MTO analysis
The MTO analysis (abbreviation for humans, technology, organization ) was developed as a holistic, autonomy-oriented operational analysis by Oliver Strohm and Eberhard Ulich at the Institute for Work Psychology at ETH Zurich . It looks at companies, companies or organizations on the level of the company as a whole, of the individual organizational units, of the work group and of the individual. Although originally conceived for the industrial sector, its conceptual and methodological principles can also be transferred to hospitals, schools, administrations, etc.
The MTO analysis sees itself as newly developed (based on the approach of the socio-technical system and the action regulation theory ), but also integrates existing processes such as the VERA , RHIA , KABA and KOMPASS processes.
MTO concept
The MTO concept can be seen as a socio-technical analysis, evaluation and design concept. People, technology and organization are interdependent and work together on the task to be performed together. "On the one hand, the work task links the social with the technical sub-system; on the other hand, it connects people with the organizational structures" ("Primat der Arbeit", Ulich, 2005, both p. 84). According to this concept, the introduction of new technologies in a company can only bring about the desired success if both human and technical resources as well as environmental conditions, expectations and experiences are taken into account.
The following illustration illustrates the individual areas and the intersections. In addition to the central work activity, the above-mentioned Interfaces interesting to identify problems or opportunities. The intersections can be described as follows:
- Man and technology: man-machine interaction; Man-machine interface
- People and organization: role (s)
- Technology and organization: socio-technical system
In connection with the basic model, Ulich (2005) also regularly deals with the different forms of work design. Therefore, this model and the MTO analysis are regularly associated with these forms. Ulich (2005, pp. 185ff.) Differentiates between corrective, preventive and prospective work design. This is increasingly brought in against the background of demographic change (e.g. Packebusch & Kruse, 2006). The systemic representation of the MTO concept has proven itself particularly in applied projects.
Steps of the MTO analysis
The seven steps of the MTO analysis must be carried out one after the other in the order listed, as the information gathered in an analysis forms the starting point for the subsequent analysis.
Analysis at the company level
The analysis at the company level is intended to provide a broad overview of the company and thus allow assessments from an occupational psychological and organizational psychological perspective. This is done using process-oriented order flow and structure-related system analyzes.
- Subject : goals, strategies and organization of the company; the market position; Products and production conditions; Personnel structure; Use of technology; Quality management; Innovation behavior; Wage system, working time models and employee participation rights; Technology, production and quality philosophy of the company. Particular attention is paid to the complexity, flexibility and completeness of the structures.
- Methodology : document analysis , expert interviews
Analysis of order flows
At this stage, 2–5 typical (completed) orders are examined in relation to the work process and lead time, and the planning of the orders is compared with the actual process. The focus of interest is on functional integration, planning quality, number and quality of interfaces as well as necessary and superfluous redundancies.
An important part of this section is the identification of the work systems to be analyzed in the next step.
- Methodology : document analysis , process-oriented company inspections, expert interviews, group interviews
Analysis of work systems
This analysis relates to inputs, transformation processes, outputs, technical and organizational design as well as fluctuations and disruptions in the same. Important criteria are the independence of the individual organizational units, the context of tasks within the organizational unit, the unity of product and organization, the polyvalence of employees and technical and organizational convergence. Another important aspect is the possibility of self-regulation within the organizational unit. In the course of this analysis, fluctuations or problems must be related to possible causes (criteria-oriented assessment). Furthermore, the working groups to be analyzed below are identified.
- Methodology : document analysis , expert interviews, group interviews
Analysis of working groups
The central question here is to what extent the workers have possibilities for the collective regulation of work tasks and –Time, environmental conditions, qualifications, performance, quality or internal and external coordination (co-determination and self-regulation).
- Methodology : document analysis , group interviews, observation interviews, VERA-KHR according to Weber
Analysis of key activities
The analysis of key activities serves to determine the surface structure of the same and the division of man-machine functions.
- Subject : work units; Activity processes; Communication and Cooperation requirements; Division of man-machine functions; Human-machine interaction; Obstacles
- Methodology : Full layer observations, observation interviews, interview experts, VERA , KABA, RHIA , COMPASS method according to Grote
Personal work analysis
The goal of the personal analysis is to reveal different perceptions and experiences. This is particularly important, since objective characteristics of the work situation and the subjective perception by the employee often differ from one another.
- Subject : expectations of the work, perception of the work situation, job satisfaction , change requests and suggestions for improvement, qualification options and barriers
Analysis of socio-technical history
This analysis refers retrospectively to the history of the company, specifically to the socio-technical development and the procedure for innovations in the past. Experience has shown that this reflection on the previous approaches to change helps to plan and conceptualize future projects more holistically.
Some important development milestones should be analyzed in depth. The experiences and memories of affected employees should also be included in the analysis.
- Subject : previous strategies and milestones in the technical and organizational development of the company
- Methodology : document analysis , expert interviews
rating
The MTO analysis is associated with considerable expenditure of time and personnel. Ulich (2005) cites a company with 150 employees as an example: 6 investigators needed 30 man-days to plan and carry out the analysis, without (!) Evaluating the data obtained. The process quality of the MTO analysis depends first of all on the processes introduced (see above), but also on the diligence of the implementation.
Nevertheless, this method is well received in industrial psychology. Latniak describes it as "probably the most complete methodology in the German-speaking area that offers an integrated analysis tool from the strategic level, socio-technical history and market relationships to individual jobs and working conditions" (quoted from Ulich, 2005, p. 93).
Experience with the previous use of the MTO analysis shows "that the engineers and economists involved were able to use the instruments well and thereby develop a more comprehensive understanding of operational work structures and processes" (Ulich, 2005, p. 93). However, thorough training of all those involved and monitoring of the process by an industrial psychologist is necessary.
literature
- E. Ulich: Industrial Psychology (pp. 83-94). Stuttgart 2005: Schäffer-Poeschel, ISBN 3791024426
- O. Strohm, E. Ulich: Evaluating companies in terms of occupational psychology. A multi-level approach with special consideration of people, technology and organization. Zurich 1997: vdf, ISBN 3728121711
- E. Latniak: Experience with the operational use of ergonomic analysis instruments. Arbeit, Heft 2, Vol. 8 (1999), pp. 179-196
- L. Packebusch & A. Kruse: Age (s) appropriate work design. In B. Zimolong & U. Konradt (eds.), Engineering Psychology. Encyclopedia of Psychology (pp. 425–458). Göttingen 2006: Hogrefe Verlag.