Page 108 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 7: OD Intervention

Scalar Notes

Decision making authority and the chain of command in an organisation should flow in a
straight line from the highest level to the lowest. The principle evolves from the principle of
unit of command. However, this may not always be possible, particularly in large organisations
or in research institutions. Therefore, Fayol (1949) felt that members; in such organisations
could also communicate directly at the same level of hierarchy, with prior intimation to their
superiors.

Responsibility and Authority

For successfully performing certain tasks, responsibility must be accompanied by proper
authority. Those responsible for performance of tasks should also have the appropriate level of
influence on decision-making.

Span of Control
This refers to the number of specialized activities or individuals supervised by one person.
Deciding the span of control is important for coordinating different types of activities effectively.
According to Barkdull Organisational Development and Change (1963), some of the important
situational factors which affect the span of control of a manager are:
 Similarity of functions;
 Proximity of the functions to each other and to the supervisor;

 Complexity of functions;
 Direction and control needed by subordinates;
 Coordination required within a unit and between units;
 Extent of planning required; and
 Organisational help available for making decisions.

Self Assessment

Fill in the blanks:
1. …………………..... are also referred as OD techniques or OD strategies as they are designed
to accomplish specific objectives.
2. On the basis of …………................ of OD interventions, these can be designed to improve
the effectiveness or individuals. Dyads, teams and groups, intergroup relations, and total
organisation.
3. At the……………………... organisations use interventions such as shuttle diplomacy and
mediation and team-building.
4. …………………............. are those that are aimed at changes in task, structural and
technological subsystems of organisations.

7.5 Departmentalization

Departmentalization is a process of horizontal cleaning of different types of functions and
activities on anyone level of the hierarchy. It is closely related to the classical bureaucratic
principle of Specialisation (Luthans, 1986). Departmentalisation is conventionally based on
purpose, product, process, function, personal things and place (Gullick and Urwick, 1937).

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