, ventilation, flooring material, lighting, air quality, and temperature variations, specifically when the worker is exposed to temperatures greater than 75 degrees or less than 50 degrees.
C. Work-site
1. Spacing Are extra electrical outlets for workers using powered assistive technology available? Are walkways blocked? Obstructed walkways should be opened to eliminate the potential for trips and falls. At least one clear path of travel(without stairs) at least 36 inches wide, except for a minimum of 60 inches in two-way halls and 32 inches through doorways should be provided. Allow a minimum of 60 inches of clear, level floor space in front of and behind a door and 18 inches on the latch side of the door.
2. Flooring Are proper treads, handrails, and detectable warnings installed? Have changes in floor level been identified with visual and texture contrast? Are door closers adjusted so that from an open position of 70 degrees, the door will take at least 3 seconds to move to a point 3 inches from the latch?(This is measured to the leading edge of the door.) Do doorways provide at least 32 inches of level clearance? Do the inside and outside of doors provide 60 inches of clear floor space and 18 inches to the latch side? Are materials stored in an accessible area, between 15 inches and 48 inches above the floor? Are hard-to-reach materials labeled? Materials should have visible labels and color codes. Are electrical outlets accessible? Electrical outlets should be provided at least 15 inches above the floor. Are items placed in the most "accessible" place possible? Position storage for pushing rather than pulling, pulling rather than carrying, carrying rather than lowering, and lowering rather than lifting. Make storage available for intermediate transporting and transferring of materials.
Approaches to Job Design USING SOCIO TECHNICAL SYSTEMS
There are three important approaches to job design, viz.,
Engineering approach, Human approach and The Job characteristic approach. Engineering Approach
The most important single element in the Engineering approaches, proposed by FW Taylor and others, was the task idea, “The work of every workman is fully planned out by the management at least one day in advance and each man receives in most cases complete written instructions, describing in detail the task which he is to accomplish . . . This task specifies not only what is to be done but how it is to be done and the exact time allowed for doing it.” The principles offered by scientific management to job design can be summarised thus:
l Work should be scientifically studied. As advocated fragmentation and routinisation of work to reap the advantages of specialisation.
l Work should be arranged so that workers can be efficient.
l Employees selected for work should be matched to the demands of the job.
l Employees should be trained to perform the job.
l Monetary compensation should be used to reward successful performance of the job.
These principles to job design seem to be quite rational and appealing because they point towards increased organisational performance. Specialisation and routinisation over a period of time result in job incumbents becoming experts rather quickly, leading to higher levels of output. Despite the assumed gains in efficiency, behavioural scientists have found that some job incumbents dislike specialised and routine jobs.
Human Relations Approach
The human relations approach recognised the need to design jobs in an interesting manner. In the past two decades much work has been directed to changing jobs so that job incumbents can satisfy their needs for growth, recognition and responsibilility, enhancing need satisfaction through what is called job enrichment. One widely publicised approach to job enrichment uses what is called job characteristics model and this has been explained separately in the ensuing section. Two types of factors, viz.(i) motivators like achievements, recognition, work itself, responsibility, advancement and growth and(ii) hygiene factors(which merely maintain the employee on the job and in the organization) like working conditions, organisational policies, inter-personnel relations, pay and job security. The employee is dissatisfied with the job if maintenance factors to the required degree are not introduced into the job. But, the employee may not be satisfied even if the required maintenance factors are provided. The employee will be satisfied with his job and he will be more productive if motivators are introduced into the job content. As such, he asserts that the job designer has to introduce hygienic factors adequately to reduce dissatisfaction and build motivating factors. Thus, THE emphasis is on the psychological needs of the employees in designing jobs.
The Job Characteristics Approach
The Job Characteristics Theory states that employees will work hard when they are rewarded for the work they do and when the work gives them satisfaction. Hence, they suggest that motivation, satisfaction and performance should be integrated in the job design. According to this approach, any job can be described in terms of five core job dimensions which are defined as follows:
(a) Skill variety: The degree to which the job requires that workers use a variety of different activities, talents and skills in order to successfully complete the job requirements.
(b) Task identity: The degree to which the job allows workers to complete whole tasks from start to finish, rather than disjointed portions of the job.
(c) Task significance: The degree to which the job significantly impacts the lives of others both within and outside the workplace.
(d) Autonomy: The degree to which the job allows workers freedom in planning and scheduling and the methods used to complete the job.
(e) Feedback: The degree to which the job itself provides workers with clear, direct and understandable knowledge of their performance.
All of the job dimensions impact workers psychologically. The first three dimensions affect whether or not workers view their job as meaningful. Autonomy determines the extent of responsibility workers feel. Feedback allows for feelings of satisfaction for a job well done by providing knowledge of results.
The core job dimensions can be combined into a single predictive index called the Motivating Potential Score. Its computation is as follows:
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2.define organisational diagnosis. discuss different methods of organisational analysis and cite how it is carried out in your organisation or an organisation you are familiar with. briefly describe the organisation you are referring to.
Organizational Diagnosis Organizational Diagnosis helps organizations identify the “gaps” between “what is” and “what ought to be.” Once we gain a shared vision of the desired state, we identify barriers and work toward solutions. The Six-Phase approach to organizational diagnosis is tailored to the specific needs of each co: Phase 1: Define develop a shared understanding of the task, issue, or problem along with a plan for diagnosis. Phase 2: Diagnose examine organizational archival reports/documents and utilize information gathered through interviews, focus groups, questionnaires & surveys, along with objective observations to collect relevant data. Phase 3: Analyze After collecting the data, use statistical analysis methods to interpret the data and develop practical recommendations. Phase 4: Presentation of Findings This phase involves determining an effective intervention strategy. Phase 5: Action Planning We work with key players from the organization to develop an action plan that: Fits the needs of the organization Will yield measurable results Will enhance the organization’s capacity to manage change Is catered to the organization’s situation, culture, context, and maturational cycle Phase 6: Reinforce maintaining a focus on the desired state and helping organizations sustain change initiatives. The reinforce phase ensures effective implementation of our action plan and outlines the next steps to take once the action plan has been implemented. =================================================================
2. ORG.ANALYSIS IS THE SECOND STAGE, WHERE WE ANALYSE THE INFORMATION IN A SCIENTIFIC MANNNER AND DEVELOP
A STRATEGY / ACTION PLAN.
Culture and Climate Analysis Employee Opinion Analysis Market Research Analysis
Competitive Analysis COMPANY SWOT Analysis Environmental Scan ANALYSIS / Development Skill and Competency Assessment Customer Input or Feedback ANALYSIS
Group and Individual Assessments, and 360 Evaluations FROM THESE WE DEVELOP
Development of Master Strategies Development of Goals Development of Objectives Development of Tactics Structural Redesign Change Planning, Implementation Design, and SUPPORT SYSTEMS.
============================================
The organization, I am familiar with is a -a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
=========================
THE ORGANIZATIONAL ANALYSIS INCLUDE:
1.ENVIRONMENTAL ANALYSIS
Environmental analysis is defined as the process by which strategists monitor the economic, governmental, legal, market, competitive, supplier, technological, geographic, and social cultural settings to determine opportunities and threats to their firms / company / organization. Environment diagnosis principally consists of managerial decisions made by strategist for analyzing the significance of the data like Strengths, weakness, opportunities and threats of the organization to has to design their own strategy for formulation, implementation and controlling the internal environmental factors. Environmental analysis helps to strategic executive and manager to diagnosis of strategic competitive force and components of strategic management. However, internal environment of the organization is a quite essential and important from the point of view of the environment analysis. It is the cornerstone of the new and exiting business opportunity analysis too. For instance, the individual life success depends on his innate capabilities like psychological factors, traits and skills. These are to the cope with the environment then will be got success otherwise failure. The survival is the basic elements and success of the business organization, it has depend on its own strengths in terms of resources like money, men, machinery, materials, market and methods as its command. Organization success depends on effective utilization of physical resource, financial resources and human resource skills. These are adaptability to the business environment. Every business organization principally consists of internal environment factors and set of external environmental factors. In this chapter, we shall discuss only the internal environment of the organization/company. Internal environment factors are generally considered as controllable factors of the organization. Internal environment factors are important to business like personal(human) resource department. marketing department, production department, physical facilities, accounting and finance departments and swot analysis. Therefore, the organization controls over these factors, these factors are modified or alter by the organization that suit for the business environment. INTERNAL ANALYSIS OF THE ORGANISATION / COMPANY Formulation of an effective and efficient strategy has based on a clear definition of organization mission, an accurate assessment of the external environment and through internal analysis of the organization. Organization requires success it needs at least three ingredients. They are as listed: Strategy must be consistent with conditions in the competitive environment Strategy must place realistic requirements on the organization / companys internal resources and capabilities. Strategy must be carefully formulated, implemented, controllable and executed. Internal analysis of the organization is to difficult and challenging one to strategist.
An internal analysis has leads to design a realistic organization profile. It frequently involves tradeoff, value system judgments, educated and skilled guess as well as objective and standardized analysis. A systematic internal analysis leads to main objective of the organization profile. It is essential to develop strategy and design a realistic mission for achievement of the strategy. Internal analysis of the organization must identify the strategically strengths, opportunities, weakness and threats that are based on organization strategy. Organizational analysis identifies suitable strategy that based on the SWOT analysis. Internal analysis can be achieved by first identifying key internal factors like value system, mission objectives, management structure and nature, integrated power relationship, human resource, company/organization image and brand equity, physical assets, R&D, technological capabilities, marketing resource and financial resource factors and secondly by evaluating these factors. THE VALUE OF SYSTEMATIC INTERNAL ASSESSMENT The value system of internal assessment is essential from the point of view of strategy formulation by the experienced strategist of the organization / company. The value system applies to either large or small business concern. It is critical in developing a successful business strategy. Regardless of the favorable opportunities in the environment, a strategy must be considered the essential internal strengths, weaknesses, opportunities and threats of the organization if such opportunities are to be maximized for accomplishment of goals. The value systematic internal analysis is particularly essential in small business organizations. Small business organizations are faced lot of problems like limited resource and markets. These organizations are flexible and capable to capture selected markets and effectively channel their limited resource and maximize these limited market opportunities. Internal analysis is the basis objectives of the organization. Steps/Process in the Development of a Organizational / Company Profile Company / organization profile focus on determination of strengths and weakness of the strategic environment of the business. Identifying and evaluating strategic internal factors are based to accomplish to organization future strategy. The major steps are important to development of an organization / company profile. They are listed below: Stage one -- Identification of Strategic Factors Stage two --Using Value Chain Analysis Stage three -- Evaluations of strategic internal factors IDENTIFICAION OF STRATEGIC FACTORS An important identification of strategic factors approach as listed below: 1. Functional approach 2. The value chain approach FUNTIONAL APPROACH Functional approach refers to Organizations basic capabilities; characteristics, swot analysis and limitation are the key strategic factors. Functional approach key strategic factors are as follows: Marketing Finance and accounting Production /operation/ technical Human resource development Organization of general management Marketing Marketing deals with the following issues: Organizations products / service; product life cycle and marketing strategy. Concentration of sales in few products or little customer segmentation. Ability to gathered information about the market. To know the market share or sub market share. Product/service mix and expansion potential: to know the life cycle of key products; to know the profit or loss of the product/service. To clearly know the channel of distribution; number, coverage, and control. To maintain effective sales organization: to find out knowledge about the customer needs. To improve product/service quality with image and reputation of brand name. Efficient and effective utilization of available resource for effective sales promotion and advertising. To aware of the pricing strategy and pricing flexibility. To effective monitoring and feedback of the marketing functions and expansion of product Effective implementation of after sales service and follow up. To keep standards, goodwill and brand loyalty. Finance and Accounting Finance and accounting functions refers to: Ability to raises short term and long-term capital: either debt or equity. To maintain good corporate level resource. To know the cost of capital relative to industry and competitors Tax consideration To build up effective relationship with owners, investors, financial institution and stock holders. To know the leverage position: capacity to utilization financial strategies, like lease or sale and lease back. To aware of the cost of entry and barriers of the entry. To know the price earning ration Present working capital position of the organization. Effective cost control and ability to minimize cost of expenditure for production of goods and service. Financial size of the organization. Efficient and effective accounting system for cost, budget, and profit planning of the organization. Production/Operation/Technical Production or operation or technical refers to: To know the present raw material cost and availability Inventory control system of the organization. Location facilities; layout and utilization facilities. Technical efficiency and effective utilization of technical resource in the organization. Effective use and implementation of subcontracting. Degree of vertical integration in terms of value added and profit margin of the product. To know the efficient and cost benefit of production techniques. Effective utilization and implementation of operation control procedure: design, scheduling, purchasing, quality control and efficiency. To know the costs and technological competencies relative to industry and competitors. Research development, innovative, advance ethnological development. Patents, trademarks and similar legal protection for their organization products/service. Human Resource Development Human resource development refers to the following: Effective management of the human resource in the organization. Improvement of employee skill and morale. Labor relations costs compared to industry and competition from present industry scenario. Efficient and effective formulation and implementation and controlling of the policies. Effective utilization of incentive to motivate employees performance. To know the ability to level peaks and valleys of employment. To regulate employee turnover and absenteeism. Specialized skills and experience. Organization of general management Organization of general management refers to the following: To know the organization structure. Organization image and prestige to public world. Organization record for achieving goals and objectives. Effective utilization of resource and overall organization control system. To effective monitoring organization cultural climate. Effective utilization of systematic procedure and tools and techniques in decision-making. To know the top management skills, capabilities and interest. Effective implementation strategic planning system. To keep and maintain intra organization synergy(multibusiness) Some of which would be the focus of internal analysis in most business organization. Organization is not likely to consider all of the factors are potential strengths or weakness. Strategist has develop or review the factors which are important for successful of the organization. For the Analysis of the organization, firstly, a strategist has to analyze the past trends like sales, costs and profitability. These trends are the major importance in identification of the internal factors of the organization. Further this identification should be based on a clear picture of the nature of the organizations sales trends. An anatomy of past trends has broken down by product lines channels of distribution of goods and service into different segmentation of key customers, geographical region and sales approach should be developed in detail. A similar anatomy of past trends should focus on costs and profitability. Strategist has to conduct detailed investigation of the organizations performance history that helps isolate internal factors influencing to sales, costs and profitability or their interrelationships. The above factors are important in future strategy decisions. Identification of strategic factors also requires an external focus of the organization. Strategist isolates key internal factors through analysis of past and present performance like industry conditions / trends and comparisons with competitors. In addition, strategic internal factors are often selected for in depth evaluation because organizations are contemplating expansion of products or markets, diversification. Strategist carefully scrutinizes the industry under consideration of current competitors. This is a key means of identifying strategic factors, if an organization is evaluating its capabilities more into unfamiliar markets. ===================================
INTERNAL ORGANIZATIONAL ANALYSIS
-plan to change operational methods [ change in skills/ knowledge]
-plan to change technology [ change in knowledge/skills]
-organization restructuring [ change in job functions]
-changes in corporate strategy [ change in knowledge /skills]
-changes in the role of jobs. [ change in knowledge / skills]
====================================================
Levels of Analysis
1. Organizational Analysis
-Identification of short- and long-term goals
-Identification of human resource needs
-Evaluation of methods of meeting HR needs(e.g.,
selection, training)
-Assessment of resource availability
-Evaluation of support for transfer of training
2. Task(Job) Analysis
-Identification of: tasks
-standards
-optimal procedures
3. Person Analysis
-Evaluation of individual against standards
-Identification of deficiencies
-Identification of causes(e.g., motivation vs. ability)
4. Demographic Analysis
-Assess the specific training needs of various
demographic groups(e.g., the disabled, ]
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3.write an essay on the process of change and enumerate how it is carried out in an organisation you are familiar with. briefly describe the organisation you are referring to.
What is change management?
Change management is a set of ideas, strategies, and skills that can be applied to engage change effectively. These may be applied in planning for change in implementing change in supporting continuous improvement following change What kinds of change benefit from using change management?
Change management methods may be applied to any type of organizational change, including departmental mergers, technology implementation, creating team-based organizations and professional development. It may be helpful to think about change management methods on two levels: The first level of change management is generic enough to apply to any type of change, whether it's the creation of a new department or the implementation of a new technology. At this generic level, change management methods are mostly targeted at understanding the human response to change and creating effective strategies for engaging people to achieve change. The second level of change management includes methods that are specific to a particular change. For example, in technology implementations, specific actions include establishing and communicating the business case for change, ongoing relationship building, communication and training for affected staff, redesigning business processes, and creating and sustaining groups to manage the project. While some of these activities apply to other types of change, this collection forms a boilerplate for technology implementation. OTHERS ARE -management development programs
-Organization culture change
-OD interventions
-organization restructuring
etc etc
====================================================================== The Change Management Process The Change Process as “Unfreezing, Changing and Refreezing” The process of change has been characterized as having three basic stages: unfreezing, changing, and re-freezing. What is useful about this framework is that it gives rise to thinking about a staged approach to changing things. Looking before you leap is usually sound practice. What is not useful about this framework is that it does not allow for change efforts that begin with the organization in extremis(i.e., already “unfrozen”), nor does it allow for organizations faced with the prospect of having to “hang loose” for extended periods of time(i.e., staying “unfrozen”). In other words, the beginning and ending point of the unfreeze-change-refreeze model is stability — which, for some people and some organizations, is a luxury. For others, internal stability spells disaster. A tortoise on the move can overtake even the fastest hare if that hare stands still. The Change Process as Problem Solving and Problem Finding A very useful framework for thinking about the change process is problem solving. Managing change is seen as a matter of moving from one state to another, specifically, from the problem state to the solved state. Diagnosis or problem analysis is generally acknowledged as essential. Goals are set and achieved at various levels and in various areas or functions. Ends and means are discussed and related to one another. Careful planning is accompanied by efforts to obtain buy-in, support and commitment. The net effect is a transition from one state to another in a planned, orderly fashion. This is the planned change model. The word “problem” carries with it connotations that some people prefer to avoid. They choose instead to use the word “opportunity.” For such people, a problem is seen as a bad situation, one that shouldn’t have been allowed to happen in the first place, and for which someone is likely to be punished — if the guilty party(or a suitable scapegoat) can be identified. For the purposes of this paper, we will set aside any cultural or personal preferences regarding the use of “problem” or “opportunity.” From a rational, analytical perspective, a problem is nothing more than a situation requiring action but in which the required action is not known. Hence, there is a requirement to search for a solution, a course of action that will lead to the solved state. This search activity is known as “problem solving.” From the preceding discussion, it follows that “problem finding” is the search for situations requiring action. Whether we choose to call these situations “problems”(because they are troublesome or spell bad news), or whether we choose to call them “opportunities”(either for reasons of political sensitivity or because the time is ripe to exploit a situation) is immaterial. In both cases, the practical matter is one of identifying and settling on a course of action that will bring about some desired and predetermined change in the situation. The Change Problem At the heart of change management lies the change problem, that is, some future state to be realized, some current state to be left behind, and some structured, organized process for getting from the one to the other. The change problem might be large or small in scope and scale, and it might focus on individuals or groups, on one or more divisions or departments, the entire organization, or one or on more aspects of the organization’s environment. At a conceptual level, the change problem is a matter of moving from one state(A) to another state(A’). Moving from A to A’ is typically accomplished as a result of setting up and achieving three types of goals: transform, reduce, and apply. Transform goals are concerned with identifying differences between the two states. Reduce goals are concerned with determining ways of eliminating these differences. Apply goals are concerned with putting into play operators that actually effect the elimination of these differences(see Newell & Simon). As the preceding goal types suggest, the analysis of a change problem will at various times focus on defining the outcomes of the change effort, on identifying the changes necessary to produce these outcomes, and on finding and implementing ways and means of making the required changes. In simpler terms, the change problem can be treated as smaller problems having to do with the how, what, and why of change. Change as a “How” Problem The change problem is often expressed, at least initially, in the form of a “how” question. How do we get people to be more open, to assume more responsibility, to be more creative? How do we introduce self-managed teams in Department W? How do we change over from System X to System Y in Division Z? How do we move from a mainframe-centered computing environment to one that accommodates and integrates PCs? How do we get this organization to be more innovative, competitive, or productive? How do we raise more effective barriers to market entry by our competitors? How might we more tightly bind our suppliers to us? How do we reduce cycle times? In short, the initial formulation of a change problem is means-centered, with the goal state more or less implied. There is a reason why the initial statement of a problem is so often means-centered and we will touch on it later. For now, let’s examine the other two ways in which the problem might be formulated — as “what” or as “why” questions. Change as a “What” Problem As was pointed out in the preceding section, to frame the change effort in the form of “how” questions is to focus the effort on means. Diagnosis is assumed or not performed at all. Consequently, the ends sought are not discussed. This might or might not be problematic. To focus on ends requires the posing of “what” questions. What are we trying to accomplish? What changes are necessary? What indicators will signal success? What standards apply? What measures of performance are we trying to affect? Change as a “Why” Problem Ends and means are relative notions, not absolutes; that is, something is an end or a means only in relation to something else. Thus, chains and networks of ends-means relationships often have to be traced out before one finds the “true” ends of a change effort. In this regard, “why” questions prove extremely useful. ==========================================================
Factors in Selecting A Change Strategy Generally speaking, there is no single change strategy. You can adopt a general or what is called a "grand strategy" but, for any given initiative, you are best served by some mix of strategies. Which of the preceding strategies to use in your mix of strategies is a decision affected by a number of factors. Some of the more important ones follow. Degree of Resistance. Strong resistance argues for a coupling of power-coercive and environmental-adaptive strategies. Weak resistance or concurrence argues for a combination of Empircal-Rational and normative-reeducative strategies. Target Population. Large populations argue for a mix of all four strategies, something for everyone so to speak. The Stakes. High stakes argue for a mix of all four strategies. When the stakes are high, nothing can be left to chance. The Time Frame. Short time frames argue for a power-coercive strategy. Longer time frames argue for a mix of empirical-rational, normative-reeducative, and environmental-adaptive strategies. Expertise. Having available adequate expertise at making change argues for some mix of the strategies outlined above. Not having it available argues for reliance on the power-coercive strategy. Dependency. This is a classic double-edged sword. If the organization is dependent on its people, management's ability to command or demand is limited. Conversely, if people are dependent upon the organization, their ability to oppose or resist is limited.(Mutual dependency almost always signals a requirement for some level of negotiation.) One More Time: How do you manage change? The honest answer is that you manage it pretty much the same way you’d manage anything else of a turbulent, messy, chaotic nature, that is, you don’t really manage it, you grapple with it. It’s more a matter of leadership ability than management skill. The first thing to do is jump in. You can’t do anything about it from the outside. A clear sense of mission or purpose is essential. The simpler the mission statement the better. “Kick ass in the marketplace” is a whole lot more meaningful than “Respond to market needs with a range of products and services that have been carefully designed and developed to compare so favorably in our customers’ eyes with the products and services offered by our competitors that the majority of buying decisions will be made in our favor.” Build a team. “Lone wolves” have their uses, but managing change isn’t one of them. On the other hand, the right kind of lone wolf makes an excellent temporary team leader. Maintain a flat organizational team structure and rely on minimal and informal reporting requirements. Pick people with relevant skills and high energy levels. You’ll need both. Toss out the rulebook. Change, by definition, calls for a configured response, not adherence to prefigured routines. Shift to an action-feedback model. Plan and act in short intervals. Do your analysis on the fly. No lengthy up-front studies, please. Remember the hare and the tortoise. Set flexible priorities. You must have the ability to drop what you’re doing and tend to something more important. Treat everything as a temporary measure. Don’t “lock in” until the last minute, and then insist on the right to change your mind. Ask for volunteers. You’ll be surprised at who shows up. You’ll be pleasantly surprised by what they can do. Find a good “straw boss” or team leader and stay out of his or her way. Give the team members whatever they ask for — except authority. They’ll generally ask only for what they really need in the way of resources. If they start asking for authority, that’s a signal they’re headed toward some kind of power-based confrontation and that spells trouble. Nip it in the bud! Concentrate dispersed knowledge. Start and maintain an issues logbook. Let anyone go anywhere and talk to anyone about anything. Keep the communications barriers low, widely spaced, and easily hurdled. Initially, if things look chaotic, relax — they are Remember, the task of change management is to bring order to a messy situation, not pretend that it’s already well organized and disciplined. ======================================================================
WHY PEOPLE RESIST CHANGE
It used to be an accepted fact that everyone resists change. We now know that it is not true. There are many reasons why a person resents(negative attitude) and/or resists(active opposition to) a particular change. Likewise, there are many reasons why a person accepts(neutral attitude) and/or welcomes(positive attitude) a particular change.
Why People Resent or Resist Change
There are many reasons why employees of all sizes/ shapes may react negatively to change.
Personal Loss. People are afraid they will lose something. They might be right or they might be wrong in their fear. Some of the things they might lose are as follows:
Security. They might lose their jobs through a
reduction in force or elimination of their jobs.
Automation and a decline in sales often bring about
this feeling.
Money. They might lose money through a reduction in salary, pay, benefits, or overtime. Or, expenses such as travel may be increased because of a move to another location that is farther from their home.
Pride and satisfaction. They might end up with jobs that
no longer require their abilities and skills. Friends and important contact. They might be moved to another location where they will no longer have contact with friends and important people. This loss of visibility and daily contacts is very serious for people who are ambitious as well as those with a strong need for love and acceptance.
Freedom.They might be put on a job under a boss who
no longer gives them freedom to do it "their way."
Closer supervision that provides less opportunity
for decision making is a dramatic loss to some
people.
Responsibility.Their jobs might be reduced to menial
tasks without responsibility. This may occur when a
new boss takes over or through changes in methods or
equipment.
Authority. They might lose their position of power and authority over people. This frequently happens when re?organization takes place or when a new boss decides to usurp some of the authority that an individual had.
Good working conditions. They might be moved from a large private office to a small one or to a desk in a work area with only a partition between people.
Status.Their job title, responsibility, or authority
might be reduced from an important one to a lesser
one with loss of status and recognition from others.
This also happens when another layer of management
is inserted between a subordinate and manager.
No Need.
The typical reaction is, "What's the matter with the way things are now?" Or, "I don't see any reason why we should change."
More Harm Than Good.
This is even stronger than the previously mentioned "No Need". People really feel it is a mistake ? that it will cause more problems that it is worth. Sometimes this reaction is justified. It is particularly common when people at the "bottom" of an organization feel that top management makes changes without knowing what is going on "down on the line."
Lack of Respect.
When people have a lack of respect and/or negative attitude toward the person responsible for making the change, there is a strong tendency to resent and even resist it. Their feelings do not allow them to look at the change objectively.
Objectionable Manner.
Sometimes change is ordered in such a way that the people resent and/or resist because they do not like being told what to do.
Negative Attitude.
People with a negative attitude toward the organization, the job and/or the boss are very apt to resent or resist change no matter what it is.
No Input.
One of the most significant reasons is the fact that the people who felt they should have been asked were not asked for their ideas concerning the change.
Personal Criticism.
Whether or not the change is actually criticizing the things that were previously done or the way in which they were done, people may look upon the change as a personal criticism.
Creates Burdens.
Some changes add more work and with it confusion, mistakes and other negative results.
Requires Effort.
The change will obviously require more effort. Much of the effort accomplishes very little, if anything. Whenever changes require more time and effort, people are apt to resent and even resist them, particularly if no rewards accompany the extra effort.
Bad Timing.
The timing of a change is very important to its acceptance. If it comes at a time when people are already having problems, the change is usually resented and probably resisted by those who are supposed to implement it.
Challenge to Authority.
Some people are testing their power and influence by simply refusing to do it.
Secondhand Information.
Some people are very sensitive about the way they learned of the change. If they found out about if from a secondhand source, they might resist it until they hear it "from the horses mouth."
What is the Real Reason for Resentment or Resistance?
Managers often have difficulty in determining the real reason why subordinates resent and/or resist a change. They may feel that the subordinates are just being stubborn or that they are afraid they will lose something. The real reason may be entirely different.
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===============================
The organisation I am referring to, where we
introduced ERP software for managing the supply
chain management system, with the objective of -improving the efficiency
-improving the effectiveness
of the supply chain operation.
The organization, I am familiar with is a -a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
==============================================
HOW did we INITIATE CHANGE
Often it is easier to carry out a job if there is a specific plan to follow. When major changes are to be installed, careful planning and preparation are necessary. Strengthening the forces promoting the change and weakening resistance to it are the main tasks.
CREATE A CLIMATE FOR CHANGE
How people react to proposed changes is greatly influenced by the kind of climate for change that the manager/supervisor has created in the department.
HOW IS THE RIGHT KIND OF CLIMATE CREATED?
Supervisors and managers who have enthusiasm for progress and change build a healthy climate.
Creating the right climate is more than just passing on changes. It involves:
Encouraging employees to seek ways of improving their jobs.
Seeking suggestions and ideas from employees.
This requires the manager/supervisor to listen and seriously consider suggestions. It is easy to see that there is a great deal of ego involvement in coming forth with an idea for improvement. Change can become an exciting and dynamic way of life. The manager/supervisor determines the climate in which they initiate change.
GET READY TO SELL
Much of the difficulty in getting co?operation stems from the employees lack of understanding of how the change will affect them. With a little effort, managers/supervisors can find most of the answers to employees' questions before they are even asked.
- Risley
- Posts: 30
- Joined: Mon Jan 06, 2014 10:36 am
Organisational Design, Development And Change
by Atherton » Mon Mar 09, 2015 6:19 am
s to these questions would be useful.
What is the reason for the change? Whom will it benefit and how? Will it inconvenience anyone, if so, for how long? Will training or re?training be necessary? When does it go into effect?
Armed with the answers to these questions a manager/supervisor can head off many objections and can develop a plan to present the change.
IDENTIFY THE SOURCES OF HELP
Why should you, the managers and supervisors, shoulder the burden alone? Staff can frequently be a great help in preparing to sell a change by explaining technical aspects and demonstrating new techniques.
One of the most overlooked sources of help in introducing changes are the informal leaders in the work group. With their help the job becomes easier. Giving recognition to informal leaders puts them in a co?operative frame of mind.
Since union stewards are often informal leaders, their co?operation ought to be solicited. The backing of union stewards makes the job easier.
ANTICIPATE OBJECTIONS
Change that upsets routines, requires new knowledge or skills, or inconveniences people are bound to meet with some objections or resistance. Looking at a change from the employees point of view will usually be enough to help determine what their objections are likely to be. Knowing the objections, we can, with a little creative thought, turn these objections into advantages.
Showing the staff with reason or logic will not do the job. Managers/supervisors have to convince people that the change is really best for them and that will not happen until their objections are dealt with seriously.
SELL BENEFITS
Everyone is concerned with, "What's in it for me?"
"Will the change mean more satisfying work. greater security. opportunity to show what I can do. more responsibility. more pay. less fatigue. less confusion. greater independence?"
The benefits used to motivate people to co?operate should be put on as personal a level as possible. It would be dishonest, however, not to recognise any disadvantages that a change may bring. These can usually be countered with long range benefits.
One of the techniques that is helpful in identifying the characteristics and values of the proposed changed condition is a "Word Picture". The picture makes the new condition desirable in the minds of the staff.
A)One of the ways this concept of "word picture" is used, is the physical change in office layout or new equipment or any other physical changes.
B)To picture or model a change in policy, organization or operation is more difficult than the physical change. The principle is the same. The picture can help in communicating the desirability of the change and in fine tuning the change because it makes it possible to discuss how things will operate. It may take the form of a flow chart, an organization chart or a description of relationships.
To use this approach for deciding whether to initiate a change, you can take the following steps:
Describe as clearly as possible the present situation.
Describe as clearly as possible the desired situation.
Analyse what specific changes will have to take place in the key factors involved to produce the desired situation. Look at such key factors as bosses, employees, equipment, physical environment, policies and procedures, work methods, materials and time. Identify the relevant factors.
Assess the strengths of the forces promoting the desired situation and of those resisting it.
Determine what action to take. Choices are:
A)Do nothing, the resistant forces are stronger than the forces promoting change.
B)Act to strengthen the promoting forces and/or to weaken resistance, by concentrating one's efforts on the key factors.
LISTEN IN DEPTH
Employees have a right to be heard. If employees are treated with respect, they probably will respond in kind. They will feel better too, if they know their concerns have been considered.
FOLLOW?UP
After having conscientiously sold the benefits of a change, it is tremendously important that the managers/supervisors see that their promises have materialized. A sincere interest in how the change has affected the employee and a willingness to make adjustments, help build the climate in which future changes will be initiated.
AS A MOTIVATION, WE INTRODUCE AN INCENTIVE SYSTEM,
WHERE ALL MANAGERS/ STAFF WOULD GAIN A BONUS
OF 50% OF THE PRODUCTIVITY GAIN DURING THE FIRST
2 YEARS OF IMPLEMENTATION.
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What is the reason for the change? Whom will it benefit and how? Will it inconvenience anyone, if so, for how long? Will training or re?training be necessary? When does it go into effect?
Armed with the answers to these questions a manager/supervisor can head off many objections and can develop a plan to present the change.
IDENTIFY THE SOURCES OF HELP
Why should you, the managers and supervisors, shoulder the burden alone? Staff can frequently be a great help in preparing to sell a change by explaining technical aspects and demonstrating new techniques.
One of the most overlooked sources of help in introducing changes are the informal leaders in the work group. With their help the job becomes easier. Giving recognition to informal leaders puts them in a co?operative frame of mind.
Since union stewards are often informal leaders, their co?operation ought to be solicited. The backing of union stewards makes the job easier.
ANTICIPATE OBJECTIONS
Change that upsets routines, requires new knowledge or skills, or inconveniences people are bound to meet with some objections or resistance. Looking at a change from the employees point of view will usually be enough to help determine what their objections are likely to be. Knowing the objections, we can, with a little creative thought, turn these objections into advantages.
Showing the staff with reason or logic will not do the job. Managers/supervisors have to convince people that the change is really best for them and that will not happen until their objections are dealt with seriously.
SELL BENEFITS
Everyone is concerned with, "What's in it for me?"
"Will the change mean more satisfying work. greater security. opportunity to show what I can do. more responsibility. more pay. less fatigue. less confusion. greater independence?"
The benefits used to motivate people to co?operate should be put on as personal a level as possible. It would be dishonest, however, not to recognise any disadvantages that a change may bring. These can usually be countered with long range benefits.
One of the techniques that is helpful in identifying the characteristics and values of the proposed changed condition is a "Word Picture". The picture makes the new condition desirable in the minds of the staff.
A)One of the ways this concept of "word picture" is used, is the physical change in office layout or new equipment or any other physical changes.
B)To picture or model a change in policy, organization or operation is more difficult than the physical change. The principle is the same. The picture can help in communicating the desirability of the change and in fine tuning the change because it makes it possible to discuss how things will operate. It may take the form of a flow chart, an organization chart or a description of relationships.
To use this approach for deciding whether to initiate a change, you can take the following steps:
Describe as clearly as possible the present situation.
Describe as clearly as possible the desired situation.
Analyse what specific changes will have to take place in the key factors involved to produce the desired situation. Look at such key factors as bosses, employees, equipment, physical environment, policies and procedures, work methods, materials and time. Identify the relevant factors.
Assess the strengths of the forces promoting the desired situation and of those resisting it.
Determine what action to take. Choices are:
A)Do nothing, the resistant forces are stronger than the forces promoting change.
B)Act to strengthen the promoting forces and/or to weaken resistance, by concentrating one's efforts on the key factors.
LISTEN IN DEPTH
Employees have a right to be heard. If employees are treated with respect, they probably will respond in kind. They will feel better too, if they know their concerns have been considered.
FOLLOW?UP
After having conscientiously sold the benefits of a change, it is tremendously important that the managers/supervisors see that their promises have materialized. A sincere interest in how the change has affected the employee and a willingness to make adjustments, help build the climate in which future changes will be initiated.
AS A MOTIVATION, WE INTRODUCE AN INCENTIVE SYSTEM,
WHERE ALL MANAGERS/ STAFF WOULD GAIN A BONUS
OF 50% OF THE PRODUCTIVITY GAIN DURING THE FIRST
2 YEARS OF IMPLEMENTATION.
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- Atherton
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