Technostructural interventions
Technostructural interventions focus on how the activities are structured in the organisation.
The intervention is typically used to change an organisations job structure into a more
efficient and effective job structure. It will describe the deviation of different tasks between
the departments and how the production processes will be implemented. With the merger of
John Deere and Roberts Irrigation there are departments who have the same activities. It saves
costs and is more efficient to merge these overlapping departments into one. The
technostructural intervention is used to set up a whole new organizational structure in John
Deere. Because John Deere acquires new employees through the merger with Roberts
Irrigation, who have another company culture and work methods than John Deere, it is
important to create a new culture and work method both employees get used to. With the
technostructural intervention the process of production and the work method can be changed
into one new method and also create a new corresponding company culture.
Human resource management
We chose the human resource intervention since it focusses on the training and development
of employees. As we saw a gap in the company’s needs of expertise and the skills of the
employees we decided to use training interventions. By using this approach we want to re-
establish the alignment between the service orientation John Deere needs and the skills
employees’ lack. Furthermore, we want to increase employee wellness and help the
employees of Roberts Irrigation, to immerse with John Deere employees and create a new
culture. This will help increase productivity of the workforce and therefore improve John
Deere as a company.
Single and double loop learning
We chose the human resource intervention since it focusses on the training and development
of employees. As we saw a gap in the company’s needs of expertise and the skills of the
employees we decided to use training interventions. By using this approach we want to re-
establish the alignment between the service orientation John Deere needs and the skills
employees’ lack. Furthermore, we want to increase employee wellness and help the
employees of Roberts Irrigation, to immerse with John Deere employees and create a new
culture. This will help increase productivity of the workforce and therefore improve John
Deere as a company.
Lean management principles
Lean management is a management strategy that is mostly used in production and in logistics.
However, in recent years this concept is wider used in other management fields. Lean
management is a holistic approach for making processes more efficient. With the help of
employees and customers, the management analyses which processes are not needed and
could be eliminated. For the change process in John Deere new technologies are introduced.
These technologies still have potential for improvement and employees and customers could
experience problems with it. With Lean Management these new technologies could be
optimized. For example, employees could give suggestions on how these technologies could
be improved and customers could give feedback on which technologies are useful for them.
Made by:
Group 18
Suradj Hiralal 911203341100 Martijn de Vries 950104916020
Frederik Jan Matthes 920701548130 Sergey Makaryan 920104916020
www.johndeere.com
Technostructural interventions focus on how the activities are structured in the organisation.
The intervention is typically used to change an organisations job structure into a more
efficient and effective job structure. It will describe the deviation of different tasks between
the departments and how the production processes will be implemented. With the merger of
John Deere and Roberts Irrigation there are departments who have the same activities. It saves
costs and is more efficient to merge these overlapping departments into one. The
technostructural intervention is used to set up a whole new organizational structure in John
Deere. Because John Deere acquires new employees through the merger with Roberts
Irrigation, who have another company culture and work methods than John Deere, it is
important to create a new culture and work method both employees get used to. With the
technostructural intervention the process of production and the work method can be changed
into one new method and also create a new corresponding company culture.
Human resource management
We chose the human resource intervention since it focusses on the training and development
of employees. As we saw a gap in the company’s needs of expertise and the skills of the
employees we decided to use training interventions. By using this approach we want to re-
establish the alignment between the service orientation John Deere needs and the skills
employees’ lack. Furthermore, we want to increase employee wellness and help the
employees of Roberts Irrigation, to immerse with John Deere employees and create a new
culture. This will help increase productivity of the workforce and therefore improve John
Deere as a company.
Single and double loop learning
We chose the human resource intervention since it focusses on the training and development
of employees. As we saw a gap in the company’s needs of expertise and the skills of the
employees we decided to use training interventions. By using this approach we want to re-
establish the alignment between the service orientation John Deere needs and the skills
employees’ lack. Furthermore, we want to increase employee wellness and help the
employees of Roberts Irrigation, to immerse with John Deere employees and create a new
culture. This will help increase productivity of the workforce and therefore improve John
Deere as a company.
Lean management principles
Lean management is a management strategy that is mostly used in production and in logistics.
However, in recent years this concept is wider used in other management fields. Lean
management is a holistic approach for making processes more efficient. With the help of
employees and customers, the management analyses which processes are not needed and
could be eliminated. For the change process in John Deere new technologies are introduced.
These technologies still have potential for improvement and employees and customers could
experience problems with it. With Lean Management these new technologies could be
optimized. For example, employees could give suggestions on how these technologies could
be improved and customers could give feedback on which technologies are useful for them.
Made by:
Group 18
Suradj Hiralal 911203341100 Martijn de Vries 950104916020
Frederik Jan Matthes 920701548130 Sergey Makaryan 920104916020
www.johndeere.com
