1. ORGANIZATION STRUCTURE ACTION-LEVERS: |
- MBO (Management by Objectives) Behavior
- Modification/ Reinforcement Systems
- Structured Feedback from Performance Appraisal Process
- Formal Supervisory Feedback System
- Physical Layout
- Human Factors Design
- Multiskill/Common Job Classification
- Job Rotation/Cross Training Systems
- Formalized Task Forces/ Employee Involvement Groups/Committees
- Non-traditional Work Schedules
- Semi-Autonomous Self-directed Work Teams
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- Autonomous Self-directed Work Teams
- Other Hierarchical Changes: 13a. Strategic Business Unit
13b. Horizontal Design (Matrix)
13c. Horizontal Design (Non-matrix aligned-decentralized) 13d. Product Alignment (Non-matrix decentralized)
13e. Focused Factory (Matrix)
13f. Other Restructuring
- Goal Setting/ Stewardship/ Measurement Systems of Performance Indicators
- Innovative Financial Reward (Pay) Systems
- Status Equality (No Perks)
- All Salaried Workforce
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2. HUMAN RESOURCES ACTION-LEVERS: |
- Employee Recognition Systems
- Multi-Skill Training/Retraining Systems
- Career Development Systems
- Management Development/Education
- General Employee Education Systems
- Special Employment Testing
- Special Selection/Assessment Procedures
- Job Enrichment/ Enlargement/Task Variety System
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- Team Building/Group Process Training
- Work/Manufacturing Cells (Process Improvement teams)
- Job talks/Open Forums/ Monthly Meetings/Employee Breakfast Meetings
- "Open" Information/ Communication Systems
- Peer Review/Performance Appraisals
- Other Team Configurations (Quality Improvement Teams, Natural Work Teams, QC's, HP Teams, etc.)
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3. TECHNOLOGY ACTION-LEVERS |
- CAD/CAM
- Robotics
- Non-Computerized Materials Handling/Work Flow Processes
- Flexible Manufacturing Systems
- Just-In-Time Systems
- Statistical Process Control Systems
- MIS/Decision Support Systems
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- Computer Network/Electronic Mail
- Office Automation/Word Processors
- Capital Investment in New Plant, Buildings, Offices, etc.
- Computerized Materials Handling/Work Flow Processes
- Computerization
- Paperless Office/Factory
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4. TOTAL QUALITY MANAGEMENT ACTION-LEVERS* |
- TQM Core Values/ Charter Developed
- Cost of Quality Monitoring
- Formalized Focus on External Customer
- Formalized Focus on Internal Customer
- Formal External Customer Partnerships
- Formal Supplier/Vendor Partnerships
- Formalized Customer Information Shared and disseminated with Employees
- Produce for Customer Order (Not for Inventory)
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- Line Employees Inspection of "Raw Materials"
- Line Employees Inspection of "Work-in-Progress"
- Line Employees Inspection of "FINALS"
- SPC/SQC/TQC Training
- Vendor/Supplier Delivery of Raw Materials "Just-in-Time"
- Customer Ordering from Finished Goods Inventory
- Customer Complaints Directed to Employees that made Product/Produced Service
- ISO 9000 Certification (9001, 9002, or 9003)
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NOTE: Semiautonomous Teams are defined as work groups with a coach but without first-line and/or second-line supervisors, making significant work decisions and solving work and product/service related problems. Autonomous teams are defined as work groups working without a coach and without first-line and/or second-line supervisors, making significant decisions and solving work and product/service related problems. The figure on the following page shows how Self-Directed Work Teams differ from other types of groups and teams. As may be seen in the matrix above, Self-Directed Work Teams require structural changes in the organization’s hierarchy, while other team or group action-levers are human resource changes (also see next page for the eight types of teams and their prevalence in North America). |
| Source: Macy, B.A. & Izumi, I. (1993) Organizational Change, Design and Work Innovation: A Meta Analysis of 131 North American Field Studies – 1961-1991. Research on Organizational Change and Development, 7, pp. 235-313, JAI Press. |
| * = financial performance improvement not measured in any of the 1,800 organizations, 1961-1991. |