| “organizational health”, we could speak of the “global resolution of organizational development problems”. This approach has two objectives: a) To harmonize the organization’s structures with the requirements of the environment (see, for example, Mintzberg’s structural configurations, b) To ensure greater compatibility between the organization’s objectives and the goals pursued by individuals and groups within the organization. | in-depth study of the degree of stability/certainty or instability/uncertainty of the technological and economic environment. - Understand the nature of the transactions taking place between the organization and the environment, on the one hand, and between a component of the organization and the segment of the environment with which it transacts, on the other. - Elaborate a strategy for change, taking into account the fact that: a) a mechanical or bureaucratic type of structure is more appropriate to the requirements of a certain, stable environment; b) a matrix-type structure (task force, project team) is more appropriate to the requirements of an uncertain, unstable environment (see Mintzberg’s structural configurations, | sociotechnical approach, strategic management can create a much more harmonious and productive environment within the organization ( This approach is based on two principles: - The organization is a socio-technical system endowed with the capacity to modify its own structures (morphogenics); - There is no ideal way to design an organization’s structures. The organization must adopt structures and operating modes that enable it to successfully conduct exchanges or transactions with the environment in which it operates. | b) relations between the groups that make up the organization; c) relations between individuals and the organization that employs them; d) the compatibility between the organization’s objectives and the goals pursued by individuals and groups within the organization (see, for example, |
| Socio-analysis ( | |||
| a) Studies the psychological and social forces affecting the performance of individuals and groups within an organization, with a view to identifying ways of improving adaptation. b) Aims, at the organizational level, to help the organization better grasp the existing situation, discover the desired situation and motivate people in the pursuit of this situation.
. | The process can be broken down into four phases: - Preparation: Establishing initial contact. Reconstitution of the history of the structure and current operation of the organization employing the individuals who have requested the help of a consultant; - Extensive use of group discussions, with the aim of involving as many individuals as possible in the process, gathering information on the nature of the problems to be solved and defining the frequency and content of subsequent meetings; - Exploratory individual discussions: this phase guides the socio-analyst in analyzing the problems encountered by individuals in carrying out their role; - Individual and group discussions using a conceptual framework or organizational theory to identify the current situation, discover the desired situation, and specify the steps to be taken to reach it. | An individual or a group within an organization seeks the help of an analyst when faced with a problem that concerns both their personal effectiveness and that of the organization that employs them.
The organization itself, faced with the problem of motivating its staff.
The same approach is applied as in Action-Research
| - To help, in a non-interpretive way, one or more individuals to gain a better understanding of their personal problems related to the performance of their duties in an organization. - Maintain complete independence from the organization, and not become involved in the problems it is asked to solve. - In providing assistance, the Consultant must adopt a non-interpretive attitude (See note #4)
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