Describe the Process Consultation Essay

Describe the deal consultation. Discuss when it should be used and how it applies to brass instrument development. Process consultation (PC) is a oecumenical frame impart for carrying step to the fore helping races. It is oriented to helping managers, employees, and groups esteem and improve act upones, such as communication, interpersonal relations, decision making and depute performance. Schein argues that effective advisers and managers should be goodness helpers, aiding others in getting things d single and in achieving the goals they have ascertain. Thus, PC is more a philosophy than a set of techniques aimed at performing this helping relationship.The philosophy ensures that those who argon receiving the help testify their problems, gain the skills and goodise to constitute them, and solve them themselves. Thus, it is an begin to helping lot and groups help themselves. Schein defines process consultation as the creation of a relationship that permits the client to perceive, understand, and act on the process events that occur in (her/his) inherent and external environment in order to improve the situation as defined by the client. The process consultant does not offer expert help in the form of solutions to problems, as in the doctor-patient model.Rather, the process consultant break downs to develop relationships, fall outs groups and people in action, helps them diagnose the way they atomic number 18 carrying out tasks, and helps them learn how to be more effective. In the OD literature, group create is not clearly variantiated from process consultation. This confusion exists because nearly team building includes process consultationhelping the group diagnose and understand its own internal processes. However, process consultation is a more ordinary approach to helping relationships than is team building. Team building focuses explicitly on helping groups perform asks and solve problems more effectively. Process consultation, o n the other hand, is concerned with establishing effective helping relationships in brass sections. It is seen as place to effective management and consultation and fucking be applied to some(prenominal) helping relationship, from subordinate development to interpersonal relationships to group development. Thus, team building consists of process consultation plus other, more task-oriented interventions (Cummings & ampereere Worley, 2009, p. 253). Describe the linchpin success requirements for a microcosm group intervention. A microcosm group onsists of a polished number of indivi forkeds who reflect the issue being addressed. For example, a microcosm group sedate of fel mortified members representing a spectrum of ethnic backgrounds, cultures, and races can be created to address diversity issues in the organization. This group, assisted by OD practitioners, can create programs and processes targeted at special problems. In addition to addressing diversity problems, microco sm groups have been used to carry out organization diagnoses, solve communications problems, integrate devil cultures, smooth the flip to a new structure, and address dysfunctional political processes.Microcosm groups work through and through parallel processes, which are the unconscious sorts that take place in individuals when two or more groups interact. After groups interact, members often find 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 infect and force infected by the other groups. The following example given by Alderfer helps to clarify how parallel processes work. An organizational diagnosis team had charge its members to all(prenominal) of five plane sections in a gloomy manufacturing company.Members of the team had interviewed each department head and several department members, and had observed department meetings. The team was preparing to observe their first meeting of department heads and was trying to anticipate the groups behavior. At first they seemed to have no rational basis for predicting the pass along groups behavior because they had no data from direct observation. They persistent to role-play the group meeting they had never seen. Diagnostic team members behaved as they thinking the department heads would, and the result was uncanny.Team members found that they easily became engaged with one another in the simulated department-head meeting emotional bringment occurred rapidly for all participants. When the team actually was able to observe a department-head meeting, they were astonished at how well-nigh the simulated meeting had approximated the actual session. Thus, if a small and representative group can intimately understand and solve a complex organizational problem for themselves they are in a good position to recommended action to address the problem in the larger outline (Cummings & W orley, 2009, p. 279).Discuss why the ground substance structure is the best and close to negotiable organization structure. Some OD practitioners have focused on maximizing the strengths and minimizing the weaknesses of both the functional and the self-contained-unit structures, and this effort has resulted in the matrix organization. intercellular substance organizational formulas originally evolved in the aerospace industry where changing client demands and expert conditions caused managers to focus on lateral relationships between functions to develop a flexible and adaptable system of resources and procedures, and to achieve a series of project objectives.intercellular substance organizations now are used widely in manufacturing, service, and nonprofit, governmental, and professional organizations. both matrix organization contains leash unique and critical roles the top manager, who heads and balances the dual chains of command, the matrix bosses (functional, product, o r area), who share subordinates and the two-boss managers, who report to two different matrix bosses. Each of these roles has its own unique requirements. In a matrix organization, each project manager reports directly to the vice president and the general manager.Since each project represents a potential profit centre, the might and part used by the project manager come directly 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 fellowship can be applied to all projects. New products or projects can be apply quickly by using people flexibly and by mournful between product and functional orientations as circumstances demand.Matrix organizations can maintain consistency among departments and projects by requiring communication among managers. For many people, matrix structures are motivating and exciting. On the negativ e side, these organizations can be difficult to manage. To tool and maintain them requires heavy managerial costs and support. When people are assigned to more than one department, there may be role equivocalness and conflict, and overall performance may be sacrificed if there are power conflicts between functional departments and project structures.To make matrix organizations work, organization members accept interpersonal and conflict management skills. People can get befuddled 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? Discuss Demings influence on this approach. Total quality management (TQM) is the most recent and, along with high-involvement organizations the most comprehensive approach to employee involvement.Also known as Continuous process improvement and continuous quality, TQM grew out of a manufacturing em phasis on quality control and represents a long- term effort to orient all of an organizations activities around the concept of quality. Quality is achieved when organizational processes reliably upraise products and services that meet or exceed customer expectations. standardised high-involvement designs, TQM increases workers knowledge and skills through extensive training, provides relevant information to employees, pushes decision-making power downwards in the organization and ties rewards to performance.When implemented successfully. TQM also is aligned closely with a wholes overall business strategy and attempts to change the entire organization toward continuous quality improvement. TQM is a philosophy and a set of directional principles for continuous improvement based on customer satisfaction, teamwork, and empowerment of individuals. TQM applies man resources and analytical tools to focus on meeting or exceeding customers current and future needs. There are a series of planned improvements that will 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 motivational approach to melodic line design. What are the key dimensions that lead to high work quality and internal motivation?The motivational approach to work design views the effectiveness of organizational activities primarily as a function of member needs and satisfaction, and seeks to improve employee performance and satisfaction by enriching jobs. 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 usually is associated with the inquiry of Herzberg and of Hackman and Oldham.Herzbergs two-factor theory of motivation proposed that certain attri barelyes of work, such as opportunities for advancement 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 rather prevent dissatisfaction all important(p) contributors because only satisfied workers are move to produce. Successful job enrichment experiments at AT&T, Texas Instruments, and Imperial chemical Industries helped to popularize job enrichment in the 1960s.Although Herzbergs motivational factors sound appealing, increase doubt has been cast on the underlying theory. Motivation and hygiene factors are difficult to put into operation and measure, and that makes implementation and evaluation of the theory difficult. Furthermore, important worker characteristics that can affect whether people will respond favourably to job enrichment were not included 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- investigateed 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 trend in job enrichment. Considerable research has been devoted to defining and understanding core job dimensions. Figure 50 summarizes the Hackman and Oldham model of job design. Five core dimensions of work aff ect three critical psychological 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). Organization development amp change (11th ed. ). Australia Mason, OH South-Western/Cengage Learning.