Management and Organisational Development

Unit 7

Unit 7

Human Process Interventions

Structure: 7.1 Introduction Objectives 7.2 Team Development Interventions Family group diagnostic meetings Family group team building meetings Role negotiation technique Role analysis technique (RAT) Process consultation Grid OD program Self-managed work teams 7.3 Interpersonal Development Interventions T-groups Third party consultations Organisation mirror Intergroup team building TQM 7.4 Summary 7.5 Glossary 7.6 Terminal Questions 7.7 Answers 7.8 Case Study

7.1 Introduction
In the previous units, you studied the characteristics of interventions and the benefits of using them to achieve some pre-determined objectives in organisations. Now you will be focusing on two major types of human process interventions i.e. team and interpersonal development interventions. You know that team or work group is the main unit in an organisation, and there is an increasing reliance on project teams, task force groups, and committee to accomplish organisation goals.

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In this unit, you will study team development interventions and interpersonal development interventions. Our goal in this unit is to provide a basic framework for understanding the various meetings, techniques and teams in these interventions. Objectives: After studying this unit, you should be able to: define the concept of human process intervention explain team development interventions describe various techniques of team development intervention list various concepts of interpersonal development intervention and explain them identify different techniques of interpersonal development

7.2 Team Development Interventions

You can define team development interventions as the interventions aimed at improving group performance, interpersonal relationship among team members, clarification of roles and responsibilities of team members, decision making process in teams and problem solving abilities, etc. The most significant goal of team building intervention is to improve the interdependence of team members.

(Source: http://www.google.co.in/search?hl=en&q=self managed work teams & ps) Figure 7.1: Team Intervention Importance Sikkim Manipal University Page No. 149

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The above figure 7.1 represents the importance of team development interventions underlying the fact that it would result in achieving competitive advantage of the teams by increasing their motivation, responsiveness, etc. Work teams may be of two basic types namely natural work teams and temporary task teams. As task teams are designated to work on organisational and technological problems, there is an increasing need for collaboration and coordination of wide variety of resources that are brought together. You can judge that collaboration does not automatically occur, but it is possible with the help of team development techniques. Probably, the most important single group of interventions in OD is the team-building activities, the goals of which are the improvement and increased effectiveness of various teams within the organisation. Some interventions focus on the family group, an intact, permanent work team composed of a boss and subordinates; other interventions focus on special teams such as start-up teams, newly constituted teams due to mergers and organisation structure changes, task forces and committees. You can now say that the team-building interventions are directed towards the four major areas like diagnosis, team relationship, task accomplishment, diagnosis, and team and organisation process.

Figure 7.2: Examples of Human Process Intervention (Source: http://teaching.fec.anu.edu.au/MGMT2035/selecting%20 interventions.pdf) Sikkim Manipal University Page No. 150

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The figure 7.2 gives you some examples of human process interventions that can be used in an organisation. These are discussed in the later sections of this unit. Case-let: Satak Telecommunications Ltd. Satak Telecommunications Ltd, a telecom operator, headquartered in Delhi offered both fixed line and mobile telecom services divided into ten regions for past seven years. Each region was self-contained but regionVI which was its second largest, having market share at number four position, had higher competitor growth. Despite all efforts, customer satisfaction rating and sales did not show any improvement for over 6 months. Its Chief Operating Officer, Marc, called meeting of its key members to know their views. The problems that came out after discussion were: 1. Lack of maturity and absence of collaborative behaviour among teams 2. Lack of sensitivity among members 3. Lack of quality of work life and inadequate training. Keeping all these things in mind, Marc made human process intervention strategies to be adopted to set priorities and identify key problem areas. As a result of which the work teams became more efficient and effective, and targets were achieved making firm competitively advantageous.
(Source: http://www.potentia.in/caselets_6.html)

Team development intervention aims at creating synergies in team stating that aggregate value of team must be higher than sum total of each individual. Therefore, you can say that team development intervention seeks to build competent, collaborative and creative work teams by helping the members to better understand and utilise the group processes related with effective group behaviour. You can understand this concept by going through the following example. 7.2.1 Family group diagnostic meetings You can define family group diagnostic meetings as a process in which a general reading on the overall performance of the group including
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current problems that should be worked on in the future is initiated. This technique allows the work group to gather data about its current performance and to formulate plans for future action. Process of family group diagnostic meetings: The immediate supervisor of a work group discusses the concept with the process consultant; if both agree that there is a need for such an approach, the idea is discussed with the group to obtain members reaction. If reactions are favourable, the leader may ask the group to consider areas in which performance is good and areas that need to be improved upon. The consultant may, in advance of a general meeting, interview some or all members of the work group to gather preliminary data or merely ask all the members to think about these and similar problems. Then, the group assembles for a meeting that may last an entire day. The diagnostic data is made public in this meeting. This data can be presented in a number of ways. One way is to bring the total group together for a discussion, another way is to break the group into smaller groups in which more intensive discussion can take place and have the subgroups report back to larger group. A third way is to pair-up the individuals, discuss their ideas and report back to entire group. Finally, the consultant can feedback to the group his or her diagnostic data and determine whether they are correct and relevant. After the data has been made public, the issues are identified and categorised; categories might include planning inter-departmental scheduling, and right resources. Next, the group begins to develop action plans. The primary objective of the family group diagnostic meeting is to bring problems and issues that need to be worked on to the surface. Taking specific action is usually reserved for a later time. The advantage of the family group diagnostic meeting is that it allows you as a group to participate in generating the data necessary to identify its own strength, weaknesses and problem areas. You can say that a key issue is making certain that the participants recognise that their primary objective is to identify problems rather than to solve them.
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7.2.2 Family group team building meetings You can say that the family group team-building meeting takes place within an individual family work group. Team Development here attempts to assist the work group in learning, with the help of process consultants, to identify, diagnose, and solve its own problems. The problems may involve the tasks or activities the group must perform, the process by which it goes about accomplishing the tasks, or interpersonal conflict between two or more work-team members. You can see the process as shown in figure 7.3. The first intervention is to gather data through the use of questionnaires or interviews. The nature of data gathered varies, depending upon the purpose of the team-building program, the consultants knowledge about the organisation and its culture, and the individuals involved. The data collected includes information on leadership styles and behaviours; goals and objectives, and decision-making processes; such variables of organisational culture as trust, communication patterns, and interpersonal relationships and processes; barriers to effective group functioning; and task and related technical problems.

(Source: ckbooks.com) Figure 7.3: Family Group Team Building Meeting Process Sikkim Manipal University Page No. 153

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The group meeting is held away from the organisation to reduce the number of interruptions and other pressures that might inhibit the information that has been collected. Based on his or her knowledge of the data and the group, the consultant may help in setting the agenda or may act solely as a process observer, giving a feed back to the group about his or her observations of what the group is doing. During the meeting, the group should develop action plans for becoming more effective; frequently discussing the barriers leads to improvement in the effectiveness of the group. 7.2.3 Role negotiation technique As the name suggests, you can call role negotiation, a technique developed by Roger Harrison (1972) as directed at the work relationship among group members. The technique basically involves a series of controlled negotiation between participants. In the process of role negotiation technique, managers forthrightly discuss what they want from each other and explain why. The figure 7.4 mentioned below shows the way members form perception in role negotiation using combination of two factors i.e. intuition and influencing.

(Source: http://www.google.co.in/search?hl=en&q=what is role negotiation technique & revid) Figure 7.4: Perception Formation Matrix in Role Negotiation Sikkim Manipal University Page No. 154

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The steps of the role negotiation include the following: (a) Contract setting: Every member prepares a list of the other member with three headings (i) things to do more, (ii) tasks to do less, and (iii) tasks to do the same. (b) Diagnosis of issue: Every member writes out a master list by combining the lists written about them and this list is posted on the wall. Members are then called to clarify any items that need explanation. (c) Role negotiation: After the clarification, members decide which bits and pieces they want most and sit down in pairs to negotiate, usually with a third party to assist in the process. (d) Written agreement of role negotiation: The outcome of the role negotiation is a set of written agreements spelling out the agreements and concessions, which each party finds satisfactory. Example: Role Negotiation can play a critical role in conflict management. At starting, people may dislike the confrontation that negotiations during this technique can bring. But soon in the process adapt to changes as a result of which behaviours are improved. 7.2.4 Role analysis technique (RAT) You can define role analysis technique (RAT), as a technique designed to clarify role expectation. Role Analysis Techniques (RAT) has been developed by Dayal (1969) for redefining the managerial roles in an organisation. The set of behaviours or attitudes associated with a particular position in a group is called a role. Role analysis is used to clarify the role discrepancies, which boss and subordinates may have about each other, leading to improved group cohesiveness and functioning. Role expectation are those behaviours of one member (role incumbent) expected or prescribed by other group members, while role conception refers to the focal persons own ideas about appropriate role behaviours. Role ambiguity refers to the role incumbent being unaware of or lacking sufficient knowledge of the expectations of others. When there is incongruence or a discrepancy between the role expectation and the role conception, then role conflict occurs. This intervention is based on the premise that consensual agreement about group member roles will lead to a more productive and satisfied team.
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Example: If a production oriented organisation transforms into market oriented as in case of Larsen and Toubro, or into an operating one like SBI, such newly created organisation may need role analyses to build effective work teams. You can identify the steps in RAT as:

Role analysis: It involves listing perceived duties, behaviours, and responsibilities the role conception. Expectation of role incumbent about others: This list describes those expectations of others that affect the incumbents role and impinge upon his or her performance. Role expectations: The other members now list their expectations of what they expect him or her to do and accomplish as it affects them role performance. Role profile: The role incumbent becomes accountable for making a written summary called a role profile, a copy of which is distributed to each member.

Example: There are reports of increased effectiveness from RAT. According to Dayal & Thomas, (1968) the famous role analysts, role analysis has been a useful technique for reducing role ambiguity and increasing group effectiveness.

(Source: Adaptedfromhttp://www.scotland.gov.uk/Publications/2005/11/ 04112142/21444) Figure 7.5: Role Analysis Steps

Therefore you can say that as reflected in figure 7.5, role play analysis is a technique aimed at experienced learning.
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7.2.5 Process consultation Process Consultation (PC) is the creation of a relationship with the client that permits the client to perceive, understand and act on the process events that occur in the clients internal and external environment in order to improve the situation as defined by the client. In this approach, a skilled third party (consultant) works with the individuals and groups to help them learn about human and social processes and learn to solve problems that stems from process events. This is a commonly used approach by many OD consultants and practitioners. Process consultation represents an approach or a method for intervening in an ongoing system. The fundamental assumptions underlying process consultation are: (a) Groups, permanent or temporary are the basic unit of change. (b) Group conflict may be appropriate at times. (c) A skilled party can help the group in joint diagnosis and problem solving so that the group will eventually become more adept at using its own resources to identify and solve problems. You can understand now that such problems may involve the task that the group is to perform, the process by which it accomplishes the task, or interpersonal conflict between two or more group members. Groups in action are observed by process consultant who helps teams to diagnose the nature and extent of their problems and to work together by learning to solve their own problems. The stages of process consultation follows those described for action research: entering, defining the relationship, selecting an approach, gathering data and making a diagnosis, intervening, reducing the involvement, and terminating the relationships. Edgar H. Schein, a former professor and an expert of psychology, offers ten principles to guide you to the process of this method: 1. Always try to be helpful 2. Always be oriented toward the current status 3. Accept your ignorance 4. All your actions can be interventions 5. Ownership of the problem and the solution is a must
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6. 7. 8. 9. 10.

Understand clients perception and motivation Proper timings are to be maintained Try to be constructively opportunist Errors are inevitable, learn from your mistakes Share the problem, when in doubt

The process deals primarily with five important organisational areas i.e., communications, functional roles of group members, task-related activities, problem-solving and decision-making, group norms and growth, leadership and authority. For each of the five areas, a variety of intervention may be used. You can categorise these interventions in the following types:

Agenda setting interventions are designed to make the group sensitive to its own internal processes and to generate interest in analysing these processes. Feedback of data observations during process analysis or regular work time as well as after meetings or data gathering sessions. Coaching or Counselling of individuals or groups becomes active in identifying and solving their own problems. Structural suggestion pertaining to group membership, communication of interaction patterns, work allocation, responsibility assignment and lines of authority. Activity 1 Recall a recent problem situation that you faced while working in a group. Judge which of the human process intervention techniques mentioned in the unit you could have used and why?

7.2.6 Grid OD program It will be interesting for you to know that grid OD was one of the most structured and popular intervention programs in OD, developed by Robert Blake and Jane Mouton, (1964). Grid OD program is the second phase of the grid OD as reflected below in figure 7.6. The focus of this phase is perfect teamwork in the organisation through analysis of team culture, traditions. It also aims at developing skills in planning, setting objectives and problem solving.

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Additional aspects of this phase include feedback given to each manager about his or her individual and team behaviour; this critique allows the manager to understand how others see his or her strengths and weaknesses in the working of the team. In this process of phase 2, individuals learn how to study and manage the culture of their work teams.

(Source: http://theeconicon.blogspot.in/2011/01/managerial-grid.html) Figure 7.6: Managerial Grid in OD

7.2.7 Self-managed work teams Self-managed work teams are groups of autonomous members who know how to handle their tasks which may be a temporary group or a permanent work team. The team could be homogeneous or heterogeneous. Work teams have to perform a number of tasks including work schedule budgeting, making job assignments, developing performance goals, hiring and selecting team members, assessing job performance and managing resources.

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(Source: http://www.google.co.in/search?q=self+managed+work+teams) Figure 7.7: Self-Managed Work Team

In figure 7.7, you can see the interconnected structure of self-managed work teams. Certain common features of self managed work team are as follows:

All the employees get the same treatment Members of the team are identifiable with a functional physical boundary The average size of the team varies from 5-15 members. Team is responsible for availability of resources Common vision for team and organisation Partnership among members and management Heterogeneity exists in terms of varied skills The information is made available to all the members without any barrier. Work teams require good exposure to variety of skills and abilities including technical skills, finance and accounting, and group processes. Team members should have enough information and knowledge about the customers, competitors and suppliers.

Example: James River Corporation Kendallville Plants ALPHA team which manufactures cardboard boxes also uses the concept of self-managed work teams in scheduling their work, training, rewarding and recognising their team members, etc.

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(Source: http://www.google.co.in/search?q=self+managed+work+teams) Figure 7.8: Self-Managed Team Process

The above figure 7.8 shows you how members of a group are provided with responsibility and autonomy by managers who just guide and coach, and do not supervise to increase their effectiveness. Self Assessment Questions 1. The most critical goal of team building intervention is to improve interdependence of team members. (True/False) 2. ________________ can be defined as a process which lays emphasis on general reading on the overall performance of the group. 3. _____________ takes place within an individual family work group. (a) Family group diagnosis meetings (b) Family group team building meetings (c) Role negotiation techniques (d) RAT
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4. Role negotiation technique involves series of controlled negotiation between participants. (True/False) 5. _______________ was designed to clarify expectations. 6. The basic underlying assumption of process consultation is that groups are ________________________ unit of change. (a) Basic (b) Extensive (c) Intensive (d) Normative 7. _____________ observes work teams in action and help them diagnose the extent and nature of their problems 8. _______________ pertains to group membership, communication interaction pattern, work allocation and level of authority (a) Agenda (b) Feedback (c) Coaching (d) Structured suggestion 9. Grid OD program is the second phase of GRID OD developed by ______________________ .

7.3 Interpersonal Development Interventions

As you know that one key area in the improvement of organisational effectiveness involves the relation between operating groups or department. Intergroup interpersonal OD interventions attempt to bring to the surface underlying problems to use joint problem solving, to correct misperceptions between groups, and to reopen channels of communications. OD intergroup techniques seek to identify areas of commonality and metagoals the super-ordinate organisation goal. They attempt to apply strategies that encourage interaction and negotiation and to increase frequency of communication. These techniques are aimed at avoiding the win-lose situations while emphasising the win-win aspects of the situations. You can classify the OD techniques for dealing with intergroup problems as following: Example: You can take one more example of an OD practitioners observing an individual manager for the whole day in meetings and conversations and
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providing the manager suggestions about alteration in his behaviour to improve his performance.

(Source: http://rubiconls.com/rubiconleadershipdevelopmentprogram.html) Figure 7.9: Leadership Skills of Effectiveness

As you can see in figure 7.9, interpersonal development interventions help the managers achieve the three skills namely interpersonal, personal and business effectiveness. 7.3.1 T-groups You will find T-Groups as one of the most popular interventions in which workers to become more conscious of their self and their co-workers behaviour patterns. Usually, T-Groups consist of 10 to 20 workers who meet at a specific time interval for say one or two weeks. Since these meetings are unstructured, the volunteer groups than determines the underlying subject matter in context with basic goals supplied by a facilitator. Under the guidance of a facilitator, the participants are encouraged to share emotional reactions (such as, for example, anger, fear, warmth, or envy) that arise in response to their fellow participants'
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actions and statements. The emphasis is on sharing emotions, as opposed to judgments or conclusions. In this way, T-group participants can learn how their words and actions trigger emotional responses in the people they communicate with. 7.3.2 Third party consultations You can call it a method of enhancing communication and initiating intergroup problem solving by a third party, usually an outside consultant, although the person may also be a superior, a peer, or a representative from another unit (Walton, 1983). One basic feature of this technique is confrontation. Confrontation refers to the process in which the parties directly engage with each other and focus on the conflicts between them. The goals of such interventions include: (a) Achieving increased understanding of the issue. (b) Accomplish a common diagnosis. (c) Discovering alternatives for resolving the conflict. (d) Focusing on the common or meta-goals the super ordinate goals. 7.3.3 Organisation mirror You can simply define organisation mirror is a technique designed to give work units feedback on how other elements of the organisation view them, designed to improve relationships between groups and increase effectiveness. Process of organisation mirror: The work group obtains specific information from other organisation elements that it comes in contact with on a day-to-day basis. The data is usually collected by a third party and may be gathered by questionnaire, interview, or personal interaction. The units meet together to process the data to make it available for use for the business activities. Organisations team experiencing interface problems initiate a feedback session by inviting key people. Usually, a consultant or other third party interviews these key people prior to the meeting in order to collect data and to analyse the nature of the problems. At the meeting, the host unit is present to process the feedback. The outside key people and the consultant discuss the data collected while the host group observes from outside. Following this, the host group is allowed to
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ask questions of clarification but may not argue or deny. The host unit then discusses the data to identify problems. Subgroups are formed of host group members and key visitors to identify specific improvements that will increase operating efficiency. Following this, the total group take notice of a summary report received from each subgroup, and action plans are outlined and specific task assignments are made. This completes the meetings, but a follow-up meeting, to assess progress, is usually set up for evaluation. Thus, you can say that organisation mirror provides a means for a work group to improve its operating relations with other groups. It allows the group to obtain feedback on what it is doing, to identify key problems, and to search for specific improvement of operating efficiency. 7.3.4 Intergroup team building Robert Blake, Herb Shepard, and Jane Mouton, the authors of Managing Intergroup Conflict in Industry (1964) developed this method and also termed it as intergroup team building or confrontation. Key members of conflicting groups meet for the purpose of working on issues on interface. An interface is any point at which contact between groups is essential for achieving a result (Blake & Mouton, 1983). The groups may be two interdependent organisation elements, such as architects and engineers, purchasing and production, or accounting and other department heads. Such intergroup team-building meetings usually take 1 or 2 days. Members are brought together to reduce misunderstanding, to open communication, and to develop mechanisms for collaboration. The purpose of this is to clear out any team issues or garbage prior to getting to work on interface problems. You can say that such interventions do aid in reduction of intergroup conflicts, possibly as a result of the Hawthorne effect. It is a psychological phenomenon that produces an improvement in human behavior or performance as a result of increased attention from superiors, clients or colleagues. The fact that a consultant and both groups are interested in resolving the issues may lead to improved relations.

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7.3.5 TQM As you know that in the dynamic environment of business, today, organisations are always under constant pressure and being challenged to outperform their current status. Total Quality Management (TQM) is an approach that lays emphasis on enhancing customer satisfaction by providing quality of output. It involves movement towards organisational excellence by integrating the desire for personal growth and development of the individuals with the goals of the organisation. The main philosophy of TQM is continuous improvement, team work and customer satisfaction. The ultimate aim of TQM is to develop a strong corporate culture with a strong commitment to improve quality in all organisation processes. The process of TQM involves everyone in the program aimed at improving the overall organisational activities and environment so that it is more customer-oriented, quality conscious, flexible and responsive.

(Source: http://www.edrawsoft.com/TQM-Diagrams.php) Figure 7.10: TQM Process Model Sikkim Manipal University Page No. 166

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TQM as reflected in figure 7.10 is organisation-wide; it is supported by the top management, is an inherent value of the organisation, calls for partnership with customers and suppliers, everyone related to organisation is a customer and ensures reduced cycle time Self Assessment Questions 10. OD intergroup techniques aim to identify areas of commonality and meta-goals. (True/False) 11. T-Group consists of ___________________ workers who meet for a specified time say one or two weeks to become aware of their and c0-wokers behaviour patterns. (a) 10 to 20 (b) 20 to 30 (c) 30 to 40 (d) Whole organisation 12. _________________ is the process where parties engage themselves directly with each other and focus on conflicts between them. 13. In intergroup team building role playing is frequently used for gaining cross group understanding. (True/False) 14. _______________ technique is intended to give work units the feedback about how you are viewed by other elements of the organisation. 15. ___________________ is an approach that focuses on quality of output to enhance customer satisfaction. (a) TQM (b) Role playing (c) Organisation mirror (d) Intergroup team building Activity 2 Think of some change program pursued within your organisation which you think were inappropriate. Give reasons and suggest interventions that might have been more effective.

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7.4 Summary
Let us recapitulate the important concepts discussed in this unit: Team development intervention seek to build competent, collaborative and creative work teams by helping the members to better understand and utilise the group processes related with effective group behaviour. Family group diagnostic meetings as a process in which a general reading on the overall performance of the group including current problems that should be worked on in the future is initiated. Role negotiation involves a series of controlled negotiation between participants. In the process of role negotiation technique, managers forthrightly discuss what they want from each other and the reasons for doing so. Process consultation represents an approach or a method for intervening in an ongoing system. Grid OD Program focuses on perfecting teamwork in the organisation through analysis of team culture, traditions. A self-managed work team are group of autonomous members who how to handle their tasks. T-Groups as one of the most popular interventions in which workers to become more conscious of their self and their co-workers behaviour patterns. Third party consultant aims at communication enhancement and problem solving by a third party, usually an outside consultant. Organisation mirror is a technique designed to give work units feedback on how other elements of the organisation view them. TQM is an approach that focuses on the quality of the output to enhance customer satisfaction

7.5 Glossary
Role expectation: The behaviours of one member as expected or prescribed by other group members. Role conception: It refers to the focal persons own ideas about appropriate role behaviours Team or work group: It is the most primary or basic unit in the organisation. It can be in permanent or temporary as well as homogeneous and heterogeneous.
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Third party consultation: It is a method of increasing communication and initiating intergroup problem solving by a third party, usually an outside consultant Total Quality Management (TQM): It is an approach that focuses on the quality of the output to enhance customer satisfaction

7.6 Terminal Questions

1. What do you understand by team development interventions? 2. How is role negotiation and role analysis technique different? 3. How process consultation can be used by a manager to improve work dynamics. 4. What do you think are the essential elements of a self managed work teams? 5. Why do managers resort to TQM as a tool of interpersonal development? Explain with an illustration.

7.7 Answers
Self Assessment Questions 1. True 2. Family group diagnostic meetings 3. (b) Family group team building meetings 4. True 5. Role Analysis Technique(RAT) 6. (a) Basic 7. Process consultation 8. (d) Structural suggestion 9. Robert Blake and Jane Mouton 10. True 11. (a) 10 to 20 12. Third Party Consultation 13. True 14. Organisation Mirror 15. (a) TQM
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Terminal Questions 1. Team development intervention seek to build competent, collaborative and creative work teams by helping the members to better understand and utilise the group processes related with effective group behaviour. For more details refer to section 7.2. 2. Role Negotiation, a technique developed by Roger Harrison (1972) as directed at the work relationship among group members whereas role analysis technique (RAT), as a technique designed to clarify role expectation. For more details, refer to section 7.2.3 and 7.2.4. 3. The process consultant observes groups in action and helps them diagnose the nature and extent of their problems and to work together by learning to solve their own problems. For more details, refer to section 7.2.5. 4. Uniformity of treatment, identifiable members, average size from5 to 15, accountability for available resources, common vision and heterogeneity etc. For more details, refer to section 7.2.7. 5. TQM can be used by managers to meet the challenges for continuous innovation and change from customers, competitors, employees and stockholders. For further details, refer to section 7.3.5.

7.8 Case Study

Castle Morpeth Castle Morpeth is part of the county of Northumberland and has a population of 49,500. It is a former coal-mining area but employment is now increasingly in services. The council employs roughly 300 people. Problem Castle Morpeth Borough Council received a weak rating in its 2004 comprehensive performance assessment (CPA). Organisational issues such as leadership, service improvement, customer focus and organisational culture had to be addressed. Key learning Ensure that all employees have an opportunity to develop and participate in a culture change programme. Get commitment from elected members.
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Dont underestimate the resources required to run a change management and organisational development programme. Continually review and refresh the opportunities available for employees to develop in line with changing demands, both internally and externally.

Actions Taken A weak CPA rating in 2004 motivated the internal change team, in consultation with employees, to develop the Constellation programme. This was supported by the chief executive and the political leaders on the council. The Constellation programme is based on transforming four key aspects of the council: leadership improvement customer focus Culture. The central idea is that each one should enhance the others in a virtuous circle and in each area, people and processes should be developed in the right way. Constellation is made up of a number of programmes intended to develop people. I. The Guiding Stars programme This programme involves employees below unit manager level who have staffing responsibilities. It focuses on leadership, coaching, innovation, creativity and customer focus. Participants attend constellation management conferences and development events and other externally-run managerial or supervisory courses. These include the North East Excellent Manager programme (NEEM). II. The Rising Stars programme This involves employees up to unit management level and encourages them to apply for a place on the Talent Management programme. Selected employees were given access to all development opportunities on the Guiding Stars programme. The focal point and development framework for the programme is to deliver a community project, on time, to budget and to agreed standards and outcomes.
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The project was aimed to give employees experience of: project management financial management management of staff Working with councillors and communities. III. Shining Stars These are awards that recognise individuals and teams that go above and beyond the expectations and responsibilities of their normal role. The awards are made three times a year. Any individual or team can be nominated except the chief executive, directors and unit managers. The council felt it needed to recognise, encourage and reward excellence in customer service and service development. The council would then see improvements in service delivery, customer service and employee development. Outcomes and impact: Castle Morpeths last employee survey showed that: 76 per cent of respondents had an opinion that the council had invested in employees development. 64 per cent of respondents felt that they were able to access learning and development opportunities that improved their practical and technical skills 55 per cent of respondents felt that they were able to access learning and development opportunities that improved their career. Members and employees share in the fortunes of the council and have an equal stake in ensuring Constellation is a success. By working together we can make sure we shape the services we provide and meet the needs and aspirations of local people; those that we are here to serve. Keeping in mind the case study mention: What could we have done better? What do you think can be the next step for the council to seek more improvement? Hint: It can continue with the programme to ensure that all of its employees have opportunities to develop and enhance their skills for the future.
(Source: http://www.idea.gov.uk/idk/core/page.do?pageId=8618766)

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References: Bank, J. (1992). The Essence of Total Quality Management. Upper Saddle River, N.J.: Prentice Hall. Blake, R.R., Shapard, H. & Mouton, J. (1964). Managing Intergroup Conflict in Industry. Houston, Tex: Gulf Publishing Company. Dayal, I. & Thomas, J. (1968). Operation KPE: Developing a New Organization, Journal of Applied Behavioural Sciences. Downs, A. (1968). Inside Bureaucracy. Boston: Little, Broom and Company. E-References: http://www.kalavati.org/definition-of-team-building.html/ 15th June 2012, Time: 10:53 AM.

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on

http://www.wolfrinke.com/intervention.html/ Retrieved on 15th June 2012; 11:00 AM. http://edweb.sdsu.edu/people/arossett/pie/Interventions/teaming_1.htm/ Retrieved on 15th June 2012, Time: 1011:05 AM. http://en.wikipedia.org/wiki/Team_building/ Retrieved on 16th June 2012, Time: 10:51 AM.

Sikkim Manipal University

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