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    Techno Structural

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    Ruben Ghale
    Techno-structural interventions focus on changing an organization's technology, structure, work design, and employee involvement to improve productivity and effectiveness. These interventions include approaches like structural design, downsizing, and reengineering to change divisions of labor and organization structures. They also include employee involvement methods and work design changes to improve job variety, autonomy, and team governance. The goal is to enhance both productivity and employee fulfillment through appropriate work and organizational designs.

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    Techno Structural

    Uploaded by

    Ruben Ghale
    295 views1 page
    Techno-structural interventions focus on changing an organization's technology, structure, work design, and employee involvement to improve productivity and effectiveness. These interventions include approaches like structural design, downsizing, and reengineering to change divisions of labor and organization structures. They also include employee involvement methods and work design changes to improve job variety, autonomy, and team governance. The goal is to enhance both productivity and employee fulfillment through appropriate work and organizational designs.

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    Techno Structural Intervention meaning.

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    Techno-Structural

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    Techno-structural interventions focus on changing an organization's technology, structure, work design, and employee involvement to improve productivity and effectiveness. These interventions include approaches like structural design, downsizing, and reengineering to change divisions of labor and organization structures. They also include employee involvement methods and work design changes to improve job variety, autonomy, and team governance. The goal is to enhance both productivity and employee fulfillment through appropriate work and organizational designs.

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    Download as docx, pdf, or txt
    295 views1 page

    Techno Structural

    Uploaded by

    Ruben Ghale
    Techno-structural interventions focus on changing an organization's technology, structure, work design, and employee involvement to improve productivity and effectiveness. These interventions include approaches like structural design, downsizing, and reengineering to change divisions of labor and organization structures. They also include employee involvement methods and work design changes to improve job variety, autonomy, and team governance. The goal is to enhance both productivity and employee fulfillment through appropriate work and organizational designs.

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    Techno-structural Interventions:

    These interventions focus on an organization's technology (for example, task methods and job design)
    and structure (for example, division of labor and hierarchy). These change methods are receiving
    increasing attention in OD, especially in light of current concerns about productivity and organizational
    effectiveness. They include approaches to employee involvement, as well as methods for designing
    organizations, groups, and jobs. Techno-structural intervention are rooted in the disciplines of
    engineering, sociology, and psychology and in the applied fields of socio-technical systems and
    organization design, practitioners generally stress both productivity and human fulfillment and expect
    that organization effectiveness will result from appropriate work designs and organization structures.
    In the coming lectures we will discuss the following three techno-structural interventions concerned
    with restructuring organizations:

    1. Structural design. This change process concerns the organization's division of labor--how to specialize
    task performances. Interventions aimed at structural design include moving from more traditional ways
    of dividing the organizations overall work (such as functional, self-contained-unit, and matrix structures)
    to more integrative and flexible forms (such as process-based and network-based structures). Diagnostic
    guidelines exist to determine which structure is appropriate for particular organizational environments,
    technologies, and conditions.

    2. Downsizing. This intervention reduces costs and bureaucracy by decreasing the size of the
    organization through personnel layouts, organization redesign and outsourcing. Each of these
    downsizing methods must be planned with a clear understanding of the organizations strategy.

    3. Reengineering. This recent intervention radically redesigns the organization's core work processes to
    create tighter linkage and coordination among the different tasks. This work-flow integration results in
    faster, more responsive task performance. Reengineering is often accomplished with new information
    technology that permits employees to control and coordinate work processes more effectively.
    Reengineering often fails if it ignores basic principles and processes of OD.

    Employee involvement (El). This broad category of interventions is aimed at improving employee well-
    being and organizational effectiveness. It generally attempts to move knowledge, power, information,
    and rewards downward in the organization. El includes parallel structures (such as cooperative union
    management projects and quality circles), high-involvement plants, and total quality management. Work
    design. These change programs are concerned with designing work for work groups and individual jobs.
    The intervention includes engineering, motivational, and socio-technical systems approaches that
    produce traditionally designed jobs and work groups; enriched jobs that provide employees with greater
    task variety, autonomy, and feedback about results; and self-managing teams that can govern their own
    task behaviors with limited external control.

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