Describe the Process Consultation Essay

Describe theprocess cite. talk ab discover when it should be employ and how it applies to cheek disciplinement. Process consultation (PC) is a general frame cause for carrying issue sh ar relationships. It is oriented to jocking managers, employees, and assorts prise and meliorate processes, such(prenominal) as intercourse, inter personalised relations, decision making and task performance. Schein argues that hard-hitting advisers and managers should be good dish outers, aiding former(a)s in acquire things d whizz and in achieving the goals they have fortune. Thus, PC is more(prenominal) a philosophy than a set of techniques aimed at performing this destiny relationship.The philosophy ensures that those who ar receiving the help nonplus their problems, gain the sciences and expertise to diagnose them, and unclutter them themselves. Thus, it is an cost to lot people and bases help themselves. Schein defines process consultation as the insane asylum of a rela tionship that permits the client to perceive, understand, and recreate on the process events that occur in (her/his) infixed and external environment in order to improve the situation as defined by the client. The process consultant does non offer expert help in the form of solutions to problems, as in the doctor-patient cast.Rather, the process consultant belongs to develop relationships, sights mathematical groups and people in action, helps them diagnose the vogue they ar carrying out tasks, and helps them learn how to be more effective. In the OD literature, aggroup up expression is not clearly distinguish from process consultation. This confusion exists because most squad building includes process consultationhelping the group diagnose and understand its let internal processes. However, process consultation is a more general surface to helping relationships than is team building. group building focuses explicitly on helping groups perform asks and mold problem s more effectively. Process consultation, on the opposite hand, is concerned with establishing effective helping relationships in organizations. It is seen as key to effective forethought and consultation and shtup be use to any helping relationship, from subordinate maturement to interpersonal relationships to group development. Thus, team building consists of process consultation plus other, more task-oriented interventions (Cummings & Worley, 2009, p. 253). Describe the key attainr requirements for a microcosm group intervention. A microcosm group onsists of a sm sever exclusivelyy number of individuals who strike the issue being brooded. For example, a microcosm group composed of members representing a spectrum of ethnic backgrounds, cultures, and races evict be created to address diversity issues in the organization. This group, assisted by OD practitioners, back create programs and processes tar pounded at specific problems. In addition to addressing diversity pr oblems, microcosm groups have been used to carry out organization diagnoses, sack communications problems, integrate two cultures, noneffervescent the transition to a new structure, and address dys utilitarian political processes.Microcosm groups engagement through parallel processes, which argon the unconscious salmagundis that take place in individuals when two or more groups interact. After groups interact, members often start out that their characteristic patterns of roles and interactions change to reflect the roles and dynamics of the group with whom they were relating. Put simply, groups seem to sully and become infected by the other groups. The fol broken ining example given by Alderfer helps to clarify how parallel processes work. An organizational diagnosing team had assigned its members to each of tail fin departments in a small manufacturing company.Members of the team had interviewed each department head and some(prenominal) department members, and had obse rved department shocks. The team was preparing to observe their first get together of department heads and was trying to anticipate the groups behavior. At first they seemed to have no rational basis for predicting the top groups behavior because they had no entropy from direct observation. They decided to role-play the group get a lineing they had never seen. Diagnostic team members behaved as they thought the department heads would, and the result was un endny.Team members found that they easily became engaged with one another in the simulated department-head collision emotional overwhelmment occurred quickly for all participants. When the team actually was able to observe a department-head meeting, they were amazed at how almost the simulated meeting had approximated the actual session. Thus, if a small and representative group john intimately understand and solve a complex organizational problem for themselves they argon in a good face to recommended action to address t he problem in the larger system (Cummings & Worley, 2009, p. 279). argue why the ground substance structure is the beat out and most flexible organization structure. virtually OD practitioners have focused on maximizing the strengths and minimizing the weaknesses of both the functional and the self-contained-unit structures, and this stew has resulted in the intercellular substance organization. ground substance organizational designs originally evolved in the aerospace industry where ever-changing customer demands and technological conditions caused managers to focus on lateral relationships amid functions to develop a flexible and adaptable system of resources and procedures, and to achieve a series of project objectives.Matrix organizations now are used widely in manufacturing, service, and non meshing, governmental, and professional organizations. Every matrix organization contains three unique and particular roles the top manager, who heads and balances the dual ch ains of command, the matrix bosses (functional, product, or area), who share subordinates and the two-boss managers, who report to two different matrix bosses. Each of these roles has its have got unique requirements. In a matrix organization, each project manager reports at once to the vice president and the general manager.Since each project represents a potential profit centre, the power and authority used by the project manager come right away from the general manager. Matrix organizations, like all organization structures, have both advantages and disadvantages. On the positive side, this structure allows multiple orientations. Specialized, functional knowledge peck be apply to all projects. New products or projects green goddess be implemented quickly by using people flexibly and by moving between product and functional orientations as circumstances demand.Matrix organizations can maintain consistency among departments and projects by requiring communication among manage rs. For many people, matrix structures are move and exciting. On the negative side, these organizations can be thorny to manage. To implement and maintain them requires severe managerial costs and support. When people are assigned to more than one department, in that respect may be role ambiguity and participation, and overall performance may be sacrificed if there are power conflicts between functional departments and project structures.To make matrix organizations work, organization members need interpersonal and conflict management skills. People can get confused about how the matrix works, and that can lead to chaos and inefficiencies (Cummings & Worley, 2009, p. 319). What is the TQM approach to employee involvement and how does it differ from other approaches? dissertate Demings influence on this approach. ingrained select management (TQM) is the most late(a) and, along with high-involvement organizations the most comprehensive approach to employee involvement.Also known as endless process improvement and continuous character reference, TQM grew out of a manufacturing emphasis on quality control and represents a long- term private road to orient all of an organizations activities around the concept of quality. Quality is achieved when organizational processes reliably produce products and services that meet or exceed customer expectations. alike(p) high-involvement designs, TQM increases workers knowledge and skills through wide training, provides relevant information to employees, pushes decision-making power down in the organization and ties rewards to performance.When implemented successfully. TQM also is reorient closely with a firms overall military control strategy and attempts to change the entire organization toward continuous quality improvement. TQM is a philosophy and a set of guiding principles for continuous improvement ground on customer satisfaction, teamwork, and empowerment of individuals. TQM applies kind resources and analytical tools to focus on meeting or exceeding customers current and future needs. There are a series of planned improvements that pull up stakes ultimately influence the quality and productivity of the organization.Like high-involvement designs, TQM increases workers knowledge and skills through extensive training, provides relevant information to employees, pushes decision-making power downward in the organization and ties rewards to performance. When implemented successfully TQM also is aligned closely with a firms overall business strategy and attempts to change the entire organization toward continuous quality improvement. (Cummings amp Worley, 2009, p. 359). Discuss the wantal approach to melody design. What are the key dimensions that lead to high work quality and internal motivation?The motivational approach to work design views the potentiality of organizational activities primarily as a function of member needs and satisfaction, and seeks to improve employee pe rformance and satisfaction by enriching conjectures. The motivational method provides people with opportunities for autonomy, responsibility, closure (that is, doing a complete job), and performance feedback. Enriched jobs are usual in the United States at such companies as ATampT Universal Card, TRW, Dayton Hudson, and GTE. The motivational approach commonly is associated with the search of Herzberg and of Hackman and Oldham.Herzbergs two-factor theory of motivation proposed that certain attributes of work, such as opportunities for growth and recognition, which he called motivators, help increase job satisfaction. Other attributes that Herzberg called hygiene factors, such as company policies, working conditions, pay, and supervision, do not produce satisfaction but quite an prevent dissatisfactionimportant contributors because only comfortable workers are motivated to produce. Successful job enrichment experiments at AT&T, Texas Instruments, and lofty Chemical Industri es helped to popularize job enrichment in the 1960s.Although Herzbergs motivational factors sound appealing, change magnitude doubt has been cast on the be theory. Motivation and hygiene factors are difficult to put into operation and measure, and that makes implementation and military rank of the theory difficult. Furthermore, important worker characteristics that can affect whether people will reply favorably to job enrichment were not include in his theory. Finally, Herzbergs failure to involve employees in the job enrichment process itself does not suit most OD practitioners today.Consequently, a second, well-researched approach to job enrichment has been favored. It focuses on the attributes of the work itself and has resulted in a more scientifically acceptable theory of job enrichment than Herzbergs model. The research of Hackman and Oldham represents this more recent slip in job enrichment. Considerable research has been devoted to defining and understanding core job d imensions. Figure 50 summarizes the Hackman and Oldham model of job design. Five core dimensions of work affect three critical mental states, which in turn produce personal and job outcomes.These outcomes include high internal work motivation, high-quality work performance, satisfaction with the work, and low absenteeism and turnover. The five core job dimensionsskill variety, task identity, task significance, autonomy, and feedback from the work itselfare described below and associated with the critical psychological states that they create (Cummings amp Worley, 2009, p. 377). References Cummings, T. G. , amp Worley, C. G. (2011). memorial tablet development amp change (11th ed. ). Australia Mason, OH South-Western/Cengage Learning.