Diseño de la base de datos operacional de mercadotecnia

The concept of Quality Circle primarily focuses on a worker’s value recognition as a human being, as someone who willingly takes on his job, his wisdom, intelligence, experience, attitude and feelings. It is just another part of human resource management considered as one of the key factors in the improvement of product quality & productivity. Quality Circle concept has three major attributes:

 Quality Circle is a human resource development technique.

 Quality Circle is a problem solving technique.

 Quality Circle is a form of participation management.

3. Objective of QC

There multi-faced objectives of Quality Circles:

· Change in Attitude.

· Self Development

· Development of Team Spirit

· Improved Organizational Culture

Benefits of Quality Circles

The quality control concept did not get an easy acceptance in India. It took two decades to get acceptance in India, after its introduction in Japan. The reason might be differences in the industrial context in the two countries. Japan needed it for its survival in a competitive market. India had a reasonably protected, sellers market, with consequent lethargy towards efforts to improve quality and productivity. However, with the policy of liberalization of economy and privatization of infrastructure development, contexts changed.

The concept now needs to be looked upon as a necessity because it benefits in the following ways:

Team Work: It helps to eradicate inter-team conflicts and clashes and enhance the concept of team spirit.

• Positive Attitude: Employees start working with a positive attitude towards work, assuming it as their own work. They develop a “Can Do” and “I care” attitude.

• Personality advancement: Quality circle practice helps to learn new skills and also brings out the hidden potential of employees.

• Positive working environment: It improves the organizational working environment and involves employees in every process, right from a small decision to a big deal.

• Increased productivity: It helps in increasing overall productivity of organization by improvement of work processes and reduction of excessive costs. They increase operational efficiency, improve quality, and promote innovation.

Q6. What is the role of power and politics in the practice of OD?

Answer:

Role of Power and Politics in the practice of OD

Virtually, all OD interventions promote problem-solving, not politics, as a preferred way to get things accomplished. OD interventions increase problem-solving, collaboration, co-operation, fact-finding, and effective pursuit of goals while decreasing reliance on the negative faces of power and politics. We know of no OD interventions designed to increase coercion or unilateral power. For example, OD interventions typically generate valid, public data about the organization’s culture, processes, strengths, and weaknesses. Valid, public data are indispensable-for problem solving but anathema for organizational politics. OD interventions do not deny or attempt to abolish the reality of power in organizations; rather, they enhance the positive face of power, thereby making the negative face of power less prevalent and/or necessary. Not only is organization development not a power/political intervention strategy, it is instead a rational problem-solving approach that is incompatible with extreme power-oriented situations.

The values of Organizational Development are consistent with the positive face of power, but not with the negative face of power. Values such as trust, openness, collaboration, individual dignity, and promoting individual and organizational competence are part of the foundation of organization development. These values are congruent with rational problem solving and incongruent with extremely political modes of operating. "Power equalization" has long been described as one of the values of organization development. Emphasis on power equalization stems from two beliefs: first, problem solving is usually superior to power coercion as a way to find solutions to problematic situations; second, power equalization, being one aspect of the positive face of power, increases the amount of power available to organization members, and by so doing adds power to the organization.

An OD practitioner’s role is limited to that of a facilitator, catalyst, problem solver, and educator. The practitioner is not a political activist or power broker. The practitioner works to strengthen skills and knowledge in the organization. But organization members are free to accept or reject the practitioner, his or her program, and his or her values, methods, and expertise. The OD consultant, like all consultants, provides a service that the organization is free to "buy" or "not buy." The facilitator or educator role is incompatible with a political activist role because cooperation requires one set of behaviors and competition requires a different set of behaviors. Cobb and Margulies caution that OD practitioners can get into trouble if they move from a facilitator role to a political role.

OD values are consistent with the positive face of power, but not with the negative face of power. Values such as trust, openness, collaboration, individual dignity, and promoting individual and organizational competence are part of the foundation of organization development. These values are congruent with rational problem solving and incongruent with extremely political modes of operating. "Power equalization" has long been described as one of the values of organization development. Emphasis on power equalization stems from two beliefs: first, problem solving is usually superior to power coercion as a way to find solutions to problematic situations; second, power equalization, being one aspect of the positive face of power, increases the amount of power available to organization members, and by so doing adds power to the organization.

MU0011 –Management and Organizational Development Assignment Set- 2

Q1. Distinguish between management and administration.

Answer:

Administration and Management

According to Theo Haimann, “Administration means overall determination of policies, setting of major objectives, the identification of general purposes and laying down of broad programs and projects”. It refers to the activities of higher level. Administration lays down the basic principles of the organization. According to Newman, “Administration means guidance, leadership & control of the efforts of the groups towards some common goals”.

Management involves conceiving, initiating and bringing together the various elements;

coordinating, actuating, integrating the diverse organizational components while sustaining the viability of the organization towards some pre-determined goals. In other words, it is an art of getting things done through & with people assigned to formally organized teams.

Management and administration differences can be categorized on the basis of functions and on the basis of usage / applicability.

On the Basis of Functions:

Table 1.

On the Basis of Usage:

Basically there is no difference between management & administration. Every manager is concerned with both administrative management function and operative management function as shown in the figure below. However, managers higher up in the hierarchy spend more time on administrative function & the lower level spend more time on directing and controlling worker’s performance i.e. management.

Fig. : Degree of Administration and Management

Q2. What are the characteristics of organizational development?

Answer:

Characteristics of Organization Development

There are seven characteristics of organization development. They are:

Humanistic Values: Positive beliefs about the potential of employees (according to McGregor’s Theory Y).

Systems Orientation: All parts of the organization i.e., the organization structure, technology deployed, and people employed must be able to work together as a system to create a valuable organization.

Experiential Learning: Learning best happens when the learner experiences. In the training environment focus should be on simulating the human problems encountered in real life work scenarios. Training should NOT be all theory and lecture.

Problem Solving: Problems are identified, data is gathered, corrective action is taken, progress is assessed, and adjustments in the problem solving process are made as needed.

This process is known as Action Research.

Contingency Orientation: Actions are selected and adapted to fit the need. Always have a few more back up plans because if something may go wrong.

Change Agent: Stimulate, facilitate, and coordinate change. OD motivates everyone to see

the benefits of change.

Levels of Interventions: Problems can occur at one or more level in the organization so the strategy will require one or more interventions. There is no quick fix standard solution to any problem. Each situation is different and hence the treatment needs to be customized.

Q3. Explain team building interventions.

Answer:

Team Building Interventions

Let us understand what Team building interventions imply. It can be defined as a process of getting either a new or poor performing group on track. Let us have a look at the possible examples of a team building intervention. There are lots and they can be well categorized within two extremes of ‘fun’ and ‘developmental’. At the ‘fun’ end, there are the icebreakers, ropes courses, camping trips, etc which are generally used to bond together new teams or revive an already established team. At the "developmental" end, there are workshops and intensive team-building exercises that are all goal-specific and typically suited to a group of professionals already focused on addressing certain issues.

1. Stages of Team Development

What can be expected out of team building is an evident question and for that it is prudent to explore a few team building models. Though the models vary from each other, they usually agree on two basic pretexts. First, that there are quite a number of predictable stages that every team has to go through for becoming a highly productive and efficient team, and second is that leaders and team members who are already aware of these stages can work towards improving the quality of their team’s interactions during each stage. Bruce Tiuckman proposed an easy to remember model which designates four stages of team development.