Page 145 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes  Providing a great deal of information and feedback for self-regulation of quality and
productivity;

 Solving the problem of dislocation of first-line supervisors; and
 Reconceptualising the role of managers with emphasis on coaching, expediting, and
coordinating (Walton, Lawler, and others).
Work redesign theory suggests that:

 Motivation and performance can be enhanced through redesigning jobs to heighten skill
variety, task identity, task significance, autonomy, and feedback from the job;

 The concept can be extended to the creation of self-managed teams; and
 Third-party assistance in the development and monitoring of group norms can be useful
(Hackman and Oldham).

Traditional MBO Theory

It assumes the need for systematic goal setting linking the goals of superiors to subordinates
and that:
 Objectives or targets should be stated in quantitative terms whenever possible,
 Goal setting and appraisal should be one-on-one dialogues between superior and
subordinate,
 MBO can vary on an autocratic-participative continuum and that,
 MBO can feature a participative team approach (French and Hollmann, Likert and Fisher).

Quality Circles

At least the participative, problem-solving versions are based on the assumptions’ that many, if
not most, employees are willing to work collaboratively in group settings-both natural work
teams and cross-functional teams-on problems of product quality and system effectiveness, and
that they can learn to effectively utilize both technical and process consultants, providing they
are:

 Trained in quality control concepts and the relevant measuring techniques, and are
 Trained in-group dynamics, team leadership, and interpersonal communication skills.
Quality of Work Life (QWL) Programs

This programs vary in content but frequently include restructuring of several dimensions of the
organisation, including:

 Increased problem solving between management and the union;
 Increased participation by teams of employees in shop floor decisions pertaining to
production flow, quality control, and safety; and

 Skill development through technical skill training, job rotation, and training in team
problem solving (Fuller, Carrigan, Bluestone, Goodman, Lawler, Ledford, Walton, and
others).

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