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Role Analysis/ Role Negotiation/ Responsibility Charting

This presentation talks about the role negotiation techniques used in Advanced Organisational Design.

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navya Singh
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416 views

Role Analysis/ Role Negotiation/ Responsibility Charting

This presentation talks about the role negotiation techniques used in Advanced Organisational Design.

Uploaded by

navya Singh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Role Analysis/ Role Negotiation/

Responsibility
z Charting

Group 1:
•Abhinav Prakash (H001-18)
•Abhinay Kumar (H002-18)
•Abhishek Anand (H003-18)
•Alisha Sneha Indu Toppo
(H004-18)
z
Role Analysis

Team development interventions.

Designed to clarify role expectations.

Role analysis is the process of defining a role in the context of


its work system, interims of expectation of important persons,
detailing specific tasks under each function, and elaborating
the process, standards and critical attributes namely
knowledge, attitude, skill, habits (KASH) required for effective
role..
z
Role Analysis Technique (RAT)

Focal person’s expectations of Role profile. 


others. 

Review. 
 
Role Analysis by focal person.  Role expectation by others. 
   
z
Difference Between Job Analysis and
Role Analysis

JOB ANALYSIS ROLE ANALYSIS


 Systematic collection and studying information relating  Participatory process .
to operations and responsibilities of a specific job.  Suitability : Managerial jobs
 Suitability: operative jobs  Who conducts? Interaction between focal role and
 Who conducts? Job Analyst role set members
 Information: job description and job specification  Information: KPA of focal role and critical attributes
z
Role Negotiation

 Role negotiation is a team development intervention similar to role


analysis intervention.

 Role negotiation is directed at the work relationships among team


members.

 The technique involves the series of controlled negotiation between


participants.

 During role negotiation, team members frankly discuss what they


want from one another and why.

 Role negotiation technique directly intervenes in the relationships of


power, authority and influence within the group.

 Role negotiation technique was developed by Roger Harrison


z The steps in the role negotiation are listed below:
 Contract Setting: Each member prepares a list for each of the other
members with three headings.
1. Things to do more

2. Things to do less

3. Things to do the same

 Issue Diagnosis: Each member writes out a master list combining


the lists written about him/her and posts it on the wall. Members are
asked to clarify any items that need explanation.

 Role Negotiation: After the clarification members decide which items


they want to work on most and form into pairs to negotiate.

 Written role negotiation agreement: The outcome of the role


negotiation is written down and spells out the agreement and
concessions that each party find satisfactory.
z
Maternity leave as a role negotiating
process
 Mismanagement of the process of negotiating a maternity leave
may lead to voluntary turnover on the part of the woman seeking
the leave, impediments to her career development, lower levels of
work unity productivity, and legal action, among other possibilities.

 Developed a conceptual model aimed at delineating factors which


may affect negotiations surrounding the maternity leave, speculate
about the various ways in which pregnant employees and their
managers may negotiate with one another, and consider how the
negotiation process may impact a variety of salient outcomes.
z
Maternity Leave as a role negotiating
process
Antecedents Role Negotiation Outcomes

• Bias Against Leave • Timing of • Satisfaction with


takers announcement negotiation process

• Quality of Leader- • Negotiation • Satisfaction with


Member Exchange Tactics/Behavior negotiation outcomes

• Criticality of leave • Negotiation Approach • Quality of leader-


taker's role • Integrative member relationship
• Distributive
• Leave takers career
ambition • Pressure to achieve
resolution
z
Responsibility Charting
To ensure participants involved in a project is clear about roles and responsibilities. Finds its origin in journal
by Richard Beckhard and Rueben Harris (Organizational Transitions: Managing Complex Change)
Role
Definition
Symbol
R Responsible: responsibility to initiate action to ensure that activities/decisions are carried out
A Approve/Veto: option of either vetoing or approving it
S Support: providing personal or logistical support and resources for the particular item

C Consult: Actor is consulted or asked for substantive input prior to sign off but has no veto power
I Inform: must be informed and, by inference, cannot influence
_ No Role: Actor has no role in decision
Individual Name 1 Name 2 Name 3 Name 4
z Decision/Rol
Role/Title Role/Title Role/Title Role/Title
e
Activity 1
Activity 2
Activity 3

Guidelines (Organizational Transitions: Managing Complex Change) :


• Assign responsibility to only one person
• Avoid having too many people with an approval-veto function on any single
item -> slow down task completion or will negate it altogether
• If one person has approval-veto involvement on most decisions -> bottleneck
which inhibits progress
• Support function is critical. A person with this role has to provide resources or
produce something that is then used by the person responsible for the task.
z

Individual John Matt Joe Mani


Decision/Role Information Manager Reception Nurse Doctor

Tell clinical staff that the


_ R I I
patient hasn't turned up

Find out why the patient


_ _ _ _
didn't turn up

Decision to make another


appointment (according to _ _ _ R
protocol)

Send appointment letter _ R _ _

Monitor the number of


patients who don't turn up R _ _ _
and why they don't turn up
z

Individual John Matt Joe Mani


Decision/Role Information Manager Reception Nurse Doctor

Tell clinical staff that the


_ R I I
patient hasn't turned up

Find out why the patient


I R I I
didn't turn up

Decision to make another


appointment (according to _ S R A
protocol)

Send appointment letter _ R _ _

Monitor the number of


patients who don't turn up R S I I
and why they don't turn up
z

Thank You

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