Technostructural intervention
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The document discusses various inter-group intervention techniques including team building, survey feedback, and grid organizational development (OD). It describes team building as activities to enhance team effectiveness, including considering team composition and processes. Survey feedback relies on surveys to identify problems and design corrective actions. The grid OD model identifies five leadership styles based on concern for people and production, ranging from impoverished to team management. Team management with high concern for both people and tasks is viewed as the most effective style.
Technostructural intervention
- 2. Inter-group Intervention: Team building Survey feedback Grid OD
- 4. Team Building Activities designed to enhance the effective operation of system teams. These activities focus on task issues such as the way things are done, the skills and resources needed to accomplish tasks, the quality of relationship among the team members or between members and the leader, and how well the team gets its job done. In addition, one must consider different kinds of teams, such as formal work teams, temporary tasks force teams, newly constituted teams, and cross-functional teams.
- 5. Team building process Problem sensing Examining differences Giving & receiving feedback Developing interactive skills Follow up action Problem sensing Examining differences Giving and receiving feedback Developing interactive skills Follow –up action
- 6. Survey Feedback Activities that rely on questionnaire surveys to generate information that is then used to identify problems and opportunities. Groups analyze the data regarding; their performance and design action plans to correct problems.
- 7. Process of Survey Feedback Data collection Feedback of information Follow-up action
- 8. Grid OD The managerial grid model is a behavioral leadership model developed by Robert R. Blake and Jane Mouton in 1964. This model identified five different leadership styles based on the concern for people in y- axis and the concern for production in x- axis.
- 10. LEADERSIP styles identified 1. IMPOVERISED LEADERSIP STYLE (1,1) 2. TASK MANAGEMENT STYLE(9,1) 3. MIDDLE OF THE ROAD (5,5) 4. COUNTRY CLUB(1,9) 5. TEAM MANAGEMENT(9,9)
- 11. 1. Impoverished Management (1,1) Managers with this approach are low on both the dimensions and exercise minimum effort to get the work done from subordinates. The leader has low concern for employee satisfaction and work deadlines. As a result disharmony and disorganization prevail within the organization. The leaders are termed ineffective wherein their action is merely aimed at preserving job and seniority.
- 12. 2. Task management (9, 1) Here leaders are more concerned about production and have less concern for people. The style is based on Theory X of McGregor. The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible. Such a style can definitely increase the output of organization in short run but due to the strict policies and procedures, high labor turnover is inevitable.
- 13. 3. Middle-of-the-Road (5, 5) This is basically a compromising style wherein the leader tries to maintain a balance between goals of company and the needs of people. The leader does not push the boundaries of achievement resulting in average performance for organization. Here neither employee nor production needs are fully met.
- 14. 4. Country Club (1, 9) This is a collegial style characterized by low task and high people orientation where the leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard on their own. However, a low focus on tasks can hamper production and lead to questionable results.
- 15. 5. Team Management (9, 9) Characterized by high people and task focus, the style is based on the Theory Y of McGregor and has been termed as most effective style according to Blake and Mouton. The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will automatically result in high employee satisfaction and production.