UNIT 11 WORKSHOPS TASK-FORCESAND OTHER METHODS

111 INTRODUCTIONWhile questionnaire and Interviews are very popular and most commonly usedmethods in the recent past workshops and internal-task forces are alsobecoming very popular There is greater involvement and team-work involved inworkshops and task forces as compared to questionnaire External help isminimised in task-forces and workshops and sense of purpose is high as teamsof employees are involved in diagnosis Hence these methods are explained insome detail with illustrative examples Observations and other unobtrusivemeasures are additional diagnostic tools They are also described briefly here112 DIAGNOSTIC WORKSHOP METHODOLOGYIn the Workshop Methodology participants (employees) of an organisation areassembled in groups (usually ranging between 20 to 30) for purposes ofdiagnosis They are divided further into small groups (usually with a size of 6 to 8)and are requested to discuss a particular issue and diagnose the situationSWOT Analysis (Strengths Weaknesses Opportunities Threats) or Force FieldAnalysis (Symptoms - Sources - Solutions - Action Plans) are conducted by thesmall groups with respect to a given issueproblemdimension needing the studyThe following procedure is normally followed in the workshop methodologyOrganisational Analysis

1048576 Defining the ProblemIssue for Diagnosis First it is important to clearlystate the problem or issue at hand before the decision to use workshopmethodology is taken The problem may be general or specificExamples of General Diagnosisa) The organisation is wanting to improve its general performance throughimproving the productivity and motivation of its employees The present levelof motivation and efficiency of employees at all levels is considered to begood but there is a feeling expressed by several categories of people that itcan be still better What is contributing to the present level of efficiency andwhat would help improving itb) The organisation is wanting to diversify New units are expected to beadded in the same locations Some of the existing staff may have to lookafter the new units also with appropriate rationalisation of work loads Whatare the factors that should be taken into consideration for implementing thediversification decisionsc) There is general feeling that the employee motivation is low andorganisational health is poor What are the reasons What are the criticalvariables that could be dealth withd) The organisation is simply interested in improving itself What are the waysin which the organisational functioning could be improvedExamples of Specific Issuesa) The organisation is interested in changing the performance appraisal systemand strengthen the open culture What are the problems and possibilitiesWhat do people feel about the existing appraisal system What changes dothey wantb) The absenteeism is on increase in some departments What are thereasons What could bed onec) The organisation would like to improve the team spirit and interdepartmentalcollaboration What is contributing to team spirit to-day How to enhanceitd) The organisation would like to introduce computers in several sectionsWhat is the existing situation and what stepsvariables should be consideredfor an effective implementation

The process of defining the problem itself is important To define theproblem itself the top management team may need to have a meeting or aseries of meetings Some times even outside consultants could be used whomay conduct a few preliminary interviews and make an assessment of theproblem While it is important to define the problemissue before theworkshop is convened the facilitator of the workshop should be openenough to go beyond the stated problem if the workshop participantsindicate the need for the same1048576 Preparatory Work In addition to developing clarity about the problem it isnecessary to plan for the workshop in terms of the composition of thegroups introducing the problem presentations class-room facilities etc Theparticipants called for the workshop should be those concerned with theproblemissue those affected by it and those who are likely to contribute tothe diagnosis and subsequet improvements The workshop participants shouldbe selected in such a way that there are not too many levels of hierarchypresent in the same workshop This is because juniors may feel inhibited totalk about the problems in the presence of seniors If the group is small andif people of different hierarchial levels get included the sub-groups in theworkshop may be so composed to take care of any inhibitions31048576 Workshop Itself The workshop may begin with an introduction by theChief ExecutiveUnit HeadSponsor of the diagnostic study However afterthe introduction it should be left for the facilitator to conduct the session Itis advisable if the sponsor of the study is not present during discussions inorder to facilitate free expression of views However he could join theworkshop at the end to listen to presentations Some times the culture of anorganisation may not be open enough even for that In such cases thesponsor of the study could be given a presentation by the facilitator himselfThus the workshop itself would consist of four groups of activitiesi) Legitimisation by the top management in terms of introducing the study thefacilitators plans for use of diagnostic data etcii) Rapport Building by the facilitators in the form of explaining the meaning ofdiagnosis sharing experiences of other organisatioins explaining importanceof the data they generate assuring confidentiality explaining the rationale forgroup formation announcing the groups or forming the groups there itself onthe basis of suggestions by the members and introducing the methodologyiii) Group work where the groups will use Force Field Analysis SWOTAnalysis or Source-symptoms-Action Plan Analysisiv) Presentation by groups consolidation of data and prioratisation of variablesfor action etc and closingThe atmosphere in the workshop should be free open and informalThe facilitator has to play a major role in creating this atmosphereSome examples are presented in the Appendix explaining SWOT Analysis andForce-Field Analysis Plans Analysis All the three are good diagnostic tools andthrow up a lot of useful diagnostic information113 WHEN TO USE WORKSHOP METHODOLOGYWorkshop methodology could be used under the following conditions1048576 If the problemissue to be discussed is believed to be amenable forimprovemens solution1048576 The decision-makers or the top management of the organisation arecommitted to bring about changeimprovements in the situation and arewilling to invest some resources for it1048576 The organisation values partcipative processes and there is some amount ofopenness or willingness to participate and share organisational concerns1048576 Involvement of employees becomes important for solving the problem114 TASK FORCES AND INTERNAL TEAMS

In India many organisations use internal task forces for organisational changeA number of Organisational Designers and OD Consultants make it compulsoryfor the organisation to appoint an internal task force to assist the facilitator inthe change process A task force is a group of employees of an organisationconstituted by the top management and charged with the responsibility ofworking on a specific taskassignment in additin their formally assigned jobspecific roles The task force when constituted should have terms of referenceNormally each task force has a convenor a secretary and a set of resourcesto complete the task The terms of reference should contain the details of theWorkshops Task-Forcesand Other MethodsOrganisational Analysis4purpose why the task force is constituted the methodology they can use theflexibility they have in reformulating or redefining the job given to them theresources they have the assistance they needexpect from other employees thetime frame and office bearers When such task forces are constituted it iscustomary to make an announcement of the task force and its terms ofreference (at least a summary of it) to all employees (at least to all thoseconcerned with the issues) of the organisationThe task forces may work independently or under the general directionguidance of the Chief Executive a Top level Manager (like a Director) or aConsultant or FacilitatorThe work of the task force is time-bound Thus an organisation can useany number of task forces depending on the problemsissues are willing totake upNormally the task forces are constituted for diagnosis of spcific problems andworking on specific issues General organisational diagnosis is not entrusted totask forces as such diagnosis can be done better through the earlier outlinedmethods However OD Consultants are known to use task forces as soundingbodies when they use questionnaires interviews and the workshop method Thetask force can be used as an overseeing mechanism guidance mechanism foranalysis of data and presentation of the data gathered from other sources andpreparing action plans The following steps used by a Performance Appraisaltask force are illustrative of the way the task forces functionAppointment The top 20 Executives including the Chief of an Engineeringcomany constitute an ldquoOrganisation Developmentrdquo or OD Group They meetevery quarter to review the progress of the organisation specially withreference to its human processes Every time they meet they meet for about 2full days to discuss all issues In one of the meetings they identified a largenumber of areas needing changes improvements for better functioning of thecompany Of the 20 and odd issuesareasproblems identified size issues werelisted as priority items (eg Performance Appraisal Rewards MIS etc) Theyconstituted six different task forces are drawn from these 20 the membershipof the task force went beyond the top 20 In some of the task force juniorlevel executives were also included Each task force was given a terms ofreference and target date for completion of their diagnosis and preparation ofrecommendations The task forces were required to keep presenting theirinterim reports to the OD GroupPerformance Appraisal Task Force This task force consisted of threesenior executives They were given the freedom to engage a consultant to helpthem The task force is to evolve a open system of performance appraisalThey were also required to design a format and a manual keeping in mind theconcerns expressed by the OD Group They are also required to assist inimplementing the system the operational aspects of which will be taken up bythe personnel department

Initial Meetings The task force had a few initial meetings to clarify theirown role and list various activities they need to undertake They decided tocommission a quick study of the attitudes of employees (officers andexecutives) to the existing appraisal system and their preferences for whatshould be included in the new system They decided to put a couple of youngMBAs to design the questionnaire administer it analyse it and prepare a statusreport They simultaneously decided to take the help of a consultant to helpthem design and implement the system5Evolving a Format and Objectives After the survey was conducted thetask force had a series of meetings and identified the main and sub-objectivesof the appraisal system They have also identified the components and prepareda format incorporating these objectivesTesting out the Format The task-force then identified a representativesample of executives and contacted them individual for testing out the formatEach member interviewed a few executives The interview consisted ofexplaining the objectives and format to each executive and taking their viewsand reactions to itPreparing a Manual On the basis of this preliminary try out the task-forceprepared an accompanying manual and also finalised the performance appraisalsystemPreliminary try-out The task force then conducted a series of orientationcum-trial workshops to introduce the new system After such workshop againviews and opinions of executives were obtained Six members after theworkshop another series of interviews were conducted to diagnose thedifficulties experienced by executives in implementing the systemReporting to OD Group Periodically the task force went on reporting to theOD Group After the first round of trials a decision was taken to implement thenew system and the task force was dissolved and other monitoring mechanismswere workedAlthough all details of the working of the task-force are presented here theabove description may make it clear the way task-forces function Since theyare drawn from the practicing world and their time is valuable the task forcesmeans business Their diagnosis may be continuous and forms a part of theaction plan The task-force mentioned above went on diagnosing the mood ofthe people and the process support required to implement the new appraisalsystem They used interviews workshops surveys informal discussions andtheir own observations as diagnostic tools They have also combined diagnosiswith continuous action115 MANAGEMENT ASSESSMENT CENTRESA situation in which management candidates are asked to make decisions inhypothetical situations and are scored on their performance It usually alsoinvolves testing and the use of management gamesIn a two-to three day management assessment center 10 or 12 managementcandidates perform realistic management tasks (like making presentations) underthe observation of expert appraisers each candidatersquos management potential isthereby assessed or appraised The center itself may be a plain conferenceroom but it is often a special room with a one way mirror to facilitateunobtrusive observations Examples of the simulated exercises included in atypical assessment center are as followsThe in-basket With this exercise the candidate is faced with an accumulationof reports memos notes of incoming phone calls letters and other materialscollected in the inbasket of the simulated job he or she is to take over Thecandidate is asked to take appropriate action on each of these materials Forexample he or she must write letters notes or agendas for meetingsThe results of the candidatersquos actions are then reviewed by the trained

evaluators

The leaderless group discussion A leaderless group is given a discussionquestion and told to arrive at a group decision He raters then evaluate eachgroup memberrsquos interpersonal skills acceptance by the group leadership abilityand individual influenceManagement games Participants engage in realistic problem solving usuallyas members of two or more simulated companies that are competing in themarketplace Decisions might have to be made about matters like how toadvertise and manufacture and how much inventory to keep in stockIndividual presentations A participantrsquos communication skills andpersuasiveness are evaluated by having the person make an oral presentation ofan assigned topicObjective lists All types of paper-and-pencil tests of personality mental abilityinterests and achievements might also be a part of an assessment centerThe interview Most centers also require an interview between at least one ofthe expert assessors and each participant Here the latterrsquos current interestsbackground past performance and motivation are assessedThe agenda for a typical two-day assessment center is presented in Appendix 4116 OTHER METHODSOther methods like observation and analysis of factual information records etccould also be used for organisational analysis However they have seriouslimitations and are not very popular in IndiaObservational MethodsThis method is most useful when an outside consultant is used for diagnosisInsiders are most often blind to the events and data that are a part of theorganisation An outsider could observe a number of things For example thebehaviour of people when the work hours begin in the morning at the time ofthe close of working hours the notices displayed the work organisation thebehaviour of people in meetings the kind of memos written to each other teaand lunch breaks canteen and the way it is organised behaviour of employeesin the organisation etc could be observed and inferences madeThe main limitations of this method arei) Not all processes are amenable to observation and the observerrsquos ownbiases get reflected in observations Observation methods could be used aspreliminary diagnostic tools Unless they are supplemented with interviewsor other methods a good quality diagnosis may be different Nadler (1977)ii) The basic strength or weakness of observation as a tool is that the observeris the data-collection instrument (as opposed to the questionnaire as theobservation instrument) A sensitive observer making use of an effectivestructure for observation can be an effective data-collection tool Anobserver who has little sensitivity and no guiding structure may spend hoursobserving see nothing and report no usable dataSecondary Data and Unobtrusive MeasuresRecords maintained by organisations can be very useful sources Now-a-dayswith easy accessibility of computers most organisations collect and store a lotof data Absenteeism rates and patterns grievances costs delays work7performance records attendance at meetings circulars and other officecommunications provide ample opportunities for diagnosisMinutes of meetings points of view expressed in meetings etc also offerenough insights These methods unfortunately are less frequently used Forexample analysis of performance appraisal reports can give a lot of significantdata about the problems and difficulties of employees their competency gapsand so on Similarly an analysis of the delays in submitting reports (MISbudgets appraisals reward recommendations) leave applications complaints etc

may also provide significant insights117 SUMMARYEvery method has some advantages and some limitations Interviews have theadvantage of studying the problems in depth and offering scope for generatingand testing many hypothesis Task-forces are very useful in continuousdiagnosis and implementation Questionnaire provide systematic information andcomparability with other organisatioins and of the same organisation at differentpoints of time is enhanced Observations and secondary data provide directinsights into the existing situation and are factual The quality of diagnosis islikely to improve if a number of methods are used simultaneously than relyingon a single method118 SELF-ASSESSMENT QUESTIONS1) When do you use work shop method for Organisational diagnosis Explainin detail the process of Work shop method2) What are task forces and internal teams3) Explain the method of observation and its limitations119 FURTHER READINGDA Nadler Feedback and Organisation Development Using Data BasedMethods Addison Wesley Publishing Company 1977Workshops Task-Forcesand Other MethodsOrganisational Analysis8Appendix 1SIGMA ENGINEERING CONSULTANTS ampCONSTRUCTION INDIA LTD A DIAGNOSTIC STUDY REPORTIntroduction Sigma Engineering amp Construction company a well entrencheddiversified company possessing monopoly in concept to commissioning andconstruction areas into intrastructure development steel plants petroleumrefining and petro chemicals highways etc due to highly competitiveenvironment was facing acute order crunch The chief Executive hired aconsultant to study the cause(s) of Lower productivity of employeescompromising quality of products and services and consequent low morale ofemployeesBackground Sigma Engineering amp Construction Company was started wayback in 1953 by a couple of enterprising engineers with a capital of 1 croreThe basic training of the 2 engineers had taken place abroad followed byaround 8 years experience of working in large conglomerates in US amp Europewith their sound knowledge of the trade excellent and credential excellentcontacts it was not difficult to get orders form good companies The companymade steady growth for almost 20 years by remaining profit making throughoutAs company expanded its operations and ventured into newer domains itsemployee strength increased form 150 additional employees to a staggering2343 employees as on the date when the Chief Executive hired the services ofthe Consultant Company has come for long way form Joint OwnershipCompany to a Limited company with a Board of Directors and variousstakeholders Companyrsquos shares are being quoted in the Bombay StockExchange amp NSE However alongwith the growth other aspects like pushesand pulls for acquisition of power at the Board level and various for likeofficers Association and Employees Association (Employees Union) areconstantly having a showdown with the Companyrsquos management for garneringa bigger share of incentives for employees Amidst these issues the vital issuewhich are being partially side tracked and which needs urgent attention arei) Technological Upgradation of work processesii) Devising appropriate corporate strategies for remaining competitive inthe face of onslaught of some MNCrsquos who are perpetually trying for a

larger share of the pieiii) Carving more professional company policies and work practicesiv) Developing a motivating work culture and environmentsThe employee productivity is on the decline for various reasons and the chiefexecutive is concerned about various indicators which do not augur well for theorganization and is convinced that some immediate steps in the right directionare needed to be taken He has worked out an Action plan alongwith hisBoard Members One of the areas which needs looking into is the peopleissues ie creating a motivating and invigorating work culture Hence the hiringof the consultant The chief Executive has given the scope of study and iswaiting for the diagnostic study and the recommendationsModus operandiThe consultant got down to work immediately and formed groups to startinterview process simultaneously at the Head office and various regionaloffices Detailed questionnaire have been devised covering all aspects whichneed to be studied1 In the first round all executives were interviewed starting with TopManagement cascading down to their perception were noted observationscollated and a draft report prepared92 In the second round the Staff and workers were interviewed theirperceptions were recorded observations for the consultants were alsorecorded and based on this report generated3 Immediately thereafter the Consultant undertook a SWOT analysis for theentire company in order to make available the strategic dimension which theCorporation could adopt which would provide avenues to employees for theirgrowth This in turn will enable the consultant to formulate appropriatestrategy for enhancing employee motivation and satisfactionDiagnostic observations from interviewsThe outcome of interviews with 150 odd executives is summarized belowi) General morale of employees is low because of a number of non friendlyemployee policies of company as also lack of growth avenues There is alurking fear that with low order position some employees may be asked toleaveii) Because of low order position often there is not enough work for all whichcreates a number of uneasy thoughts in the minds of employeesa) Lack of motivationb) Fear of being asked to leavec) Loss of incentivesbonusd) Erosion of authoritye) Depreciating market valuef) Lowering of image as compared to similarly placed professionals incompeting organizationsg) Diminishing sense of self worthiii) Suggestions for improving work practices or technical suggestions fromexecutives at Junior levels or middle levels take endlessly long before theseget approved and still longer before implementation Many a times thedecision of top management are imposed recklessly without going into theirmerits This makes the entire decision making process erratic and lopsidedthus not giving the desired results This also results in lot of expenditurewith a likelihood of is being scrapped altogether at a later date andsubstitution by yet another not very well thought out decision This creates afeeling of inadequacy and demoralization in the employeesiv) The manner in which the decisions are implemented is yet another greyarea Normally a systematic manner of implementation would comprise ofstep-by-step procedure laid downdocumented and not an adhoc manner In

the instant case one find day top management would take a decision nextday would shoot orders and from third day it would be expected to beimplemented A more systematic manner would have beenndash An ideasuggestion is mootedndash The ideasuggestion would get discussed in a committee like ldquoSuggestionsCommitteerdquo having senior functionaries from various functional disciplinesas members Once the idea is found to have some worth its practicalfeasibility would be studied in the context of organizationndash On the recommendations of the committee the suggestion would then getconsidered by the concerned department and its practical implementabilitycost involved how it would impact the organization (whether it would beaccepted by larger population) the likely benefits to be derived its longterm inability etc will be looked intoWorkshops Task-Forcesand Other MethodsOrganisational Analysis10It would then be put up to the top management for their final approval Oncethe approval is accorded then only implementation can be taken upAs against that the current prevalent practice in the organization isndash Top management roots the ideandash They take decision among themselves one way or the other withoutinvolving either the concerned department representative or even theofficersemployees associations which makes the decision totally adhocThis has resulted in large scale frustration among the employees Since neithertheir involvement in the decision making process is sought nor their technicalcompetence is made use ofndash There are no open channels of communication available to employeesCommunication is mostly one way that is top down Open bottoms upcommunication is neither encouraged nor toleratedndash Organizational culture which at one time was considered excellent standsinitiated now due to infighting between the top management cadres andapproach bordering on phycophancy and one-up-manshipndash Management style is biased in a way lsquoyou show me the face and I willshow you the rulersquondash Though an objective performance appraisal system is existing but theprevalent culture makes it highly subjective and due to which employees donot have any turst Donkeys and Horses appraised on the same yardstickand at times the donkeys may outsmart the horsesndash Professionalism has taken a back seat to the extent that those close to themanagement call all shots ndash views of the experts may not be taken intocognizancendash Strategic planning process dealing with devising long-term and short-termgoalsobjectives has been given a back seat The strategic planning exerciseis merely a shorn and action plans display the high ndash handedness andwishful thinking of top managementndash Overall discipline in the organization is a all time low with people gettingaway with favouritismndash The top management team is more into routine jobs rather than urgentcorporate Governance issues requiring their attentioin In doing so they endup usurping the authority of their subordinates which has a cascading effectadversely affecting the morale of employees at all levelsndash Job rotations and transfers at senior levels are too frequent at the whimsand fancies of people in authority This leads to lack of continuity inorganizational processes with a resultant low productivity all roundndash Because of whimsical approach of senior management employees at lower

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

The process of defining the problem itself is important To define theproblem itself the top management team may need to have a meeting or aseries of meetings Some times even outside consultants could be used whomay conduct a few preliminary interviews and make an assessment of theproblem While it is important to define the problemissue before theworkshop is convened the facilitator of the workshop should be openenough to go beyond the stated problem if the workshop participantsindicate the need for the same1048576 Preparatory Work In addition to developing clarity about the problem it isnecessary to plan for the workshop in terms of the composition of thegroups introducing the problem presentations class-room facilities etc Theparticipants called for the workshop should be those concerned with theproblemissue those affected by it and those who are likely to contribute tothe diagnosis and subsequet improvements The workshop participants shouldbe selected in such a way that there are not too many levels of hierarchypresent in the same workshop This is because juniors may feel inhibited totalk about the problems in the presence of seniors If the group is small andif people of different hierarchial levels get included the sub-groups in theworkshop may be so composed to take care of any inhibitions31048576 Workshop Itself The workshop may begin with an introduction by theChief ExecutiveUnit HeadSponsor of the diagnostic study However afterthe introduction it should be left for the facilitator to conduct the session Itis advisable if the sponsor of the study is not present during discussions inorder to facilitate free expression of views However he could join theworkshop at the end to listen to presentations Some times the culture of anorganisation may not be open enough even for that In such cases thesponsor of the study could be given a presentation by the facilitator himselfThus the workshop itself would consist of four groups of activitiesi) Legitimisation by the top management in terms of introducing the study thefacilitators plans for use of diagnostic data etcii) Rapport Building by the facilitators in the form of explaining the meaning ofdiagnosis sharing experiences of other organisatioins explaining importanceof the data they generate assuring confidentiality explaining the rationale forgroup formation announcing the groups or forming the groups there itself onthe basis of suggestions by the members and introducing the methodologyiii) Group work where the groups will use Force Field Analysis SWOTAnalysis or Source-symptoms-Action Plan Analysisiv) Presentation by groups consolidation of data and prioratisation of variablesfor action etc and closingThe atmosphere in the workshop should be free open and informalThe facilitator has to play a major role in creating this atmosphereSome examples are presented in the Appendix explaining SWOT Analysis andForce-Field Analysis Plans Analysis All the three are good diagnostic tools andthrow up a lot of useful diagnostic information113 WHEN TO USE WORKSHOP METHODOLOGYWorkshop methodology could be used under the following conditions1048576 If the problemissue to be discussed is believed to be amenable forimprovemens solution1048576 The decision-makers or the top management of the organisation arecommitted to bring about changeimprovements in the situation and arewilling to invest some resources for it1048576 The organisation values partcipative processes and there is some amount ofopenness or willingness to participate and share organisational concerns1048576 Involvement of employees becomes important for solving the problem114 TASK FORCES AND INTERNAL TEAMS

In India many organisations use internal task forces for organisational changeA number of Organisational Designers and OD Consultants make it compulsoryfor the organisation to appoint an internal task force to assist the facilitator inthe change process A task force is a group of employees of an organisationconstituted by the top management and charged with the responsibility ofworking on a specific taskassignment in additin their formally assigned jobspecific roles The task force when constituted should have terms of referenceNormally each task force has a convenor a secretary and a set of resourcesto complete the task The terms of reference should contain the details of theWorkshops Task-Forcesand Other MethodsOrganisational Analysis4purpose why the task force is constituted the methodology they can use theflexibility they have in reformulating or redefining the job given to them theresources they have the assistance they needexpect from other employees thetime frame and office bearers When such task forces are constituted it iscustomary to make an announcement of the task force and its terms ofreference (at least a summary of it) to all employees (at least to all thoseconcerned with the issues) of the organisationThe task forces may work independently or under the general directionguidance of the Chief Executive a Top level Manager (like a Director) or aConsultant or FacilitatorThe work of the task force is time-bound Thus an organisation can useany number of task forces depending on the problemsissues are willing totake upNormally the task forces are constituted for diagnosis of spcific problems andworking on specific issues General organisational diagnosis is not entrusted totask forces as such diagnosis can be done better through the earlier outlinedmethods However OD Consultants are known to use task forces as soundingbodies when they use questionnaires interviews and the workshop method Thetask force can be used as an overseeing mechanism guidance mechanism foranalysis of data and presentation of the data gathered from other sources andpreparing action plans The following steps used by a Performance Appraisaltask force are illustrative of the way the task forces functionAppointment The top 20 Executives including the Chief of an Engineeringcomany constitute an ldquoOrganisation Developmentrdquo or OD Group They meetevery quarter to review the progress of the organisation specially withreference to its human processes Every time they meet they meet for about 2full days to discuss all issues In one of the meetings they identified a largenumber of areas needing changes improvements for better functioning of thecompany Of the 20 and odd issuesareasproblems identified size issues werelisted as priority items (eg Performance Appraisal Rewards MIS etc) Theyconstituted six different task forces are drawn from these 20 the membershipof the task force went beyond the top 20 In some of the task force juniorlevel executives were also included Each task force was given a terms ofreference and target date for completion of their diagnosis and preparation ofrecommendations The task forces were required to keep presenting theirinterim reports to the OD GroupPerformance Appraisal Task Force This task force consisted of threesenior executives They were given the freedom to engage a consultant to helpthem The task force is to evolve a open system of performance appraisalThey were also required to design a format and a manual keeping in mind theconcerns expressed by the OD Group They are also required to assist inimplementing the system the operational aspects of which will be taken up bythe personnel department

Initial Meetings The task force had a few initial meetings to clarify theirown role and list various activities they need to undertake They decided tocommission a quick study of the attitudes of employees (officers andexecutives) to the existing appraisal system and their preferences for whatshould be included in the new system They decided to put a couple of youngMBAs to design the questionnaire administer it analyse it and prepare a statusreport They simultaneously decided to take the help of a consultant to helpthem design and implement the system5Evolving a Format and Objectives After the survey was conducted thetask force had a series of meetings and identified the main and sub-objectivesof the appraisal system They have also identified the components and prepareda format incorporating these objectivesTesting out the Format The task-force then identified a representativesample of executives and contacted them individual for testing out the formatEach member interviewed a few executives The interview consisted ofexplaining the objectives and format to each executive and taking their viewsand reactions to itPreparing a Manual On the basis of this preliminary try out the task-forceprepared an accompanying manual and also finalised the performance appraisalsystemPreliminary try-out The task force then conducted a series of orientationcum-trial workshops to introduce the new system After such workshop againviews and opinions of executives were obtained Six members after theworkshop another series of interviews were conducted to diagnose thedifficulties experienced by executives in implementing the systemReporting to OD Group Periodically the task force went on reporting to theOD Group After the first round of trials a decision was taken to implement thenew system and the task force was dissolved and other monitoring mechanismswere workedAlthough all details of the working of the task-force are presented here theabove description may make it clear the way task-forces function Since theyare drawn from the practicing world and their time is valuable the task forcesmeans business Their diagnosis may be continuous and forms a part of theaction plan The task-force mentioned above went on diagnosing the mood ofthe people and the process support required to implement the new appraisalsystem They used interviews workshops surveys informal discussions andtheir own observations as diagnostic tools They have also combined diagnosiswith continuous action115 MANAGEMENT ASSESSMENT CENTRESA situation in which management candidates are asked to make decisions inhypothetical situations and are scored on their performance It usually alsoinvolves testing and the use of management gamesIn a two-to three day management assessment center 10 or 12 managementcandidates perform realistic management tasks (like making presentations) underthe observation of expert appraisers each candidatersquos management potential isthereby assessed or appraised The center itself may be a plain conferenceroom but it is often a special room with a one way mirror to facilitateunobtrusive observations Examples of the simulated exercises included in atypical assessment center are as followsThe in-basket With this exercise the candidate is faced with an accumulationof reports memos notes of incoming phone calls letters and other materialscollected in the inbasket of the simulated job he or she is to take over Thecandidate is asked to take appropriate action on each of these materials Forexample he or she must write letters notes or agendas for meetingsThe results of the candidatersquos actions are then reviewed by the trained

evaluators

The leaderless group discussion A leaderless group is given a discussionquestion and told to arrive at a group decision He raters then evaluate eachgroup memberrsquos interpersonal skills acceptance by the group leadership abilityand individual influenceManagement games Participants engage in realistic problem solving usuallyas members of two or more simulated companies that are competing in themarketplace Decisions might have to be made about matters like how toadvertise and manufacture and how much inventory to keep in stockIndividual presentations A participantrsquos communication skills andpersuasiveness are evaluated by having the person make an oral presentation ofan assigned topicObjective lists All types of paper-and-pencil tests of personality mental abilityinterests and achievements might also be a part of an assessment centerThe interview Most centers also require an interview between at least one ofthe expert assessors and each participant Here the latterrsquos current interestsbackground past performance and motivation are assessedThe agenda for a typical two-day assessment center is presented in Appendix 4116 OTHER METHODSOther methods like observation and analysis of factual information records etccould also be used for organisational analysis However they have seriouslimitations and are not very popular in IndiaObservational MethodsThis method is most useful when an outside consultant is used for diagnosisInsiders are most often blind to the events and data that are a part of theorganisation An outsider could observe a number of things For example thebehaviour of people when the work hours begin in the morning at the time ofthe close of working hours the notices displayed the work organisation thebehaviour of people in meetings the kind of memos written to each other teaand lunch breaks canteen and the way it is organised behaviour of employeesin the organisation etc could be observed and inferences madeThe main limitations of this method arei) Not all processes are amenable to observation and the observerrsquos ownbiases get reflected in observations Observation methods could be used aspreliminary diagnostic tools Unless they are supplemented with interviewsor other methods a good quality diagnosis may be different Nadler (1977)ii) The basic strength or weakness of observation as a tool is that the observeris the data-collection instrument (as opposed to the questionnaire as theobservation instrument) A sensitive observer making use of an effectivestructure for observation can be an effective data-collection tool Anobserver who has little sensitivity and no guiding structure may spend hoursobserving see nothing and report no usable dataSecondary Data and Unobtrusive MeasuresRecords maintained by organisations can be very useful sources Now-a-dayswith easy accessibility of computers most organisations collect and store a lotof data Absenteeism rates and patterns grievances costs delays work7performance records attendance at meetings circulars and other officecommunications provide ample opportunities for diagnosisMinutes of meetings points of view expressed in meetings etc also offerenough insights These methods unfortunately are less frequently used Forexample analysis of performance appraisal reports can give a lot of significantdata about the problems and difficulties of employees their competency gapsand so on Similarly an analysis of the delays in submitting reports (MISbudgets appraisals reward recommendations) leave applications complaints etc

may also provide significant insights117 SUMMARYEvery method has some advantages and some limitations Interviews have theadvantage of studying the problems in depth and offering scope for generatingand testing many hypothesis Task-forces are very useful in continuousdiagnosis and implementation Questionnaire provide systematic information andcomparability with other organisatioins and of the same organisation at differentpoints of time is enhanced Observations and secondary data provide directinsights into the existing situation and are factual The quality of diagnosis islikely to improve if a number of methods are used simultaneously than relyingon a single method118 SELF-ASSESSMENT QUESTIONS1) When do you use work shop method for Organisational diagnosis Explainin detail the process of Work shop method2) What are task forces and internal teams3) Explain the method of observation and its limitations119 FURTHER READINGDA Nadler Feedback and Organisation Development Using Data BasedMethods Addison Wesley Publishing Company 1977Workshops Task-Forcesand Other MethodsOrganisational Analysis8Appendix 1SIGMA ENGINEERING CONSULTANTS ampCONSTRUCTION INDIA LTD A DIAGNOSTIC STUDY REPORTIntroduction Sigma Engineering amp Construction company a well entrencheddiversified company possessing monopoly in concept to commissioning andconstruction areas into intrastructure development steel plants petroleumrefining and petro chemicals highways etc due to highly competitiveenvironment was facing acute order crunch The chief Executive hired aconsultant to study the cause(s) of Lower productivity of employeescompromising quality of products and services and consequent low morale ofemployeesBackground Sigma Engineering amp Construction Company was started wayback in 1953 by a couple of enterprising engineers with a capital of 1 croreThe basic training of the 2 engineers had taken place abroad followed byaround 8 years experience of working in large conglomerates in US amp Europewith their sound knowledge of the trade excellent and credential excellentcontacts it was not difficult to get orders form good companies The companymade steady growth for almost 20 years by remaining profit making throughoutAs company expanded its operations and ventured into newer domains itsemployee strength increased form 150 additional employees to a staggering2343 employees as on the date when the Chief Executive hired the services ofthe Consultant Company has come for long way form Joint OwnershipCompany to a Limited company with a Board of Directors and variousstakeholders Companyrsquos shares are being quoted in the Bombay StockExchange amp NSE However alongwith the growth other aspects like pushesand pulls for acquisition of power at the Board level and various for likeofficers Association and Employees Association (Employees Union) areconstantly having a showdown with the Companyrsquos management for garneringa bigger share of incentives for employees Amidst these issues the vital issuewhich are being partially side tracked and which needs urgent attention arei) Technological Upgradation of work processesii) Devising appropriate corporate strategies for remaining competitive inthe face of onslaught of some MNCrsquos who are perpetually trying for a

larger share of the pieiii) Carving more professional company policies and work practicesiv) Developing a motivating work culture and environmentsThe employee productivity is on the decline for various reasons and the chiefexecutive is concerned about various indicators which do not augur well for theorganization and is convinced that some immediate steps in the right directionare needed to be taken He has worked out an Action plan alongwith hisBoard Members One of the areas which needs looking into is the peopleissues ie creating a motivating and invigorating work culture Hence the hiringof the consultant The chief Executive has given the scope of study and iswaiting for the diagnostic study and the recommendationsModus operandiThe consultant got down to work immediately and formed groups to startinterview process simultaneously at the Head office and various regionaloffices Detailed questionnaire have been devised covering all aspects whichneed to be studied1 In the first round all executives were interviewed starting with TopManagement cascading down to their perception were noted observationscollated and a draft report prepared92 In the second round the Staff and workers were interviewed theirperceptions were recorded observations for the consultants were alsorecorded and based on this report generated3 Immediately thereafter the Consultant undertook a SWOT analysis for theentire company in order to make available the strategic dimension which theCorporation could adopt which would provide avenues to employees for theirgrowth This in turn will enable the consultant to formulate appropriatestrategy for enhancing employee motivation and satisfactionDiagnostic observations from interviewsThe outcome of interviews with 150 odd executives is summarized belowi) General morale of employees is low because of a number of non friendlyemployee policies of company as also lack of growth avenues There is alurking fear that with low order position some employees may be asked toleaveii) Because of low order position often there is not enough work for all whichcreates a number of uneasy thoughts in the minds of employeesa) Lack of motivationb) Fear of being asked to leavec) Loss of incentivesbonusd) Erosion of authoritye) Depreciating market valuef) Lowering of image as compared to similarly placed professionals incompeting organizationsg) Diminishing sense of self worthiii) Suggestions for improving work practices or technical suggestions fromexecutives at Junior levels or middle levels take endlessly long before theseget approved and still longer before implementation Many a times thedecision of top management are imposed recklessly without going into theirmerits This makes the entire decision making process erratic and lopsidedthus not giving the desired results This also results in lot of expenditurewith a likelihood of is being scrapped altogether at a later date andsubstitution by yet another not very well thought out decision This creates afeeling of inadequacy and demoralization in the employeesiv) The manner in which the decisions are implemented is yet another greyarea Normally a systematic manner of implementation would comprise ofstep-by-step procedure laid downdocumented and not an adhoc manner In

the instant case one find day top management would take a decision nextday would shoot orders and from third day it would be expected to beimplemented A more systematic manner would have beenndash An ideasuggestion is mootedndash The ideasuggestion would get discussed in a committee like ldquoSuggestionsCommitteerdquo having senior functionaries from various functional disciplinesas members Once the idea is found to have some worth its practicalfeasibility would be studied in the context of organizationndash On the recommendations of the committee the suggestion would then getconsidered by the concerned department and its practical implementabilitycost involved how it would impact the organization (whether it would beaccepted by larger population) the likely benefits to be derived its longterm inability etc will be looked intoWorkshops Task-Forcesand Other MethodsOrganisational Analysis10It would then be put up to the top management for their final approval Oncethe approval is accorded then only implementation can be taken upAs against that the current prevalent practice in the organization isndash Top management roots the ideandash They take decision among themselves one way or the other withoutinvolving either the concerned department representative or even theofficersemployees associations which makes the decision totally adhocThis has resulted in large scale frustration among the employees Since neithertheir involvement in the decision making process is sought nor their technicalcompetence is made use ofndash There are no open channels of communication available to employeesCommunication is mostly one way that is top down Open bottoms upcommunication is neither encouraged nor toleratedndash Organizational culture which at one time was considered excellent standsinitiated now due to infighting between the top management cadres andapproach bordering on phycophancy and one-up-manshipndash Management style is biased in a way lsquoyou show me the face and I willshow you the rulersquondash Though an objective performance appraisal system is existing but theprevalent culture makes it highly subjective and due to which employees donot have any turst Donkeys and Horses appraised on the same yardstickand at times the donkeys may outsmart the horsesndash Professionalism has taken a back seat to the extent that those close to themanagement call all shots ndash views of the experts may not be taken intocognizancendash Strategic planning process dealing with devising long-term and short-termgoalsobjectives has been given a back seat The strategic planning exerciseis merely a shorn and action plans display the high ndash handedness andwishful thinking of top managementndash Overall discipline in the organization is a all time low with people gettingaway with favouritismndash The top management team is more into routine jobs rather than urgentcorporate Governance issues requiring their attentioin In doing so they endup usurping the authority of their subordinates which has a cascading effectadversely affecting the morale of employees at all levelsndash Job rotations and transfers at senior levels are too frequent at the whimsand fancies of people in authority This leads to lack of continuity inorganizational processes with a resultant low productivity all roundndash Because of whimsical approach of senior management employees at lower

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

In India many organisations use internal task forces for organisational changeA number of Organisational Designers and OD Consultants make it compulsoryfor the organisation to appoint an internal task force to assist the facilitator inthe change process A task force is a group of employees of an organisationconstituted by the top management and charged with the responsibility ofworking on a specific taskassignment in additin their formally assigned jobspecific roles The task force when constituted should have terms of referenceNormally each task force has a convenor a secretary and a set of resourcesto complete the task The terms of reference should contain the details of theWorkshops Task-Forcesand Other MethodsOrganisational Analysis4purpose why the task force is constituted the methodology they can use theflexibility they have in reformulating or redefining the job given to them theresources they have the assistance they needexpect from other employees thetime frame and office bearers When such task forces are constituted it iscustomary to make an announcement of the task force and its terms ofreference (at least a summary of it) to all employees (at least to all thoseconcerned with the issues) of the organisationThe task forces may work independently or under the general directionguidance of the Chief Executive a Top level Manager (like a Director) or aConsultant or FacilitatorThe work of the task force is time-bound Thus an organisation can useany number of task forces depending on the problemsissues are willing totake upNormally the task forces are constituted for diagnosis of spcific problems andworking on specific issues General organisational diagnosis is not entrusted totask forces as such diagnosis can be done better through the earlier outlinedmethods However OD Consultants are known to use task forces as soundingbodies when they use questionnaires interviews and the workshop method Thetask force can be used as an overseeing mechanism guidance mechanism foranalysis of data and presentation of the data gathered from other sources andpreparing action plans The following steps used by a Performance Appraisaltask force are illustrative of the way the task forces functionAppointment The top 20 Executives including the Chief of an Engineeringcomany constitute an ldquoOrganisation Developmentrdquo or OD Group They meetevery quarter to review the progress of the organisation specially withreference to its human processes Every time they meet they meet for about 2full days to discuss all issues In one of the meetings they identified a largenumber of areas needing changes improvements for better functioning of thecompany Of the 20 and odd issuesareasproblems identified size issues werelisted as priority items (eg Performance Appraisal Rewards MIS etc) Theyconstituted six different task forces are drawn from these 20 the membershipof the task force went beyond the top 20 In some of the task force juniorlevel executives were also included Each task force was given a terms ofreference and target date for completion of their diagnosis and preparation ofrecommendations The task forces were required to keep presenting theirinterim reports to the OD GroupPerformance Appraisal Task Force This task force consisted of threesenior executives They were given the freedom to engage a consultant to helpthem The task force is to evolve a open system of performance appraisalThey were also required to design a format and a manual keeping in mind theconcerns expressed by the OD Group They are also required to assist inimplementing the system the operational aspects of which will be taken up bythe personnel department

Initial Meetings The task force had a few initial meetings to clarify theirown role and list various activities they need to undertake They decided tocommission a quick study of the attitudes of employees (officers andexecutives) to the existing appraisal system and their preferences for whatshould be included in the new system They decided to put a couple of youngMBAs to design the questionnaire administer it analyse it and prepare a statusreport They simultaneously decided to take the help of a consultant to helpthem design and implement the system5Evolving a Format and Objectives After the survey was conducted thetask force had a series of meetings and identified the main and sub-objectivesof the appraisal system They have also identified the components and prepareda format incorporating these objectivesTesting out the Format The task-force then identified a representativesample of executives and contacted them individual for testing out the formatEach member interviewed a few executives The interview consisted ofexplaining the objectives and format to each executive and taking their viewsand reactions to itPreparing a Manual On the basis of this preliminary try out the task-forceprepared an accompanying manual and also finalised the performance appraisalsystemPreliminary try-out The task force then conducted a series of orientationcum-trial workshops to introduce the new system After such workshop againviews and opinions of executives were obtained Six members after theworkshop another series of interviews were conducted to diagnose thedifficulties experienced by executives in implementing the systemReporting to OD Group Periodically the task force went on reporting to theOD Group After the first round of trials a decision was taken to implement thenew system and the task force was dissolved and other monitoring mechanismswere workedAlthough all details of the working of the task-force are presented here theabove description may make it clear the way task-forces function Since theyare drawn from the practicing world and their time is valuable the task forcesmeans business Their diagnosis may be continuous and forms a part of theaction plan The task-force mentioned above went on diagnosing the mood ofthe people and the process support required to implement the new appraisalsystem They used interviews workshops surveys informal discussions andtheir own observations as diagnostic tools They have also combined diagnosiswith continuous action115 MANAGEMENT ASSESSMENT CENTRESA situation in which management candidates are asked to make decisions inhypothetical situations and are scored on their performance It usually alsoinvolves testing and the use of management gamesIn a two-to three day management assessment center 10 or 12 managementcandidates perform realistic management tasks (like making presentations) underthe observation of expert appraisers each candidatersquos management potential isthereby assessed or appraised The center itself may be a plain conferenceroom but it is often a special room with a one way mirror to facilitateunobtrusive observations Examples of the simulated exercises included in atypical assessment center are as followsThe in-basket With this exercise the candidate is faced with an accumulationof reports memos notes of incoming phone calls letters and other materialscollected in the inbasket of the simulated job he or she is to take over Thecandidate is asked to take appropriate action on each of these materials Forexample he or she must write letters notes or agendas for meetingsThe results of the candidatersquos actions are then reviewed by the trained

evaluators

The leaderless group discussion A leaderless group is given a discussionquestion and told to arrive at a group decision He raters then evaluate eachgroup memberrsquos interpersonal skills acceptance by the group leadership abilityand individual influenceManagement games Participants engage in realistic problem solving usuallyas members of two or more simulated companies that are competing in themarketplace Decisions might have to be made about matters like how toadvertise and manufacture and how much inventory to keep in stockIndividual presentations A participantrsquos communication skills andpersuasiveness are evaluated by having the person make an oral presentation ofan assigned topicObjective lists All types of paper-and-pencil tests of personality mental abilityinterests and achievements might also be a part of an assessment centerThe interview Most centers also require an interview between at least one ofthe expert assessors and each participant Here the latterrsquos current interestsbackground past performance and motivation are assessedThe agenda for a typical two-day assessment center is presented in Appendix 4116 OTHER METHODSOther methods like observation and analysis of factual information records etccould also be used for organisational analysis However they have seriouslimitations and are not very popular in IndiaObservational MethodsThis method is most useful when an outside consultant is used for diagnosisInsiders are most often blind to the events and data that are a part of theorganisation An outsider could observe a number of things For example thebehaviour of people when the work hours begin in the morning at the time ofthe close of working hours the notices displayed the work organisation thebehaviour of people in meetings the kind of memos written to each other teaand lunch breaks canteen and the way it is organised behaviour of employeesin the organisation etc could be observed and inferences madeThe main limitations of this method arei) Not all processes are amenable to observation and the observerrsquos ownbiases get reflected in observations Observation methods could be used aspreliminary diagnostic tools Unless they are supplemented with interviewsor other methods a good quality diagnosis may be different Nadler (1977)ii) The basic strength or weakness of observation as a tool is that the observeris the data-collection instrument (as opposed to the questionnaire as theobservation instrument) A sensitive observer making use of an effectivestructure for observation can be an effective data-collection tool Anobserver who has little sensitivity and no guiding structure may spend hoursobserving see nothing and report no usable dataSecondary Data and Unobtrusive MeasuresRecords maintained by organisations can be very useful sources Now-a-dayswith easy accessibility of computers most organisations collect and store a lotof data Absenteeism rates and patterns grievances costs delays work7performance records attendance at meetings circulars and other officecommunications provide ample opportunities for diagnosisMinutes of meetings points of view expressed in meetings etc also offerenough insights These methods unfortunately are less frequently used Forexample analysis of performance appraisal reports can give a lot of significantdata about the problems and difficulties of employees their competency gapsand so on Similarly an analysis of the delays in submitting reports (MISbudgets appraisals reward recommendations) leave applications complaints etc

may also provide significant insights117 SUMMARYEvery method has some advantages and some limitations Interviews have theadvantage of studying the problems in depth and offering scope for generatingand testing many hypothesis Task-forces are very useful in continuousdiagnosis and implementation Questionnaire provide systematic information andcomparability with other organisatioins and of the same organisation at differentpoints of time is enhanced Observations and secondary data provide directinsights into the existing situation and are factual The quality of diagnosis islikely to improve if a number of methods are used simultaneously than relyingon a single method118 SELF-ASSESSMENT QUESTIONS1) When do you use work shop method for Organisational diagnosis Explainin detail the process of Work shop method2) What are task forces and internal teams3) Explain the method of observation and its limitations119 FURTHER READINGDA Nadler Feedback and Organisation Development Using Data BasedMethods Addison Wesley Publishing Company 1977Workshops Task-Forcesand Other MethodsOrganisational Analysis8Appendix 1SIGMA ENGINEERING CONSULTANTS ampCONSTRUCTION INDIA LTD A DIAGNOSTIC STUDY REPORTIntroduction Sigma Engineering amp Construction company a well entrencheddiversified company possessing monopoly in concept to commissioning andconstruction areas into intrastructure development steel plants petroleumrefining and petro chemicals highways etc due to highly competitiveenvironment was facing acute order crunch The chief Executive hired aconsultant to study the cause(s) of Lower productivity of employeescompromising quality of products and services and consequent low morale ofemployeesBackground Sigma Engineering amp Construction Company was started wayback in 1953 by a couple of enterprising engineers with a capital of 1 croreThe basic training of the 2 engineers had taken place abroad followed byaround 8 years experience of working in large conglomerates in US amp Europewith their sound knowledge of the trade excellent and credential excellentcontacts it was not difficult to get orders form good companies The companymade steady growth for almost 20 years by remaining profit making throughoutAs company expanded its operations and ventured into newer domains itsemployee strength increased form 150 additional employees to a staggering2343 employees as on the date when the Chief Executive hired the services ofthe Consultant Company has come for long way form Joint OwnershipCompany to a Limited company with a Board of Directors and variousstakeholders Companyrsquos shares are being quoted in the Bombay StockExchange amp NSE However alongwith the growth other aspects like pushesand pulls for acquisition of power at the Board level and various for likeofficers Association and Employees Association (Employees Union) areconstantly having a showdown with the Companyrsquos management for garneringa bigger share of incentives for employees Amidst these issues the vital issuewhich are being partially side tracked and which needs urgent attention arei) Technological Upgradation of work processesii) Devising appropriate corporate strategies for remaining competitive inthe face of onslaught of some MNCrsquos who are perpetually trying for a

larger share of the pieiii) Carving more professional company policies and work practicesiv) Developing a motivating work culture and environmentsThe employee productivity is on the decline for various reasons and the chiefexecutive is concerned about various indicators which do not augur well for theorganization and is convinced that some immediate steps in the right directionare needed to be taken He has worked out an Action plan alongwith hisBoard Members One of the areas which needs looking into is the peopleissues ie creating a motivating and invigorating work culture Hence the hiringof the consultant The chief Executive has given the scope of study and iswaiting for the diagnostic study and the recommendationsModus operandiThe consultant got down to work immediately and formed groups to startinterview process simultaneously at the Head office and various regionaloffices Detailed questionnaire have been devised covering all aspects whichneed to be studied1 In the first round all executives were interviewed starting with TopManagement cascading down to their perception were noted observationscollated and a draft report prepared92 In the second round the Staff and workers were interviewed theirperceptions were recorded observations for the consultants were alsorecorded and based on this report generated3 Immediately thereafter the Consultant undertook a SWOT analysis for theentire company in order to make available the strategic dimension which theCorporation could adopt which would provide avenues to employees for theirgrowth This in turn will enable the consultant to formulate appropriatestrategy for enhancing employee motivation and satisfactionDiagnostic observations from interviewsThe outcome of interviews with 150 odd executives is summarized belowi) General morale of employees is low because of a number of non friendlyemployee policies of company as also lack of growth avenues There is alurking fear that with low order position some employees may be asked toleaveii) Because of low order position often there is not enough work for all whichcreates a number of uneasy thoughts in the minds of employeesa) Lack of motivationb) Fear of being asked to leavec) Loss of incentivesbonusd) Erosion of authoritye) Depreciating market valuef) Lowering of image as compared to similarly placed professionals incompeting organizationsg) Diminishing sense of self worthiii) Suggestions for improving work practices or technical suggestions fromexecutives at Junior levels or middle levels take endlessly long before theseget approved and still longer before implementation Many a times thedecision of top management are imposed recklessly without going into theirmerits This makes the entire decision making process erratic and lopsidedthus not giving the desired results This also results in lot of expenditurewith a likelihood of is being scrapped altogether at a later date andsubstitution by yet another not very well thought out decision This creates afeeling of inadequacy and demoralization in the employeesiv) The manner in which the decisions are implemented is yet another greyarea Normally a systematic manner of implementation would comprise ofstep-by-step procedure laid downdocumented and not an adhoc manner In

the instant case one find day top management would take a decision nextday would shoot orders and from third day it would be expected to beimplemented A more systematic manner would have beenndash An ideasuggestion is mootedndash The ideasuggestion would get discussed in a committee like ldquoSuggestionsCommitteerdquo having senior functionaries from various functional disciplinesas members Once the idea is found to have some worth its practicalfeasibility would be studied in the context of organizationndash On the recommendations of the committee the suggestion would then getconsidered by the concerned department and its practical implementabilitycost involved how it would impact the organization (whether it would beaccepted by larger population) the likely benefits to be derived its longterm inability etc will be looked intoWorkshops Task-Forcesand Other MethodsOrganisational Analysis10It would then be put up to the top management for their final approval Oncethe approval is accorded then only implementation can be taken upAs against that the current prevalent practice in the organization isndash Top management roots the ideandash They take decision among themselves one way or the other withoutinvolving either the concerned department representative or even theofficersemployees associations which makes the decision totally adhocThis has resulted in large scale frustration among the employees Since neithertheir involvement in the decision making process is sought nor their technicalcompetence is made use ofndash There are no open channels of communication available to employeesCommunication is mostly one way that is top down Open bottoms upcommunication is neither encouraged nor toleratedndash Organizational culture which at one time was considered excellent standsinitiated now due to infighting between the top management cadres andapproach bordering on phycophancy and one-up-manshipndash Management style is biased in a way lsquoyou show me the face and I willshow you the rulersquondash Though an objective performance appraisal system is existing but theprevalent culture makes it highly subjective and due to which employees donot have any turst Donkeys and Horses appraised on the same yardstickand at times the donkeys may outsmart the horsesndash Professionalism has taken a back seat to the extent that those close to themanagement call all shots ndash views of the experts may not be taken intocognizancendash Strategic planning process dealing with devising long-term and short-termgoalsobjectives has been given a back seat The strategic planning exerciseis merely a shorn and action plans display the high ndash handedness andwishful thinking of top managementndash Overall discipline in the organization is a all time low with people gettingaway with favouritismndash The top management team is more into routine jobs rather than urgentcorporate Governance issues requiring their attentioin In doing so they endup usurping the authority of their subordinates which has a cascading effectadversely affecting the morale of employees at all levelsndash Job rotations and transfers at senior levels are too frequent at the whimsand fancies of people in authority This leads to lack of continuity inorganizational processes with a resultant low productivity all roundndash Because of whimsical approach of senior management employees at lower

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

Initial Meetings The task force had a few initial meetings to clarify theirown role and list various activities they need to undertake They decided tocommission a quick study of the attitudes of employees (officers andexecutives) to the existing appraisal system and their preferences for whatshould be included in the new system They decided to put a couple of youngMBAs to design the questionnaire administer it analyse it and prepare a statusreport They simultaneously decided to take the help of a consultant to helpthem design and implement the system5Evolving a Format and Objectives After the survey was conducted thetask force had a series of meetings and identified the main and sub-objectivesof the appraisal system They have also identified the components and prepareda format incorporating these objectivesTesting out the Format The task-force then identified a representativesample of executives and contacted them individual for testing out the formatEach member interviewed a few executives The interview consisted ofexplaining the objectives and format to each executive and taking their viewsand reactions to itPreparing a Manual On the basis of this preliminary try out the task-forceprepared an accompanying manual and also finalised the performance appraisalsystemPreliminary try-out The task force then conducted a series of orientationcum-trial workshops to introduce the new system After such workshop againviews and opinions of executives were obtained Six members after theworkshop another series of interviews were conducted to diagnose thedifficulties experienced by executives in implementing the systemReporting to OD Group Periodically the task force went on reporting to theOD Group After the first round of trials a decision was taken to implement thenew system and the task force was dissolved and other monitoring mechanismswere workedAlthough all details of the working of the task-force are presented here theabove description may make it clear the way task-forces function Since theyare drawn from the practicing world and their time is valuable the task forcesmeans business Their diagnosis may be continuous and forms a part of theaction plan The task-force mentioned above went on diagnosing the mood ofthe people and the process support required to implement the new appraisalsystem They used interviews workshops surveys informal discussions andtheir own observations as diagnostic tools They have also combined diagnosiswith continuous action115 MANAGEMENT ASSESSMENT CENTRESA situation in which management candidates are asked to make decisions inhypothetical situations and are scored on their performance It usually alsoinvolves testing and the use of management gamesIn a two-to three day management assessment center 10 or 12 managementcandidates perform realistic management tasks (like making presentations) underthe observation of expert appraisers each candidatersquos management potential isthereby assessed or appraised The center itself may be a plain conferenceroom but it is often a special room with a one way mirror to facilitateunobtrusive observations Examples of the simulated exercises included in atypical assessment center are as followsThe in-basket With this exercise the candidate is faced with an accumulationof reports memos notes of incoming phone calls letters and other materialscollected in the inbasket of the simulated job he or she is to take over Thecandidate is asked to take appropriate action on each of these materials Forexample he or she must write letters notes or agendas for meetingsThe results of the candidatersquos actions are then reviewed by the trained

evaluators

The leaderless group discussion A leaderless group is given a discussionquestion and told to arrive at a group decision He raters then evaluate eachgroup memberrsquos interpersonal skills acceptance by the group leadership abilityand individual influenceManagement games Participants engage in realistic problem solving usuallyas members of two or more simulated companies that are competing in themarketplace Decisions might have to be made about matters like how toadvertise and manufacture and how much inventory to keep in stockIndividual presentations A participantrsquos communication skills andpersuasiveness are evaluated by having the person make an oral presentation ofan assigned topicObjective lists All types of paper-and-pencil tests of personality mental abilityinterests and achievements might also be a part of an assessment centerThe interview Most centers also require an interview between at least one ofthe expert assessors and each participant Here the latterrsquos current interestsbackground past performance and motivation are assessedThe agenda for a typical two-day assessment center is presented in Appendix 4116 OTHER METHODSOther methods like observation and analysis of factual information records etccould also be used for organisational analysis However they have seriouslimitations and are not very popular in IndiaObservational MethodsThis method is most useful when an outside consultant is used for diagnosisInsiders are most often blind to the events and data that are a part of theorganisation An outsider could observe a number of things For example thebehaviour of people when the work hours begin in the morning at the time ofthe close of working hours the notices displayed the work organisation thebehaviour of people in meetings the kind of memos written to each other teaand lunch breaks canteen and the way it is organised behaviour of employeesin the organisation etc could be observed and inferences madeThe main limitations of this method arei) Not all processes are amenable to observation and the observerrsquos ownbiases get reflected in observations Observation methods could be used aspreliminary diagnostic tools Unless they are supplemented with interviewsor other methods a good quality diagnosis may be different Nadler (1977)ii) The basic strength or weakness of observation as a tool is that the observeris the data-collection instrument (as opposed to the questionnaire as theobservation instrument) A sensitive observer making use of an effectivestructure for observation can be an effective data-collection tool Anobserver who has little sensitivity and no guiding structure may spend hoursobserving see nothing and report no usable dataSecondary Data and Unobtrusive MeasuresRecords maintained by organisations can be very useful sources Now-a-dayswith easy accessibility of computers most organisations collect and store a lotof data Absenteeism rates and patterns grievances costs delays work7performance records attendance at meetings circulars and other officecommunications provide ample opportunities for diagnosisMinutes of meetings points of view expressed in meetings etc also offerenough insights These methods unfortunately are less frequently used Forexample analysis of performance appraisal reports can give a lot of significantdata about the problems and difficulties of employees their competency gapsand so on Similarly an analysis of the delays in submitting reports (MISbudgets appraisals reward recommendations) leave applications complaints etc

may also provide significant insights117 SUMMARYEvery method has some advantages and some limitations Interviews have theadvantage of studying the problems in depth and offering scope for generatingand testing many hypothesis Task-forces are very useful in continuousdiagnosis and implementation Questionnaire provide systematic information andcomparability with other organisatioins and of the same organisation at differentpoints of time is enhanced Observations and secondary data provide directinsights into the existing situation and are factual The quality of diagnosis islikely to improve if a number of methods are used simultaneously than relyingon a single method118 SELF-ASSESSMENT QUESTIONS1) When do you use work shop method for Organisational diagnosis Explainin detail the process of Work shop method2) What are task forces and internal teams3) Explain the method of observation and its limitations119 FURTHER READINGDA Nadler Feedback and Organisation Development Using Data BasedMethods Addison Wesley Publishing Company 1977Workshops Task-Forcesand Other MethodsOrganisational Analysis8Appendix 1SIGMA ENGINEERING CONSULTANTS ampCONSTRUCTION INDIA LTD A DIAGNOSTIC STUDY REPORTIntroduction Sigma Engineering amp Construction company a well entrencheddiversified company possessing monopoly in concept to commissioning andconstruction areas into intrastructure development steel plants petroleumrefining and petro chemicals highways etc due to highly competitiveenvironment was facing acute order crunch The chief Executive hired aconsultant to study the cause(s) of Lower productivity of employeescompromising quality of products and services and consequent low morale ofemployeesBackground Sigma Engineering amp Construction Company was started wayback in 1953 by a couple of enterprising engineers with a capital of 1 croreThe basic training of the 2 engineers had taken place abroad followed byaround 8 years experience of working in large conglomerates in US amp Europewith their sound knowledge of the trade excellent and credential excellentcontacts it was not difficult to get orders form good companies The companymade steady growth for almost 20 years by remaining profit making throughoutAs company expanded its operations and ventured into newer domains itsemployee strength increased form 150 additional employees to a staggering2343 employees as on the date when the Chief Executive hired the services ofthe Consultant Company has come for long way form Joint OwnershipCompany to a Limited company with a Board of Directors and variousstakeholders Companyrsquos shares are being quoted in the Bombay StockExchange amp NSE However alongwith the growth other aspects like pushesand pulls for acquisition of power at the Board level and various for likeofficers Association and Employees Association (Employees Union) areconstantly having a showdown with the Companyrsquos management for garneringa bigger share of incentives for employees Amidst these issues the vital issuewhich are being partially side tracked and which needs urgent attention arei) Technological Upgradation of work processesii) Devising appropriate corporate strategies for remaining competitive inthe face of onslaught of some MNCrsquos who are perpetually trying for a

larger share of the pieiii) Carving more professional company policies and work practicesiv) Developing a motivating work culture and environmentsThe employee productivity is on the decline for various reasons and the chiefexecutive is concerned about various indicators which do not augur well for theorganization and is convinced that some immediate steps in the right directionare needed to be taken He has worked out an Action plan alongwith hisBoard Members One of the areas which needs looking into is the peopleissues ie creating a motivating and invigorating work culture Hence the hiringof the consultant The chief Executive has given the scope of study and iswaiting for the diagnostic study and the recommendationsModus operandiThe consultant got down to work immediately and formed groups to startinterview process simultaneously at the Head office and various regionaloffices Detailed questionnaire have been devised covering all aspects whichneed to be studied1 In the first round all executives were interviewed starting with TopManagement cascading down to their perception were noted observationscollated and a draft report prepared92 In the second round the Staff and workers were interviewed theirperceptions were recorded observations for the consultants were alsorecorded and based on this report generated3 Immediately thereafter the Consultant undertook a SWOT analysis for theentire company in order to make available the strategic dimension which theCorporation could adopt which would provide avenues to employees for theirgrowth This in turn will enable the consultant to formulate appropriatestrategy for enhancing employee motivation and satisfactionDiagnostic observations from interviewsThe outcome of interviews with 150 odd executives is summarized belowi) General morale of employees is low because of a number of non friendlyemployee policies of company as also lack of growth avenues There is alurking fear that with low order position some employees may be asked toleaveii) Because of low order position often there is not enough work for all whichcreates a number of uneasy thoughts in the minds of employeesa) Lack of motivationb) Fear of being asked to leavec) Loss of incentivesbonusd) Erosion of authoritye) Depreciating market valuef) Lowering of image as compared to similarly placed professionals incompeting organizationsg) Diminishing sense of self worthiii) Suggestions for improving work practices or technical suggestions fromexecutives at Junior levels or middle levels take endlessly long before theseget approved and still longer before implementation Many a times thedecision of top management are imposed recklessly without going into theirmerits This makes the entire decision making process erratic and lopsidedthus not giving the desired results This also results in lot of expenditurewith a likelihood of is being scrapped altogether at a later date andsubstitution by yet another not very well thought out decision This creates afeeling of inadequacy and demoralization in the employeesiv) The manner in which the decisions are implemented is yet another greyarea Normally a systematic manner of implementation would comprise ofstep-by-step procedure laid downdocumented and not an adhoc manner In

the instant case one find day top management would take a decision nextday would shoot orders and from third day it would be expected to beimplemented A more systematic manner would have beenndash An ideasuggestion is mootedndash The ideasuggestion would get discussed in a committee like ldquoSuggestionsCommitteerdquo having senior functionaries from various functional disciplinesas members Once the idea is found to have some worth its practicalfeasibility would be studied in the context of organizationndash On the recommendations of the committee the suggestion would then getconsidered by the concerned department and its practical implementabilitycost involved how it would impact the organization (whether it would beaccepted by larger population) the likely benefits to be derived its longterm inability etc will be looked intoWorkshops Task-Forcesand Other MethodsOrganisational Analysis10It would then be put up to the top management for their final approval Oncethe approval is accorded then only implementation can be taken upAs against that the current prevalent practice in the organization isndash Top management roots the ideandash They take decision among themselves one way or the other withoutinvolving either the concerned department representative or even theofficersemployees associations which makes the decision totally adhocThis has resulted in large scale frustration among the employees Since neithertheir involvement in the decision making process is sought nor their technicalcompetence is made use ofndash There are no open channels of communication available to employeesCommunication is mostly one way that is top down Open bottoms upcommunication is neither encouraged nor toleratedndash Organizational culture which at one time was considered excellent standsinitiated now due to infighting between the top management cadres andapproach bordering on phycophancy and one-up-manshipndash Management style is biased in a way lsquoyou show me the face and I willshow you the rulersquondash Though an objective performance appraisal system is existing but theprevalent culture makes it highly subjective and due to which employees donot have any turst Donkeys and Horses appraised on the same yardstickand at times the donkeys may outsmart the horsesndash Professionalism has taken a back seat to the extent that those close to themanagement call all shots ndash views of the experts may not be taken intocognizancendash Strategic planning process dealing with devising long-term and short-termgoalsobjectives has been given a back seat The strategic planning exerciseis merely a shorn and action plans display the high ndash handedness andwishful thinking of top managementndash Overall discipline in the organization is a all time low with people gettingaway with favouritismndash The top management team is more into routine jobs rather than urgentcorporate Governance issues requiring their attentioin In doing so they endup usurping the authority of their subordinates which has a cascading effectadversely affecting the morale of employees at all levelsndash Job rotations and transfers at senior levels are too frequent at the whimsand fancies of people in authority This leads to lack of continuity inorganizational processes with a resultant low productivity all roundndash Because of whimsical approach of senior management employees at lower

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

evaluators

The leaderless group discussion A leaderless group is given a discussionquestion and told to arrive at a group decision He raters then evaluate eachgroup memberrsquos interpersonal skills acceptance by the group leadership abilityand individual influenceManagement games Participants engage in realistic problem solving usuallyas members of two or more simulated companies that are competing in themarketplace Decisions might have to be made about matters like how toadvertise and manufacture and how much inventory to keep in stockIndividual presentations A participantrsquos communication skills andpersuasiveness are evaluated by having the person make an oral presentation ofan assigned topicObjective lists All types of paper-and-pencil tests of personality mental abilityinterests and achievements might also be a part of an assessment centerThe interview Most centers also require an interview between at least one ofthe expert assessors and each participant Here the latterrsquos current interestsbackground past performance and motivation are assessedThe agenda for a typical two-day assessment center is presented in Appendix 4116 OTHER METHODSOther methods like observation and analysis of factual information records etccould also be used for organisational analysis However they have seriouslimitations and are not very popular in IndiaObservational MethodsThis method is most useful when an outside consultant is used for diagnosisInsiders are most often blind to the events and data that are a part of theorganisation An outsider could observe a number of things For example thebehaviour of people when the work hours begin in the morning at the time ofthe close of working hours the notices displayed the work organisation thebehaviour of people in meetings the kind of memos written to each other teaand lunch breaks canteen and the way it is organised behaviour of employeesin the organisation etc could be observed and inferences madeThe main limitations of this method arei) Not all processes are amenable to observation and the observerrsquos ownbiases get reflected in observations Observation methods could be used aspreliminary diagnostic tools Unless they are supplemented with interviewsor other methods a good quality diagnosis may be different Nadler (1977)ii) The basic strength or weakness of observation as a tool is that the observeris the data-collection instrument (as opposed to the questionnaire as theobservation instrument) A sensitive observer making use of an effectivestructure for observation can be an effective data-collection tool Anobserver who has little sensitivity and no guiding structure may spend hoursobserving see nothing and report no usable dataSecondary Data and Unobtrusive MeasuresRecords maintained by organisations can be very useful sources Now-a-dayswith easy accessibility of computers most organisations collect and store a lotof data Absenteeism rates and patterns grievances costs delays work7performance records attendance at meetings circulars and other officecommunications provide ample opportunities for diagnosisMinutes of meetings points of view expressed in meetings etc also offerenough insights These methods unfortunately are less frequently used Forexample analysis of performance appraisal reports can give a lot of significantdata about the problems and difficulties of employees their competency gapsand so on Similarly an analysis of the delays in submitting reports (MISbudgets appraisals reward recommendations) leave applications complaints etc

may also provide significant insights117 SUMMARYEvery method has some advantages and some limitations Interviews have theadvantage of studying the problems in depth and offering scope for generatingand testing many hypothesis Task-forces are very useful in continuousdiagnosis and implementation Questionnaire provide systematic information andcomparability with other organisatioins and of the same organisation at differentpoints of time is enhanced Observations and secondary data provide directinsights into the existing situation and are factual The quality of diagnosis islikely to improve if a number of methods are used simultaneously than relyingon a single method118 SELF-ASSESSMENT QUESTIONS1) When do you use work shop method for Organisational diagnosis Explainin detail the process of Work shop method2) What are task forces and internal teams3) Explain the method of observation and its limitations119 FURTHER READINGDA Nadler Feedback and Organisation Development Using Data BasedMethods Addison Wesley Publishing Company 1977Workshops Task-Forcesand Other MethodsOrganisational Analysis8Appendix 1SIGMA ENGINEERING CONSULTANTS ampCONSTRUCTION INDIA LTD A DIAGNOSTIC STUDY REPORTIntroduction Sigma Engineering amp Construction company a well entrencheddiversified company possessing monopoly in concept to commissioning andconstruction areas into intrastructure development steel plants petroleumrefining and petro chemicals highways etc due to highly competitiveenvironment was facing acute order crunch The chief Executive hired aconsultant to study the cause(s) of Lower productivity of employeescompromising quality of products and services and consequent low morale ofemployeesBackground Sigma Engineering amp Construction Company was started wayback in 1953 by a couple of enterprising engineers with a capital of 1 croreThe basic training of the 2 engineers had taken place abroad followed byaround 8 years experience of working in large conglomerates in US amp Europewith their sound knowledge of the trade excellent and credential excellentcontacts it was not difficult to get orders form good companies The companymade steady growth for almost 20 years by remaining profit making throughoutAs company expanded its operations and ventured into newer domains itsemployee strength increased form 150 additional employees to a staggering2343 employees as on the date when the Chief Executive hired the services ofthe Consultant Company has come for long way form Joint OwnershipCompany to a Limited company with a Board of Directors and variousstakeholders Companyrsquos shares are being quoted in the Bombay StockExchange amp NSE However alongwith the growth other aspects like pushesand pulls for acquisition of power at the Board level and various for likeofficers Association and Employees Association (Employees Union) areconstantly having a showdown with the Companyrsquos management for garneringa bigger share of incentives for employees Amidst these issues the vital issuewhich are being partially side tracked and which needs urgent attention arei) Technological Upgradation of work processesii) Devising appropriate corporate strategies for remaining competitive inthe face of onslaught of some MNCrsquos who are perpetually trying for a

larger share of the pieiii) Carving more professional company policies and work practicesiv) Developing a motivating work culture and environmentsThe employee productivity is on the decline for various reasons and the chiefexecutive is concerned about various indicators which do not augur well for theorganization and is convinced that some immediate steps in the right directionare needed to be taken He has worked out an Action plan alongwith hisBoard Members One of the areas which needs looking into is the peopleissues ie creating a motivating and invigorating work culture Hence the hiringof the consultant The chief Executive has given the scope of study and iswaiting for the diagnostic study and the recommendationsModus operandiThe consultant got down to work immediately and formed groups to startinterview process simultaneously at the Head office and various regionaloffices Detailed questionnaire have been devised covering all aspects whichneed to be studied1 In the first round all executives were interviewed starting with TopManagement cascading down to their perception were noted observationscollated and a draft report prepared92 In the second round the Staff and workers were interviewed theirperceptions were recorded observations for the consultants were alsorecorded and based on this report generated3 Immediately thereafter the Consultant undertook a SWOT analysis for theentire company in order to make available the strategic dimension which theCorporation could adopt which would provide avenues to employees for theirgrowth This in turn will enable the consultant to formulate appropriatestrategy for enhancing employee motivation and satisfactionDiagnostic observations from interviewsThe outcome of interviews with 150 odd executives is summarized belowi) General morale of employees is low because of a number of non friendlyemployee policies of company as also lack of growth avenues There is alurking fear that with low order position some employees may be asked toleaveii) Because of low order position often there is not enough work for all whichcreates a number of uneasy thoughts in the minds of employeesa) Lack of motivationb) Fear of being asked to leavec) Loss of incentivesbonusd) Erosion of authoritye) Depreciating market valuef) Lowering of image as compared to similarly placed professionals incompeting organizationsg) Diminishing sense of self worthiii) Suggestions for improving work practices or technical suggestions fromexecutives at Junior levels or middle levels take endlessly long before theseget approved and still longer before implementation Many a times thedecision of top management are imposed recklessly without going into theirmerits This makes the entire decision making process erratic and lopsidedthus not giving the desired results This also results in lot of expenditurewith a likelihood of is being scrapped altogether at a later date andsubstitution by yet another not very well thought out decision This creates afeeling of inadequacy and demoralization in the employeesiv) The manner in which the decisions are implemented is yet another greyarea Normally a systematic manner of implementation would comprise ofstep-by-step procedure laid downdocumented and not an adhoc manner In

the instant case one find day top management would take a decision nextday would shoot orders and from third day it would be expected to beimplemented A more systematic manner would have beenndash An ideasuggestion is mootedndash The ideasuggestion would get discussed in a committee like ldquoSuggestionsCommitteerdquo having senior functionaries from various functional disciplinesas members Once the idea is found to have some worth its practicalfeasibility would be studied in the context of organizationndash On the recommendations of the committee the suggestion would then getconsidered by the concerned department and its practical implementabilitycost involved how it would impact the organization (whether it would beaccepted by larger population) the likely benefits to be derived its longterm inability etc will be looked intoWorkshops Task-Forcesand Other MethodsOrganisational Analysis10It would then be put up to the top management for their final approval Oncethe approval is accorded then only implementation can be taken upAs against that the current prevalent practice in the organization isndash Top management roots the ideandash They take decision among themselves one way or the other withoutinvolving either the concerned department representative or even theofficersemployees associations which makes the decision totally adhocThis has resulted in large scale frustration among the employees Since neithertheir involvement in the decision making process is sought nor their technicalcompetence is made use ofndash There are no open channels of communication available to employeesCommunication is mostly one way that is top down Open bottoms upcommunication is neither encouraged nor toleratedndash Organizational culture which at one time was considered excellent standsinitiated now due to infighting between the top management cadres andapproach bordering on phycophancy and one-up-manshipndash Management style is biased in a way lsquoyou show me the face and I willshow you the rulersquondash Though an objective performance appraisal system is existing but theprevalent culture makes it highly subjective and due to which employees donot have any turst Donkeys and Horses appraised on the same yardstickand at times the donkeys may outsmart the horsesndash Professionalism has taken a back seat to the extent that those close to themanagement call all shots ndash views of the experts may not be taken intocognizancendash Strategic planning process dealing with devising long-term and short-termgoalsobjectives has been given a back seat The strategic planning exerciseis merely a shorn and action plans display the high ndash handedness andwishful thinking of top managementndash Overall discipline in the organization is a all time low with people gettingaway with favouritismndash The top management team is more into routine jobs rather than urgentcorporate Governance issues requiring their attentioin In doing so they endup usurping the authority of their subordinates which has a cascading effectadversely affecting the morale of employees at all levelsndash Job rotations and transfers at senior levels are too frequent at the whimsand fancies of people in authority This leads to lack of continuity inorganizational processes with a resultant low productivity all roundndash Because of whimsical approach of senior management employees at lower

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

may also provide significant insights117 SUMMARYEvery method has some advantages and some limitations Interviews have theadvantage of studying the problems in depth and offering scope for generatingand testing many hypothesis Task-forces are very useful in continuousdiagnosis and implementation Questionnaire provide systematic information andcomparability with other organisatioins and of the same organisation at differentpoints of time is enhanced Observations and secondary data provide directinsights into the existing situation and are factual The quality of diagnosis islikely to improve if a number of methods are used simultaneously than relyingon a single method118 SELF-ASSESSMENT QUESTIONS1) When do you use work shop method for Organisational diagnosis Explainin detail the process of Work shop method2) What are task forces and internal teams3) Explain the method of observation and its limitations119 FURTHER READINGDA Nadler Feedback and Organisation Development Using Data BasedMethods Addison Wesley Publishing Company 1977Workshops Task-Forcesand Other MethodsOrganisational Analysis8Appendix 1SIGMA ENGINEERING CONSULTANTS ampCONSTRUCTION INDIA LTD A DIAGNOSTIC STUDY REPORTIntroduction Sigma Engineering amp Construction company a well entrencheddiversified company possessing monopoly in concept to commissioning andconstruction areas into intrastructure development steel plants petroleumrefining and petro chemicals highways etc due to highly competitiveenvironment was facing acute order crunch The chief Executive hired aconsultant to study the cause(s) of Lower productivity of employeescompromising quality of products and services and consequent low morale ofemployeesBackground Sigma Engineering amp Construction Company was started wayback in 1953 by a couple of enterprising engineers with a capital of 1 croreThe basic training of the 2 engineers had taken place abroad followed byaround 8 years experience of working in large conglomerates in US amp Europewith their sound knowledge of the trade excellent and credential excellentcontacts it was not difficult to get orders form good companies The companymade steady growth for almost 20 years by remaining profit making throughoutAs company expanded its operations and ventured into newer domains itsemployee strength increased form 150 additional employees to a staggering2343 employees as on the date when the Chief Executive hired the services ofthe Consultant Company has come for long way form Joint OwnershipCompany to a Limited company with a Board of Directors and variousstakeholders Companyrsquos shares are being quoted in the Bombay StockExchange amp NSE However alongwith the growth other aspects like pushesand pulls for acquisition of power at the Board level and various for likeofficers Association and Employees Association (Employees Union) areconstantly having a showdown with the Companyrsquos management for garneringa bigger share of incentives for employees Amidst these issues the vital issuewhich are being partially side tracked and which needs urgent attention arei) Technological Upgradation of work processesii) Devising appropriate corporate strategies for remaining competitive inthe face of onslaught of some MNCrsquos who are perpetually trying for a

larger share of the pieiii) Carving more professional company policies and work practicesiv) Developing a motivating work culture and environmentsThe employee productivity is on the decline for various reasons and the chiefexecutive is concerned about various indicators which do not augur well for theorganization and is convinced that some immediate steps in the right directionare needed to be taken He has worked out an Action plan alongwith hisBoard Members One of the areas which needs looking into is the peopleissues ie creating a motivating and invigorating work culture Hence the hiringof the consultant The chief Executive has given the scope of study and iswaiting for the diagnostic study and the recommendationsModus operandiThe consultant got down to work immediately and formed groups to startinterview process simultaneously at the Head office and various regionaloffices Detailed questionnaire have been devised covering all aspects whichneed to be studied1 In the first round all executives were interviewed starting with TopManagement cascading down to their perception were noted observationscollated and a draft report prepared92 In the second round the Staff and workers were interviewed theirperceptions were recorded observations for the consultants were alsorecorded and based on this report generated3 Immediately thereafter the Consultant undertook a SWOT analysis for theentire company in order to make available the strategic dimension which theCorporation could adopt which would provide avenues to employees for theirgrowth This in turn will enable the consultant to formulate appropriatestrategy for enhancing employee motivation and satisfactionDiagnostic observations from interviewsThe outcome of interviews with 150 odd executives is summarized belowi) General morale of employees is low because of a number of non friendlyemployee policies of company as also lack of growth avenues There is alurking fear that with low order position some employees may be asked toleaveii) Because of low order position often there is not enough work for all whichcreates a number of uneasy thoughts in the minds of employeesa) Lack of motivationb) Fear of being asked to leavec) Loss of incentivesbonusd) Erosion of authoritye) Depreciating market valuef) Lowering of image as compared to similarly placed professionals incompeting organizationsg) Diminishing sense of self worthiii) Suggestions for improving work practices or technical suggestions fromexecutives at Junior levels or middle levels take endlessly long before theseget approved and still longer before implementation Many a times thedecision of top management are imposed recklessly without going into theirmerits This makes the entire decision making process erratic and lopsidedthus not giving the desired results This also results in lot of expenditurewith a likelihood of is being scrapped altogether at a later date andsubstitution by yet another not very well thought out decision This creates afeeling of inadequacy and demoralization in the employeesiv) The manner in which the decisions are implemented is yet another greyarea Normally a systematic manner of implementation would comprise ofstep-by-step procedure laid downdocumented and not an adhoc manner In

the instant case one find day top management would take a decision nextday would shoot orders and from third day it would be expected to beimplemented A more systematic manner would have beenndash An ideasuggestion is mootedndash The ideasuggestion would get discussed in a committee like ldquoSuggestionsCommitteerdquo having senior functionaries from various functional disciplinesas members Once the idea is found to have some worth its practicalfeasibility would be studied in the context of organizationndash On the recommendations of the committee the suggestion would then getconsidered by the concerned department and its practical implementabilitycost involved how it would impact the organization (whether it would beaccepted by larger population) the likely benefits to be derived its longterm inability etc will be looked intoWorkshops Task-Forcesand Other MethodsOrganisational Analysis10It would then be put up to the top management for their final approval Oncethe approval is accorded then only implementation can be taken upAs against that the current prevalent practice in the organization isndash Top management roots the ideandash They take decision among themselves one way or the other withoutinvolving either the concerned department representative or even theofficersemployees associations which makes the decision totally adhocThis has resulted in large scale frustration among the employees Since neithertheir involvement in the decision making process is sought nor their technicalcompetence is made use ofndash There are no open channels of communication available to employeesCommunication is mostly one way that is top down Open bottoms upcommunication is neither encouraged nor toleratedndash Organizational culture which at one time was considered excellent standsinitiated now due to infighting between the top management cadres andapproach bordering on phycophancy and one-up-manshipndash Management style is biased in a way lsquoyou show me the face and I willshow you the rulersquondash Though an objective performance appraisal system is existing but theprevalent culture makes it highly subjective and due to which employees donot have any turst Donkeys and Horses appraised on the same yardstickand at times the donkeys may outsmart the horsesndash Professionalism has taken a back seat to the extent that those close to themanagement call all shots ndash views of the experts may not be taken intocognizancendash Strategic planning process dealing with devising long-term and short-termgoalsobjectives has been given a back seat The strategic planning exerciseis merely a shorn and action plans display the high ndash handedness andwishful thinking of top managementndash Overall discipline in the organization is a all time low with people gettingaway with favouritismndash The top management team is more into routine jobs rather than urgentcorporate Governance issues requiring their attentioin In doing so they endup usurping the authority of their subordinates which has a cascading effectadversely affecting the morale of employees at all levelsndash Job rotations and transfers at senior levels are too frequent at the whimsand fancies of people in authority This leads to lack of continuity inorganizational processes with a resultant low productivity all roundndash Because of whimsical approach of senior management employees at lower

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

larger share of the pieiii) Carving more professional company policies and work practicesiv) Developing a motivating work culture and environmentsThe employee productivity is on the decline for various reasons and the chiefexecutive is concerned about various indicators which do not augur well for theorganization and is convinced that some immediate steps in the right directionare needed to be taken He has worked out an Action plan alongwith hisBoard Members One of the areas which needs looking into is the peopleissues ie creating a motivating and invigorating work culture Hence the hiringof the consultant The chief Executive has given the scope of study and iswaiting for the diagnostic study and the recommendationsModus operandiThe consultant got down to work immediately and formed groups to startinterview process simultaneously at the Head office and various regionaloffices Detailed questionnaire have been devised covering all aspects whichneed to be studied1 In the first round all executives were interviewed starting with TopManagement cascading down to their perception were noted observationscollated and a draft report prepared92 In the second round the Staff and workers were interviewed theirperceptions were recorded observations for the consultants were alsorecorded and based on this report generated3 Immediately thereafter the Consultant undertook a SWOT analysis for theentire company in order to make available the strategic dimension which theCorporation could adopt which would provide avenues to employees for theirgrowth This in turn will enable the consultant to formulate appropriatestrategy for enhancing employee motivation and satisfactionDiagnostic observations from interviewsThe outcome of interviews with 150 odd executives is summarized belowi) General morale of employees is low because of a number of non friendlyemployee policies of company as also lack of growth avenues There is alurking fear that with low order position some employees may be asked toleaveii) Because of low order position often there is not enough work for all whichcreates a number of uneasy thoughts in the minds of employeesa) Lack of motivationb) Fear of being asked to leavec) Loss of incentivesbonusd) Erosion of authoritye) Depreciating market valuef) Lowering of image as compared to similarly placed professionals incompeting organizationsg) Diminishing sense of self worthiii) Suggestions for improving work practices or technical suggestions fromexecutives at Junior levels or middle levels take endlessly long before theseget approved and still longer before implementation Many a times thedecision of top management are imposed recklessly without going into theirmerits This makes the entire decision making process erratic and lopsidedthus not giving the desired results This also results in lot of expenditurewith a likelihood of is being scrapped altogether at a later date andsubstitution by yet another not very well thought out decision This creates afeeling of inadequacy and demoralization in the employeesiv) The manner in which the decisions are implemented is yet another greyarea Normally a systematic manner of implementation would comprise ofstep-by-step procedure laid downdocumented and not an adhoc manner In

the instant case one find day top management would take a decision nextday would shoot orders and from third day it would be expected to beimplemented A more systematic manner would have beenndash An ideasuggestion is mootedndash The ideasuggestion would get discussed in a committee like ldquoSuggestionsCommitteerdquo having senior functionaries from various functional disciplinesas members Once the idea is found to have some worth its practicalfeasibility would be studied in the context of organizationndash On the recommendations of the committee the suggestion would then getconsidered by the concerned department and its practical implementabilitycost involved how it would impact the organization (whether it would beaccepted by larger population) the likely benefits to be derived its longterm inability etc will be looked intoWorkshops Task-Forcesand Other MethodsOrganisational Analysis10It would then be put up to the top management for their final approval Oncethe approval is accorded then only implementation can be taken upAs against that the current prevalent practice in the organization isndash Top management roots the ideandash They take decision among themselves one way or the other withoutinvolving either the concerned department representative or even theofficersemployees associations which makes the decision totally adhocThis has resulted in large scale frustration among the employees Since neithertheir involvement in the decision making process is sought nor their technicalcompetence is made use ofndash There are no open channels of communication available to employeesCommunication is mostly one way that is top down Open bottoms upcommunication is neither encouraged nor toleratedndash Organizational culture which at one time was considered excellent standsinitiated now due to infighting between the top management cadres andapproach bordering on phycophancy and one-up-manshipndash Management style is biased in a way lsquoyou show me the face and I willshow you the rulersquondash Though an objective performance appraisal system is existing but theprevalent culture makes it highly subjective and due to which employees donot have any turst Donkeys and Horses appraised on the same yardstickand at times the donkeys may outsmart the horsesndash Professionalism has taken a back seat to the extent that those close to themanagement call all shots ndash views of the experts may not be taken intocognizancendash Strategic planning process dealing with devising long-term and short-termgoalsobjectives has been given a back seat The strategic planning exerciseis merely a shorn and action plans display the high ndash handedness andwishful thinking of top managementndash Overall discipline in the organization is a all time low with people gettingaway with favouritismndash The top management team is more into routine jobs rather than urgentcorporate Governance issues requiring their attentioin In doing so they endup usurping the authority of their subordinates which has a cascading effectadversely affecting the morale of employees at all levelsndash Job rotations and transfers at senior levels are too frequent at the whimsand fancies of people in authority This leads to lack of continuity inorganizational processes with a resultant low productivity all roundndash Because of whimsical approach of senior management employees at lower

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

the instant case one find day top management would take a decision nextday would shoot orders and from third day it would be expected to beimplemented A more systematic manner would have beenndash An ideasuggestion is mootedndash The ideasuggestion would get discussed in a committee like ldquoSuggestionsCommitteerdquo having senior functionaries from various functional disciplinesas members Once the idea is found to have some worth its practicalfeasibility would be studied in the context of organizationndash On the recommendations of the committee the suggestion would then getconsidered by the concerned department and its practical implementabilitycost involved how it would impact the organization (whether it would beaccepted by larger population) the likely benefits to be derived its longterm inability etc will be looked intoWorkshops Task-Forcesand Other MethodsOrganisational Analysis10It would then be put up to the top management for their final approval Oncethe approval is accorded then only implementation can be taken upAs against that the current prevalent practice in the organization isndash Top management roots the ideandash They take decision among themselves one way or the other withoutinvolving either the concerned department representative or even theofficersemployees associations which makes the decision totally adhocThis has resulted in large scale frustration among the employees Since neithertheir involvement in the decision making process is sought nor their technicalcompetence is made use ofndash There are no open channels of communication available to employeesCommunication is mostly one way that is top down Open bottoms upcommunication is neither encouraged nor toleratedndash Organizational culture which at one time was considered excellent standsinitiated now due to infighting between the top management cadres andapproach bordering on phycophancy and one-up-manshipndash Management style is biased in a way lsquoyou show me the face and I willshow you the rulersquondash Though an objective performance appraisal system is existing but theprevalent culture makes it highly subjective and due to which employees donot have any turst Donkeys and Horses appraised on the same yardstickand at times the donkeys may outsmart the horsesndash Professionalism has taken a back seat to the extent that those close to themanagement call all shots ndash views of the experts may not be taken intocognizancendash Strategic planning process dealing with devising long-term and short-termgoalsobjectives has been given a back seat The strategic planning exerciseis merely a shorn and action plans display the high ndash handedness andwishful thinking of top managementndash Overall discipline in the organization is a all time low with people gettingaway with favouritismndash The top management team is more into routine jobs rather than urgentcorporate Governance issues requiring their attentioin In doing so they endup usurping the authority of their subordinates which has a cascading effectadversely affecting the morale of employees at all levelsndash Job rotations and transfers at senior levels are too frequent at the whimsand fancies of people in authority This leads to lack of continuity inorganizational processes with a resultant low productivity all roundndash Because of whimsical approach of senior management employees at lower

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

levels try to impress their seniors and spend more time in gaining favoursrather than doing their duty This further hampers the flow of workndash Lack of confrontation with the real issues by the top and seniormanagement The problematic and time consuming issues are pushed underthe carpet and mostly remain unattendedndash Lack of leadership qualities in the top management delays decision makingand even then the decisions are taken those are not in the best interest ofthe organizationndash Because of varius maladies mentioned above mere sustenance oforganization has become crisisndashridden Nobody is looking at the growthinitiatives like diversifying increasing the market share investing in latesttechnology meeting competition etc11ndash Lack of systems orientation leads to wastage of time energy of employeesand infrustuous expenditurendash There is a total lack of trust between various levels of employees andbetween employees and management in the organizationndash Employees are afraid to take risks for fear of being branded and of failurendash No system is followed in execution of jobsndash Quality standards and norms are floutedndash Monthly weekly and routine meetings are sporadically handledStrengths Though the Organization has become ridden with problems thereare a number of inherent strengths as well These strengths if properlyencashed upon can not only bring the organisation back to its glory but cantake it on a sustained growth pathThe strengths which got highlighted during the interviews arei) A dynamic and committed professional Chief Executive who intends takingthe organization forwardii) Highly competent professional cadres of employees with skills andcompetencies second to none Organisation can build on these strengths forachieving its long term objective rather than allow these to stagnateiii) The brand value and image of the company is very goodiv) The productservices image is goodv) People are generally satisfied and it is expected that employee motivationwill increase if the Management style and practices improvevi) Employee Welfare practices and company policy are goodvii) The incentive schemes and productivity linked reward schemes have beensigned well and the past track record is goodviii) Company has sound personnel polices in placeix) The employees are treated as interval customers and given dueimportancex) The technical knowhow amp technological superiority over the competitors isknown and accepted in the industryxi) Fellow feeling among the employees sharing and helping attitude and afamily environment is the basic strength of the organisationxii) Long standing goodwill in industry and experience of operating in thechanging global scenarioxiii) Low turnover of employees Highly experienced employees with long termemployment in the companyxiv) Most of the employees are having overseas experience of working onvarious projects abroadxv) Employees feel sense of loyalty towards the company having spent morethan 15-20 years with the companyxvi) Highly professional work environment with freedom to experiment withinnovative ideasRecommendations

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

Looking at some of the maladies tormenting the organisation due to wronggovernance polices as well as looking at the strengths thrown up by thediagnostic study the consultant has come up with the followingrecommendations for proposed turnaround of the corporationWorkshops Task-Forcesand Other MethodsOrganisational Analysis12i) Strategic Dimensionsa) It is important to devise a vision amp mission statement and companyobjectives for the company by involvingb) A consultant to undertake environmental scanning exercise to helpdevelop a corporate plan for 5 to 15 amp 20 yearsc) Constitute various functional committees for developing long term amp shortterm strategies in various functional areasi) Corporate strategyii) Marketing strategyiii) Operatingproduction strategyiv) Financial Management Strategyv) R amp D Strategyvi) ProcurementMaterials Management Strategyvii) Project ManagementConstruction Management Strategyviii) Human Resource StrategyAll the above strategies should integrate at apex level with corporateStrategyd) Internal Environment Scanning ndash After conducting the diagnostic studythe following observations have been made by the consultanti) Need to improve the Trust which is lowii) Channels of Communication which are should be revitalized byensuring that all communication should be a two way processiii) Top Management to follow practice of Openness amp transparency inall matterse) Regular Meetings to be held in all functional domains viz DepartmentalMeetings Divisionalzonal meetings and review meetings-in areas like-ndash Production and Planning Meetingsndash Marketingndash Human Resourcesndash Project PlanningThese review meetings are essential to take stock of progress madeutilization of resources allocated productionproject various etcf) Individual responsibility amp accountability at each level to be documentedg) Individual roles to be clearly defined without any overlapsh) Systems should be put in place to ensure that various work processes aswell as people processes are executed through these systems vizndash Production Planning amp Control Systemndash ERP ndash Enterprise Resource Planning Systemndash Performance Appraisal Systemndash Manpower Planning Systemndash Human Resources Information System (HRIS)ndash Management Accounting amp Control Systemndash Inventory Management Systemndash Exist Management Systemndash Knowledge Management Systi) To curb employee turnover by introducing more employee friendlypolicies13

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

j) Introduce TQM Just in time or six sigma quality practices for qualityproductservice deliveryk) Introduce Customer Proximity or Customer Relationship ManagementProgrammel) The Chief Executive alongwith other board members should focusattention on better governance and boundary management activities anddelegate routine activities to senior management levelsm)Image building exercise should be undertaken organisation wideWorkshops Task-Forcesand Other MethodsOrganisational Analysis14Appendix IIWORKSHOP METHOD FOR ORGANISATIONAL DIAGNOSISAN ILLUSTRATIVE EXAMPLE OF A FAST FOOD CHAINThe Fast Foods Chain (FFC) is located in a metropolitan city It has over a100 outlets in the city and is planning to open at least another 200 in the next2-3 years The FFC has become so popular in the city that there are demandsfrom other cities to open their branches There is a master kitchen in the citywhere some of their popular items are made and distributed every day to therestaurants Their Pizzas Juices and Ice Creams are very popular Their headoffice consists of about 20 officers and 30 support staff Their employeestrength is about 100 in the master plant and about 2000 in the restaurantsEach restaurant has an officer in-charge and reports to the area managerThere are 8 area managers in the head office looking after the variousrestaurants The FFC is a partnership firm The organisation is in the processof expansion but problems are already in the rise in some of its restaurants andin the master kitchen In order to plan better for expansion the headquartersteam decided to take stock of the existing situation An OD Consultant wasappointed to study the existing strengths and weaknesses of the organisation itsability to cope with increasing business in the coming years and the preparationrequired for the same For this diagnosis the consultant interviewed all theheadquarters staff individually and a sample of restaurant manager Since hecould not get to interview all restaurant managers and at the same timeinterested in getting as many views as possible he requested for a workshop ofthe restaurant managers 3 managers were called from each region for the firstworkshopAfter explaining the purpose of the workshop they were divided into 3 groupsdistributing the managers from each region into different groups Some of themanagers worked earlier in the head-quarters office as their jobs aretransferable The following is a sample of items mentioned by the 3 groups asa part of their SWOT analysis The list is illustrative and not exhaustiveStrengths1 Informality and accessibility of top management Any one can approachthem at any time2 Fast decision-making at the top3 Moderate pricing of all food items4 Good quality of food items supplied by them5 Committed managers of restaurants6 Good advertisements and publicity7 Excellent co-ordination between master kitchen and restaurants8 Honest and sincere top management9 Concern of management about the Welfare of StaffWeaknesses1 Top management is conservative in financial investments2 Outdated kitchen machinery

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

3 Lack of cleanliness in master kitchen partly due to outdated machinery4 Top management is too flexible Todayrsquos decisions may get changedtomorrow5 Too low salaries for staff156 Unionism setting in the employees7 No autonomy to Restaurant Managers For every small decision they haveto go to top management8 Too much of paper work as too many daily returns are to be submitted toheadquarters office9 Understaffing of some restaurants10 No one looks after personnel development and training needs of staff11 Poor facilities in restaurants for staff12 No reward system for better performing restaurants13 Some of the staff are not motivated At the same time it is difficult to getnew staff14 People have to work too hard No time for relaxation for restaurantmanagers and no compensation Head-quarters people are less burdenedOpportunities1 Demand from other cities to open chain2 Diversification into frozen foods vegetables bakery cool drinks and otherareasThreats1 Break-up in the partners in the event of conflict The FFC cannot afford it2 Competitors may enter the market and may be able to offer betterenvironment to customers3 Deterioration in quality of foods with expansion4 Unionization of staff5 Increasing Fast Food restaurants in number and qualityWorkshops Task-Forcesand Other MethodsOrganisational Analysis16Appendix IIIFORCE FIELD ANALYSIS AS A DIAGNOSTIC TOOLForce field analysis is a systematic way of analysing any given problemsituation with the objective of identifying the possible solutions to improve theexisting situation Force field analysis is based on the assumption that any givensituation at a given point of time can be understood as a resultant of two typesof forces acting on it The first type of forces are called the driving forces (orfacilitating forces) and the second type are called the restraining forces (orinhibiting forces) Every situation or a given problem has an objective or an endstate which is desirable In order to reach the end-state a number of thingsmay have to bedone At a given point of time the movement towards the goalor the end-state can be assumed as stationary This equilibrium can beunderstood as a resultant of the two types of forces mentioned above Drivingforces are those that push the existing situation towards the ultimate goal thatis desired These forces facilitate the movement towards achieving the goalsThe restraining forces are those which hinder the movements towards the goalor act against itA force field analysis of the marketing of handloom products is presented inExhibit 1 The goal the group had in mind was to increase the marketing ofhandloom products from 40 to 80 per cent in a single year The analysis wasdone in a workshop of Managers and other Executives in charge ofHandlooms Reproduced with permission from Udai Pareek TV Rao and DM Pestonjee

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

Behavioural Process in Organizations New Delhi Oxford amp IBH 1981 Pages 262-26917Appendix IVASSESSMENT CENTRES AT AMERICAN TELEPHONE ampTELEGRAPH COMPANYAssessment centers are used increasingly as a selection tool They werereportedly introduced at the American Telephone amp Telegraph Company in the1950s and are still in use thereDay 1Orientation MeetingManagement Game ldquoConglomeraterdquo Forming different types ofconglomerates is te goal with four-person teams of participants barteringcompanies to achieve their planned result Teams set their own acquisitionobjectives and must plan and organize to meet themBackground Interview An 1frac12 hour interview conducted by an assessorGroup Discussion ldquoManagement Problemsrdquo Four short cases calling forvarious forms of management judgement are presented to groups of fourparticipants In one hour the group acting as consultants must resolve thecases and submit its recommendation in writingIndividual fact-Finding and Decision-Making Exercise ldquoThe ResearchBudgetrdquo The participant is told that he or she has just taken over as divisionmanager He or she is given a brief description of an incident in which his orher predecessor has recently turned down a request for funds to continue aresearch project The research director is appealing for a reversal of thedecision The participant is given 15 minutes to ask questions to dig outthe facts in the case Following this fact-finding period he or she must presentthe decision orally with supporting reasoning and defend it under challengeDay 2In-Basket Exercise ldquoSection Managerrsquos In Basketrdquo The contents of asection managerrsquos in-basket are simulated The participant is instructed to gothought he contents solving problems answering questions delegatingorganizing scheduling and planning just as he or she might do if he or shewere promoted suddenly to the position An assessor reviews the contents ofthe completed in-basked and coducts a one-hour interview with the participantto gain further informationAssigned Role Leaderless Group Discussion ldquoCompensation CommitteerdquoThe Compensation Committee is meeting to allocate $8000 in discretionarysalary increases among six supervisory and managerial employees Eachmember of the committee (participants) represents a department of thecompany and is instructed to ldquodo the best he or she canrdquo for the employeefrom his or her departmentAnalysis Presentation and Group Discussion ldquoThe Pretzel factoryrdquo Thisfinancial analysis problem has the participant role-play a consultant called in toadvise Carl Flowers of the CF Pretzel Company on two problems what to doabout a division of the company that has continually lost money and whetherthe corporation should expand Participants are given data on the company andare asked to recommend appropriate courss of action They make theirrecommendation in a seven-minute presentation after which they are formedinto a group to come up with a single set of recommendationsFinal AnnouncementsDay 3 and 4Assessors meet to share their observations on each participant and to arrive atsummary evaluations relative to each dimension sought and overall potentialWorkshops Task-Forcesand Other MethodsOrganisational Analysis

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

18Exhibit 1Driving and Restraining Forces Operating on the Marketing of the HandloomProducts Analysed Using Force Field AnalysisRatingVery Strong 5Strong 4Somewhat Strong 3Weak 2Very Weak 1Problem Handloom MarketingGoal Desired To achieve 80 marketing of the products from the presentlevel of 40 within a year and to continue it Figureswithin the brackets indicate the strength of the force 5represent a strong force and 1 a weak force19Driving Forces Restraining Forces1 Good foreign market Lack of improved designsavailable for handlooms (4) and colours schemes (5)2 Liking for Indian handloom (3) High cost of yarm (3)3 Delicacy in handloom texture High price of products (4)and still in production (3)4 Handlooms can cater to the High cost of inputs (3)needs of small requirements (4)5 Handlooms can cater to the Exploitation by masterneed for special designs as weavers (4)per individual requirements (4)6 Providing greater employment Lack of publicity (4)with less investment (4)7 Local market readily Lack of appreciation ofavailable (4) handloom products (4)8 Availability of traditional Lack of purchasing capacity (4)craftsmenship (5)9 Use of new fabrics in hand- Competition from powerloomloom (3) mill sectors (5)10 Flexibility and wide range Lack of good finishingof production (3) facilities (4)11 Availability of sales Government requirement being metsubsidy (4) from powerloom and mill sector (3)12 Availability of export Non-availability of yarn (2)incentives (3)13 Good demand in handloom Fluctuation of yarn price (3)garments and make-ups (3)14 Government encouragement in Outdated looms in utilisation (4)various forms (3)15 Preferential government Lack of market research (5)purchases (3)16 Lack of standardisation (5)17 Lack of quality control (5)18 Lack of quality consciousness (5)19 Inadequate salesmanship (4)20 Lack of window displays (4)21 Lack of holding capacity (3)22 Lack of incentives to salesmen (4)23 Lack of commission agents (4)24 Lack of sales drives and exhibitions (4)

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

Exhibit 2 deals with the objective of bringing as many weavers as possible intothe hold of weaversrsquo cooperatives At present weavers are reluctant to joincooperatives It is aimed at getting at least 60 per cent of the weavers intocooperativesWorkshops Task-Forcesand Other MethodsOrganisational Analysis20Exhibit 2An Analysis of the Factors Influencing Weavers in Joining the CooperativeDriving Forces Ratings of the strengthof the force1 More average income (4)2 Sense of ownership (2)3 Participation in democratic management (2)4 Government assistance in the form of loans and subsidies (4)5 Package of incentives for modernisation (4)6 Continuous employment (5)7 Provision of housing facilities (4)8 Training and education facilities (3)9 Sharing of surplus in the form of dividend (3)10 Elimination of middlemen (4)11 Collective bargaining powers in the purchase of raw material (3)12 Supply of quality inputs which facilitates weaving (4)13 Open and voluntary membership (1)14 Availability of processing facilities (3)15 Assured marketing facilities (3)16 Financial assistance for marketing in the form of rebate (4)17 Institutional finance at concessional rate (4)Inhibiting Forces1 Ignorance about the benefits of thecooperative form of organisation (5)2 Sentimental and traditional attachment tomaster weavers (4)3 Financial loyalty to master weavers (3)4 Mismanagement of cooperative societies (4)5 Dormancy of cooperative societies (4)6 Obligation to contribute share capital (3)7 Non-availability of consumption finance (5)8 Weavers lured by higher wages by master weavers duringpeak season (3)9 Strict insistence of quality control in cooperative societiesand likely discontinuance of work for substandard work (3)10 Compulsory deduction from wages for contribution tothrift fund (2)11 Politicisation of managements of cooperative societies (2)12 Economic non-viability of cooperative societies (4)13 Availability of finance under DPI scheme (4)14 Lack of interest shown by the government in managingcooperatives (4)15 Lack of managerial capabilities in those managing cooperatives (4)16 Lack of personal touch (5)21New Forces (Brainstorming)1 Enrolment of project weavers wherever feasible2 Provision of consumption finance from government through cooperative

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

societies3 Obtaining contribution by government to the thrift fund contribution byweavers4 Director of handlooms to be vested with all powers of Registrar ofCooperative Societies in relation to Weavers Cooperative Societies5 Fixation of minimum wages for weavers6 Extension of Bonus Act to handloom weavers7 Extension of gratuity and old-age benefits to weavers8 Extension of ESI benefits to weavers9 Strict enforcement of reservation orders10 Director of Handlooms to be delegated with enforcement powers in relationto reservation orders11 Compulsory purchase by government and semi-government organisationsfrom cooperative societies12 Liberalisation of managerial subsidy and caderisation13 Matching contribution for rebate by centre for the duration the states giveThe above analysis was done by a group of managers employed in thehandlooms sector After the analysis the managers decided that they can not doanything about the following forces as they are not within their controlDriving forces 7 8 9 10 13 16 and 17Inhibiting forces 2 3 6 7 10 and 11From among driving forces they chose the following forces for strengtheningfurther 3 11 14 and 15They also chose the following inhibiting forces for weakening them1 4 8 13 14 15 and 16 In addition they decided to explore the possibility ofadding some of the new forces suggested On the basis of these further actionplan were worked out for implementationThe forces identified in force-field analysis may have different strength Someforces may contribute highly towards the movement in the forward orbackward direction in achieving the goal Some forces may be very weakSome forces may be irreversible or unchangeable Some other forces may beeasy to changeIn using force field analysis as a technique of organisational diagnosis andproblem solving the following steps are followed1 Define the ultimate goal or objective or the desired end-situation2 Locate the existing situation diagramatically on a straight line where one endof the straight line represents the desired goal state and the other endrepresents starting point3 List the various forces that are blocking the movement towards its goal andthose that are acting against the movement Brainstorming in group settingshas been found to be very useful in making an exhaustive list of restrainingforces As many forces as possible should be listed without debate ThereWorkshops Task-Forcesand Other MethodsOrganisational Analysis22could be differences of opinion on some but it is useful to list evencontroversial forces4 Make an exhaustive list of driving forces as above using brainstormingtechniques Some of the driving forces may be just opposites of therestraining forces5 Using brainstorming techniques add as many new forces as possible to theexisting list of driving forces At this stage do not think of the possibilitiesIt is useful to suspend rationalistic thinking in brainstorming and merely listthem6 Quantify the strength of each forces (both restraining and driving forces) a

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation

5-point scale (where 5 indicates that the force is very strong and point 1indicates a weak force in the direction indicated)7 Remove all the forces one by one through discussion about which theproblem-solving group has no control or can do nothing about it8 Select those driving forces which are very weak Identify the mechanism ofstrengthening these forces through discussion9 Select new forces which could be added and identify the mechanism ofintroducing these forces through discussioin10 Select the strong forces among the restraining forces Identify themechanisms of weakening these forces11 Identify the mechanisms of removing some of the restraining forces12Work out an action plan to introduce change to bring out the desired endstateForce field analysis does not require any special skills for using it It is asystematised approach towards problem solving The use of force field analysisis groups has been found to be an effective way of bringing about changeThere have been several experiments conducted in the past which indicate thatthrough a systematic analysis of this kind change can be brought in easilyManagers and administrators when faced with problems or when they find thatthey have not been able to achieve targets they desired it is useful to have agroup meeting of their staff or team members and do a force field analysis ofthe situation They should be prepared to spend at least half a day to one dayon this Familiarisation with brainstorming techniques would help greatly inconducting such sessions effectively Force field analysis helps in systematicallyanalysing the problems and the invovement of those who are expected toimplement change in identifying the change strategies increases commitment Ithas other advantages of increasing morale getting people to know to solve theirproblems at their levels enjoyment of work and so on A great degree ofresistance to change can be countered with this techniquesThe driving and restraining forces are diagnostic dimensions of the problem orsituation This technique could be used for a specific situation or for generaldiagnosis of an organisation