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By Dexter Dunphy, Andrew Griffiths
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Extra resources for The Sustainable Corporation: Organisational Renewal in Australia
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Effective change, in their view, demanded the full involvement of all those affected. The role of THE SUSTAINABLE CORPORATION 26 the change agent was not that of directive expert but rather of facilitator, helping organisational members to achieve their own aspirations for a new order. We can summarise the Human Relations/OD model of change as follows. HUMAN RELATIONS AND OD APPROACHES TO CHANGE ! basic metaphor: organisations as networks of interpersonal relationships and cohesive groups; ! diagnostic model: a person-focused analysis of the social system; !
31 More specifically, work structuring involved the use of intervention strategies such as job enlargement, job rotation, job enrichment, the introduction of semi-autonomous work groups and delegation of responsibility. In the Radio Telecommunications Division the teamwork concept was applied with favourable results. Teams were created along product lines usually made up of 10-12 operators, and were working in the early equivalent of cell manufacturing. As Dunphy et al. 32 The Consumer Products Division, and more specifically the cabinet factory at Clayton in Melbourne, was suffering from what managers described as poor layout design, a labour turnover of 120 per cent per annum, and a conflictual style of industrial relations.
It was decided by management to undertake an entire physical relayout of the whole factory. The new layout was designed in consultation with staff and the unions, who actively participated in creating the new factory designs and work organisation. The results of the change program were impressive. In the Radio Telecommunications Division there was a 60 per cent increase in efficiency, losses in 1972 were turned into profits in 1973 and 1974, while quality control also improved. 33 Dunphy et al.