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Describe the factors to taken care of before proceeding for cultural change. Briefly discuss indigenization

and the complexities involved in the Management of change.

In order to talk about why cultures change, we first have to have some idea as to what culture is. Let us

look at the definition of culture from the link below. It says that

In social science, culture is all that in human society which is socially rather than biologically

transmitted...

This means that the term "culture" covers pretty much everything about our society -- what religion, if

any, people follow; what music they like; how they are educated.

When we look at things in this way, cultural change can occur for any number of reasons. The foods thatwe eat in a culture can change when immigrants come to the country and bring their cuisine with them.

The music we listen to can change in that same way. Education can change when there are preceived

threats to our country -- this happened when science and math education boomed after the Russians

launched Sputnik.

Since culture is such a broad thing, many things can change culture. However, I would argue that the

most likely cause of cultural change is contact with other cultures whether that be through immigration,

through media (seeing other cultures on TV, etc) or other types of contact.

ANY ORGANIZATION CULTURAL IMPLEMENTATION IS A CHANGE.

-DEFINE THE CULTURE VERY CLEARLY.

-BEFORE IMPLEMENTATION. INTRODUCE ''CHANGE MANAGEMENT''.

Merely saying '' GOOD CULTURE'' is a not good enough.

It can mean many things to many people.

GOOD CULTURE comes in many shapes like

-value based culture.

-competitive culture

-learning culture

-productive culture

etcetc.

ONCE YOU DEFINE THE CULTURE ''CLEARLY'',

IT BECOME VERY EASY TO IMPLEMENT IT.

============================================

HERE IS AN EXAMPLE OF ''implementing value based culture''.

the organisation I am referring to

The organization, I am familiar with is a

-a large manufacturer/ marketer of safety products

-the products are used as [personal protection safety] [ industrial safety]

-the products are distributed through the distributors as well as sold directly

-the products are sold to various industries like mining/fireservices/defence/

as well as to various manufacturing companies.

-the company employs about 235 people.

-the company has the following functional departments

*marketing

*manufacturing

*sales

*finance/ administration

*human resource

*customer service

*distribution

*warehousing/ transportation

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*TQM

==============================================

IN THIS COMPANY, WITH WHICH I AM ASSOCIATED,

Value based culture is the management approach that ensures corporations

are run consistently on value, such as

-maximising shareholders value

-adding values to the customers' service.

etc etcTHIS INCLUDES

-creating value in all actions/strategy

-managing for values

-measuring value with the help of metrics

etc etc

========================================

THE EMPLOYEES WHO LIVE BY THE VALUES OF THE ORGANIZATIONS

SHOW IT BY THEIR EFFORTS / PURPOSE/DIRECTION/SUPPORT.

-by aligning all their actions/programs with the organization vision.

-by aligning all their actions/programs with the organization mission.

-by aligning all their actions/programs with the organization objectives.

-by aligning all their actions/programs with the organization strategies.

-in maximization of value creation for customers

-in increasing value for company products for the market

-in aligning company activties with the interest of shareholders

-in maintaining quality communication internally/ externally

-in allocation of resources [ finance]

-in allocation of resources [ human resources ]

-in handling complexity in operation

-in handling uncertainty in operation

-in managing risks in operation.

-in planning / budgeting

========================================

-WATCH THE Work practices

1 Direction - management's style and attitude as it affects employees

2 Commitment - attitudes towards work and the organisation

3 Recognition - motivation and recognition of employees

4 Collaboration - cooperation and teamwork within groups and departments

-WATCH THE Cultural Values

:

1 Risk - attitudes toward risk taking, structure and ambiguity

2 Individuality - attitudes toward contribution and self reliance

3 Compliance - attitudes toward rules and exceptions

4 Dominance - attitudes towards hierarchy, power and equality

=============================================================

WHAT ROLE IS PLAYED BY TOP MANAGEMENT IN THIS ORGANIZATION,

IN CREATING VALUE BASED CULTURE SYSTEM?

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THE TOP MANAGEMENT IN CREATING VALUE BASED

CULTURE SYSTEM PROVIDE

-value based corporate vision

-develop a value based mission statement

-provide a value based corporate OBJECTIVES

-provide a value based corporate STRATEGIES

-provide a value based corporate COMMUNICATION SYSTEM.

-provide a value based corporate GOVERNANCE

-provide a value based corporate CULTURE-provide a value based corporate ORGANIZATION STRUCTURE

-provide a value based corporate MANAGEMENT STYLE

-provide a value based corporate DECISION MAKING PROCESS.

-provide a value based corporate PERFORMANCE MANAGEMENT SYSTEM

-provide a value based corporate REWARD PROCESS

-provide a value based corporate CLEAR MANAGEMENT PRIORITIES.

-provide a value based corporate BALANCE BETWEEN SHORT TERM/LONG TERM TRENDS.

-provide a value based corporate SHARED VALUES

-provide the required skills to the employees

etc etc

============================================

IN IMPLEMENTING CULTURAL CHANGE, WHAT WE DO

-DEFINE THE CULTURE VERY CLEARLY.

-''CHANGE MANAGEMENT'' IS MORE IMPORTANT THAN CULTURE ITSELF.

-What I have suggested is a blend of guidelines/ideas/concepts on the

process of managing the change of culture in an organization.

I must also emphasise that the culture change is always done with a purpose.

YOU MUST STATE THIS VERY CLEARLY UPFRONT.

PEOPLE ANCHOR THE PURPOSE FIRST, THEN CHANGE

THE BEHAVIOR.

ALL THESE STEPS WILL HELP YOU TO MANAGE YOUR

ORGANIZATION MORE EFFECTIVELY.

==================================================

ORGANIZATION CULTURE/ CHANGE

Organizational culture ultimately determines whether or not any improvement initiatives/CHANGES

will be successful. Culture defines the work environment. The organization can design the most

efficient possible work processes, acquire the very best management information systems, and employ

state-of-the-art high technology, but unless the culture is prepared for change, improvement efforts

will fall short. Management teams that must reduce costs and improve performance are immediately

confronted with a daunting challenge that they will ignore only at their peril: how does one go about

changing the organizations culture?

Understanding Change Management

It is axiomatic that constructive change cannot be imposed from the top. This change formula elegantly

explains why this is true and points the way to successful change implementation.

The Change Formula:

C = V x D >R

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Where:

C = Change

V = A positive vision for the future

D = Dissatisfaction with the status quo, and

R = Natural human resistance to change

If you have ever put forward a great idea only to have it rejected or ignored by the very people whom it

would most benefit, you will appreciate the change formula. The formula says that constructive change

will occur in an organization only when a positive vision for the future multiplied by dissatisfaction with

the status quo (the relationship is not linear) is greater than the natural human resistance to change.This organization s culture is defined by the beliefs of its CEO, executives, managers, staff and

specialists; the assumptions upon which those beliefs are based; and the behaviors that rest upon those

assumptions. Human beings are creatures of habit. Because established routines help us order our lives

we naturally resist threats to those routines. By definition, cultural change requires large-scale

modification of routine-based behavior. It may require re-evaluation of long held and deeply cherished

beliefs. No matter how great an idea is, if the people who would be affected by it are reasonably

satisfied with the current situation, they will not voluntarily change their routines. Conversely, no matter

how dissatisfied people are with things as they are, unless and until they believe that change will

materially improve their circumstances, they will not change either, preferring less than ideal conditions

over the unknown.

=========================================================

HERE IS A SIMPLE APPROACH/GUIDELINE FOR Creating Change

1. Establish a sense of urgency

Communicate the business situation or reason for implementing the culture changewhy is it

necessary?

--------------------------------------------------------

2. Create the guiding coalition

Establish a team with the knowledge to initiate change and the power to make the change happen.

------------------------------------------------------------------

3. Develop a vision and strategy

Develop the organization s vision for the change and the strategies for implementation.

------------------------------------------------------------------------

4. Communicate the change vision

Share the vision and how it will affect the participants

-----------------------------------------------------------------------------

5. Empower broad-based action

Give the CHANGE team the authority to initiate the changes

----------------------------------------------------------------------------------

6. Generate short-term wins

Work with the practice groups that are mostly likely to

accept THE CHANGE and celebrate their achievements

---------------------------------------------------------------------------------------

7. Consolidate gains and produce more change

Use success to create more success.

-------------------------------------------------------------------------------------

8. Anchor new approaches in the culture

Make the CHANGE initiatives a part of the daily work process of the firm.

============================================================

THE MOST IMPORTANT POINT TO NOTE IN CHANGING ''CULTURE''

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IS THE ''TRANSITION'' .

WHY? because transition occurs in the course of every attempt at change.

Transition is the state that change puts people into.

The change is external (the different policy, practice, or structure that the leader is trying to bring

about),

while transition is internal (a psychological reorientation that people have to go through before the

change can work).

The trouble is, most leaders imagine that transition is automatic -- that it occurs simply because thechange is happening. But it doesn't. Just because the computers are on everyone's desk doesn't mean

that the new individually accessed customer database is transforming operations the way the

consultants promised it would. And just because two companies are now fully "merged" doesn't mean

that they operate as one or that the envisioned cost savings will be realized.

Even when a change is showing signs that it may work, there is the issue of timing, for transition

happens much more slowly than change. That is why the ambitious timetable that the leader laid out to

the board turns out to have been wildly optimistic: it was based on getting the change accomplished,

not on getting the people through the transition.

Transition takes longer because it requires that people undergo three separate processes, and all of

them are upsetting.

Saying Goodbye. The first requirement is that people have to let go of the way that things -- and, worse,

the way that they themselves -- used to be. As the folk-wisdom puts it, "You can't steal second base with

your foot on first." You have to leave where you are, and many people have spent their whole lives

standing on first base. It isn't just a personal preference you are asking them to give up. You are asking

them to let go of the way of engaging or accomplishing tasks that made them successful in the past. You

are asking them to let go of what feels to them like their whole world of experience, their sense of

identity, even "reality" itself.

On paper it may have been a logical shift to self-managed teams, but it turned out to require that people

no longer rely on a supervisor to make all decisions (and to be blamed when things go wrong). Or it

looked like a simple effort to merge two work-groups, but in practice it meant that people no longer

worked with their friends or reported to people whose priorities they understood.

Shifting into Neutral. Even after people have let go of their old ways, they find themselves unable to

start anew. They are entering the second difficult phase of transition. We call it the neutral zone, and

that in-between state is so full of uncertainty and confusion that simply coping with it takes most of

people's energy. The neutral zone is particularly difficult during mergers or acquisitions, when careers

and policy decisions and the very "rules of the game" are left in limbo while the two leadership groups

work out questions of power and decision making.

The neutral zone is uncomfortable, so people are driven to get out of it. Some people try to rush ahead

into some (often any) new situation, while others try to back-pedal and retreat into the past. Successful

transition, however, requires that an organization and its people spend some time in the neutral zone.

This time in the neutral zone is not wasted, for that is where the creativity and energy of transition are

found and the real transformation takes place.

Today, it won't take 40 years, but a shift to self-managed teams, for instance, is likely to leave people in

the neutral zone for six months, and a major merger may take two years to emerge from the neutral

zone. The change can continue forward on something close to its own schedule while the transition is

being attended to, but if the transition is not dealt with, the change may collapse. People cannot do the

new things that the new situation requires until they come to grips with what is being asked.

Moving Forward. Some people fail to get through transition because they do not let go of the old ways

and make an ending; others fail because they become frightened and confused by the neutral zone and

don't stay in it long enough for it to do its work on them. Some, however, do get through these first two

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phases of transition, but then freeze when they face the third phase, the new beginning. For that third

phase requires people to begin behaving in a new way, and that can be disconcerting -- it puts one's

sense of competence and value at risk. Especially in organizations that have a history of punishing

mistakes, people hang back during the final phase of transition, waiting to see how others are going to

handle the new beginning.

Most leaders come from backgrounds where technical, financial, or operational skills were paramount,

and those skills provide little help when it comes to leading people through transition. Such leaders may

be pushing the limits of their understanding of the future, and they need perspective and advice. That is

where a trusted colleague, confidant, coach, or consultant can offer valuable counsel to the leader. Thisperson's background or professional affiliation can vary widely; what matters is that she or he

understands how to help people through transition. It is a role that is far more interpersonal and

collaborative than is played by most consultants or trainers accustomed to teaching a skill or prescribing

a solution.

No training program can prepare a leader for managing a transition. Yet no leader can effectively lead

change -- which is what leadership is all about -- without understanding and, ultimately, experiencing --

the transition process. What leaders need, instead, is individualized assistance whereby they learn to

1 Create plans to bring their followers through the particular transition that they face -- not through

generic "change." A trainer can teach leaders a generalized approach ("The Ten Steps..."), but a good

coach can help the leaders to discover their own best approaches.

2 Work with their own goals, limitations, and concerns to create a development plan that prepares

them for the future.

Times of transition are becoming the rule rather than the exception. Yet few leaders know how to

prepare for the changes that lie ahead. Transition leadership skills must be congruent with, must

capitalize and build on, the leader's own strengths and talents. They cannot be found in a set of

theoretical leadership skills.

The transition adviser works collaboratively with each leader to assess the leader's place in the three-

part transition process, the strengths the leader brings and how to leverage them, and what the current

situation demands. It is a personal and completely customized process.

---------------------------------------------------------------------------------------------------

A Method to Managing Transition

Although the details of a transition management plan are unique to each situation, the adviser must

help a leader with the following essential steps:

Learn to describe the change and why it must happen, and do so succinctly -- in one minute or less. It is

amazing how many leaders cannot do that.

Be sure that the details of the change are planned carefully and that someone is responsible for each

detail; that timelines for all the changes are established; and that a communications plan explaining the

change is in place.

Understand (with the assistance of others closer to the change) just who is going to have to let go of

what -- what is ending (and what is not) in people's work lives and careers -- and what people (including

the leader) should let go of.

Make sure that steps are taken to help people respectfully let go of the past. These may include

"boundary" actions (events that demonstrate that change has come), a constant stream of information,

and understanding and acceptance of the symptoms of grieving, as well as efforts to protect people's

interests while they are giving up the status quo.

Help people through the neutral zone with communication (rather than simple information) that

emphasizes connections with and concern for the followers,. To keep reiterating the "4 P's" of transition

communications:

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The purpose: Why we have to do this

The picture: What it will look and feel like when we reach our goal

The plan: Step-by-step, how we will get there

The part: What you can (and need to) do to help us move forward.

Create temporary solutions to the temporary problems and the high levels of uncertainty found in the

neutral zone. For example, one high-tech manufacturer, when announcing the closing of a plant, made

interim changes in its usual reassignment procedures, bonus compensation plans, and employee

communications processes to make sure that displaced employees suffered as little as possible, both

financially and psychologically. Such efforts should include transition monitoring teams that can alertthe leader to unforeseen problems -- and disband when the process is done.

Help people launch the new beginning by articulating the new attitudes and behaviors needed to make

the change work -- and then modeling, providing practice in, and rewarding those behaviors and

attitudes. For example, rather than announcing the grandiose goal of building a "world-class workforce,"

leaders of transition must define the skills and attitudes that such a workforce must have, and provide

the necessary training and resources to develop them.

Since the ability to manage transition is tied to the realities of an actual leader in an actual situation,

mutual trust between adviser and leader is essential. Only that way can leaders be honest enough to

bring their fears and concerns to the surface quickly, hear what the situation is really "saying" rather

than focusing on a program that a consultant is trying to sell, and gain the personal insight and

awareness of the transition process that can be carried into the future.

Because this transition management relationship is a close and ongoing one, the adviser gets to know

the leader's situation well and follows it as it changes. Understanding the dynamics of transition is far

removed from the kind of leadership training most organizations provide. Traditional trainers and

consultants seldom possess such intimate knowledge of their client. Whatever personal coaching they

provide is usually subsumed to the teaching of a generic skill or body of knowledge. And because the

relationship is time-limited, there is a natural pressure to produce quick, clear results.

However, because transition advisers work within the context of the situation at hand, their focus is not

on how to "be a leader" or even how to "change an organization" but on how to provide the particular

kind of leadership that an organization in transition demands. For that reason, the results of the

relationship are very specific: the development of new skills and behaviors geared to the needs of the

unique time and circumstances in which the person leads.

================================================

##########################################

2. What is turn around management? Briefly explain the kinds of Turn around situations before an

organization goes ahead with strategies. Give an example where turnaround was used. Briefly discuss

the organization you are referring to.

TURNAROUND MANAGEMENT

is a process of devising , executing and managing a plan of

corporate renewal. The process involves identifying the key drivers

of an unstable business and implementing a sustainable recovery

change strategies which rapidly improves the business.

THE TURNAROUND MANAGEMENT involves a number

of steps:

STEP 1.

INDENTIFY THE ROOT CAUSES.

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-sales down due to weak economy.

-overly optimistic sales projections

-poor strategic choices

-high operating costs

-high fixed costs that decrease flexibility

-insufficient resources

-unsuccessful R&D projects

-high successful competitor

-excessive debt burden-inadequate financial controls.

----------------------------------------------

STEP 2

CONDUCT A SITUATION AUDIT / ANALYSIS.

-------------------------------------------------

STEP 3

DEVELOP A STRATEGIC CORPORATE OBJECTIVE

--------------------------------------------------------

STEP 4

DEVELOP A CORPORATE STRATEGY

--------------------------------------------------------------

STEP 5

DEVELOP A CORPORATE BUSINESS RESTRUCTURING PLAN

1 Strategic restructuring: The focus lies on core markets and promising business segments. Corporate

divisions destroying value are divested.

2 Operational restructuring: It focuses on leaner organization and leaner processes, on the

simplification of manufacturing networks and corporate structures, as well as on maximizing efficiency

and effectiveness.

3 Financial restructuring: A combination of cost reduction, more flexible structures, and the

development of a sustainable financial concept.

-------------------------------------------------------------

STEP 6

DEVELOP A CHANGE MANAGEMENT PROGRAM

--------------------------------------------------------------

STEP 7

DEVELOP AN EMERGENCY ACTION PLAN.

-------------------------------------------------------------

STEP 8

DEVELOP AN IMPLEMENTATION PLAN.

------------------------------------------------------------------

THINGS TO REMEMBER:

1 the overall financial situation is as transparent as possible and that the influence of the identified

restructuring measures becomes clear,

2 rapid analysis and concept development considering the information needs of the stakeholders are

conducted,

3 the most relevant people from the organization are involved in order to achieve acceptance for the

implementation of improvements,

4 consistent project management and controlling are established during the implementation phase to

ensure that the pursued improvements are actually achieved,

5 all stakeholders are continuously informed and involved in order to identify risks and avoid

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counterproductive conflicts.

=========================================================

TURNAROUND MANAGEMENT --CASE STUDY

The organisation I am referring to, was facing

a problem of declining sales/ market share for 2

consecutive year.


-a large manufacturer/ marketer of safety products-the products are used as [personal protection safety] [ industrial safety]






*marketing

*manufacturing

*sales


*human resource

*customer service

*distribution


*TQM

==============================================

STEP 1.

INDENTIFY THE ROOT CAUSES.

-poor strategic choices

-high operating costs

-insufficient resources

-high successful competitor

-inadequate financial controls.

----------------------------------------------

STEP 2

CONDUCT A SITUATION AUDIT / ANALYSIS.

-the demand for the market was growing at 13%

-the company sales was growing at 7%

-the company was selling directly to the customers, using the salesforce.

-lack of adequate product range.

-lack of market coverage

-lack of skills among the salesforce

-demand for technical products

etc etc

-------------------------------------------------

STEP 3

DEVELOP A STRATEGIC CORPORATE OBJECTIVE

-go for 20% growth ----per annum over the next 5 years.

-enter new market segments. [ 15% additional sales volume]

-offer new product [ 15% additional sales volume ]

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--------------------------------------------------------

STEP 4

DEVELOP A CORPORATE STRATEGY

-restructure the marketing department [ 3 product group management]

-to achieve 80% sales through distributors in 5 years time.

-to conduct more marketing development for new products.

-to train all staff in the product knowledge.

etc

--------------------------------------------------------------STEP 5

DEVELOP A CORPORATE BUSINESS RESTRUCTURING PLAN

1 Strategic restructuring: The focus lies on core markets and promising business segments. Corporate

divisions destroying value are divested.

-3 new product groups.

-development a new salesdepartment to develop distributor sales.

--------------------------------

2 Operational restructuring: It focuses on leaner organization and leaner processes, on the

simplification of manufacturing networks and corporate structures, as well as on maximizing efficiency

and effectiveness.

3 Financial restructuring: A combination of cost reduction, more flexible structures, and the

development of a sustainable financial concept.

-reorganizing the sales territories.

-appointment of new distribtors --geographically.

-pay for performance systems.

-------------------------------------------------------------------------------------------

STEP 6

DEVELOP A CHANGE MANAGEMENT PROGRAM

-implementation of the change management program

over the 6 months period.

--------------------------------------------------------------

STEP 7

DEVELOP AN EMERGENCY ACTION PLAN.

which included

-new product sourcing

-new product development

-new sales policies development

-new distributors policies development

-new training for salesforce - to manage the distributors.

-new training for customer service staff.

-new order processing / servicing system.

etc etc

-------------------------------------------------------------

STEP 8

DEVELOP AN IMPLEMENTATION PLAN.

A PHASED PROGRAM OF IMPLEMENTATION.

==========================================

OVER THE NEXT 5 YEARS, THE COMPANY

-MAINTAINED A 20 % GROWTH

-IMPROVED THE MARKET SHARE SIGNIFICANTLY.

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3 Maintaining team relationships improving team & organizational processes

A.Forms of team building interventions

1 Analyze the reason for the existence of team, objectives of the team & how the team prepares the

action plan for the accomplishment.

2 General critic of the team

3 Team leader & members decide about the need for the diagnostic meetings.

4 Information is collected through whole groups, or subgroups or pairs of individual.5 Half a day duration Meeting.

6 Based on the need formal meeting is conducted

7 Action plan is prepared

8 Guidance towards the achievement of the goal.

B.The formal group team building meeting

1 Aims at improving relationship between team members & their effectiveness.

2 Meeting is initiated by manager or team members under the supervision of external consultant.

3 Issues are prioritized Responsibilities are assigned to each member

4 Action plan is prepared.

5 Meeting is conducted away from the work place.

5.Types of Interventions

1 Gestalt approach to team building

2 Focuses on individuals based on psychotherapy.

3 Self awareness is essential

4 Accepting as a whole as it is (+ ve, -ve)

5 Awareness know-how Authenticity Accepting responsibility

6 Negative feeling can be resolved through confrontation & repression

7 Practiced by trained practitioner

Other exercises used for team building

1 Role analysis Technique (RAT) John Thomas

2 The role defined is known as focal role

3 Defining the role by team members

4 Expectations, suggestions by team members

5 Preparation of role profile explaing the authority, obligation of the role

6 Role clarity is achieved

7 Role negotiation technique ( RNT)- Roger Harrison

8 Resolving conflict by making some compromises

9 RNT consultants act as a negotiator between the conflicting parties

7.Other exercises used for team building

1 Steps during RNT

2 Contract setting Ground rules submitted in written format

3 Issue diagnosis what kind of change is expected

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4 Hoe change will affect on performance.

5 Negotiation period ( 2 days)

6 Discussion of most important changes required from each other

7 Expectations from each others

8 Content of the agreement in written format

9 Follow up meeting

8.Other exercises used for team building1 Forced field analysis- Kurt Lewin

2 Used for understanding problematic situation & for planning corrective action.

3 Two types of forces-

4 Driving forces forces for change

5 Restraining forces forces resisting change

6 Equilibrium can be obtained to get desired outcome of the change program

7 Essential steps-

8 Defining current problem situation

9 Desired condition

10 Identifying driving, resisting forces

11 Strong & weak forces are identified

12 Strategy to move from current condition to desired condition

13 Implementation of action plan

Other exercises used for team building

1 Intergroup team building interventions

2 Improves intergroup relations between work teams

3 Easy flow of communication

4 Steps-

5 OD practitioner meets the leaders of the groupfor understanding the requirement.

6 A & B two groups meet separately & are asked to write about the attitudes & perceptions towards

each other, problem related to group etc

7 Group also tries t o anticipate what the other group would write

8 Exchange of written information

9 Understands the communication gap

10 Helps in soarting out many issues

11 Unresolved problems are again discussed

12 Helps to improve interactions

10.Third party peace making Interventions

1 Method for solving interpersonal conflict

2 Confrontation technique

3 Motivating parties to resolve conflict

4 Insist on exploring possible solutions

5 Sufficient time is given to understand each other

6 Efforts to overcome negative feeling-

7 Differentiation phase- Concentrate on differences in opinion

8 Integration phase- Shares positve feeling & common things

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11.Structural Interventions

1 Also known as Technostructural Interventions.

2 Bring about the changes in the task , structure & technological processes.

===============================

the organisation I am referring to


-a large manufacturer/ marketer of safety products-the products are used as [personal protection safety] [ industrial safety]






*marketing

*manufacturing

*sales


*human resource

*customer service

*distribution


*TQM

THIS ORGANIZATION USES THE TEAM

INTERVENTION

-Used to improve the performance of work teams.

-Problem diagnosis of Task accomplishment

-Maintaining team relationships improving team & organizational processes

**Analyze the reason for the existence of team, objectives of the team & how the team prepares the

action plan for the accomplishment.

**General critic of the team

**Team leader & members decide about the need for the diagnostic meetings.

**Information is collected through whole groups, or subgroups or pairs of individual.

**Half a day duration Meeting.

**Based on the need formal meeting is conducted

**Action plan is prepared

**Guidance towards the achievement of the goal.

THIS ENABLES TO IMPROVE THE RELATIONSHIP

BETWEEN TEAMS/ INDIVIDUALS AND THEIR EFFECIVENESS.

ms 25 answers

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