Organisational Design, Development

[Rover]

Hi Can you please help me in this questions

3. Describe the approaches to job design and their relevance in organization.  Illustrate with examples.  Briefly describe the organization you are referring to. 4. Explain different forms of interview for organizational analysis.  Describe the method of interviews being conducted for organizational analysis in an organization you are familiar with.  Discuss how interview was useful method for organizational analysis.

5. Explain the meaning and objectives of organizational Development(OD).  What are the essentials for success of organizational development(OD).  Explain with suitable examples from an organization you are familiar with.

[Fitzgibbon]

SAMANTHA,

HERE IS SOME  USEFUL  MATERIAL.

ANSWERS  3/4  ARE  HERE.

ANSWER  5  IS READY,BUT  COULD  NOT FIT IT  IN.

PLEASE SEND  THE  Q5  AGAIN.

REGARDS

LEO LINGHAM

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3. Describe the approaches to job design and their relevance in organization. Illustrate with examples. Briefly describe the organization you are referring to. 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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4. Explain different forms of interview for organizational analysis. Describe the method of interviews being conducted for organizational analysis in an organization you are familiar with. Discuss how interview was useful method for organizational analysis.

. 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]

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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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