Organization Restructuring
Organization Development: Techno-Structural Interventions
Prepared by the Master’s Students in
Industrial-Organizational Psychology
Radford University
Class of 2001
Edited by
Piper & Associates, Inc.
Organization Development: Techno-Structural Interventions
Prepared by the Master’s Students in Industrial-Organizational Psychology
Radford University
Class of 2001
Organization development activities can be directed toward individuals, groups, divisions, or entire organizations. Regardless of whether the recipient of an intervention is a person or a multi-national corporation, the ultimate goal is the same: to improve the effectiveness of the organization. This document reviews selected techno-structural interventions – change programs focusing on the structure and/or technology of the organization. Each intervention’s purpose, cost, procedures, expected results, likely results as documented in the literature, and reports of industry use are provided, along with a list of relevant references. Most summaries provide the following information, though some will have more or less.
1. NAME OF INTERVENTION: Most commonly used name, along with alternatives.
2. TARGET LEVEL(S) OF ANALYSIS: Is it directed toward organization-wide, group/ unit/ department, or individual change?
3. PURPOSE OF THE INTERVENTION: What is the primary goal of the intervention?
4. EFFECTIVENESS CRITERIA: What are the most appropriate outcomes (behaviors, attitudes, knowledge, skills, performance measures) to assess?
5. EVIDENCE OF EFFECTIVENESS: a. What does the literature suggest regarding the likely outcomes of the intervention? Effect sizes are reported where available.
b. What organizations, groups, individuals have used this intervention? Exemplary case studies are reported where available.
6. HOW/WHEN WILL OUTCOMES BE ASSESSED: How has the intervention been evaluated?
7. CHARACTERISTICS OF TYPICAL
Prepared by the Master’s Students in
Industrial-Organizational Psychology
Radford University
Class of 2001
Edited by
Piper & Associates, Inc.
Organization Development: Techno-Structural Interventions
Prepared by the Master’s Students in Industrial-Organizational Psychology
Radford University
Class of 2001
Organization development activities can be directed toward individuals, groups, divisions, or entire organizations. Regardless of whether the recipient of an intervention is a person or a multi-national corporation, the ultimate goal is the same: to improve the effectiveness of the organization. This document reviews selected techno-structural interventions – change programs focusing on the structure and/or technology of the organization. Each intervention’s purpose, cost, procedures, expected results, likely results as documented in the literature, and reports of industry use are provided, along with a list of relevant references. Most summaries provide the following information, though some will have more or less.
1. NAME OF INTERVENTION: Most commonly used name, along with alternatives.
2. TARGET LEVEL(S) OF ANALYSIS: Is it directed toward organization-wide, group/ unit/ department, or individual change?
3. PURPOSE OF THE INTERVENTION: What is the primary goal of the intervention?
4. EFFECTIVENESS CRITERIA: What are the most appropriate outcomes (behaviors, attitudes, knowledge, skills, performance measures) to assess?
5. EVIDENCE OF EFFECTIVENESS: a. What does the literature suggest regarding the likely outcomes of the intervention? Effect sizes are reported where available.
b. What organizations, groups, individuals have used this intervention? Exemplary case studies are reported where available.
6. HOW/WHEN WILL OUTCOMES BE ASSESSED: How has the intervention been evaluated?
7. CHARACTERISTICS OF TYPICAL
Citations: 6. HOW/WHEN WILL OUTCOMES BE ASSESSED: In order for TQM to be successful, outcomes should be measured frequently and on an ongoing basis throughout the entire organization (Cartin, 1993) 13. HOW IS THE INTERVENTION CONDUCTED: o According to Deming (1994) to succeed in implementing a quality program a company must adopt a 14-point system at all levels of the organization