1) Culture Change Programs: A conscious and planned attempt to alter the attitudes, values, and routine ways employees behave at work through the use of planned interventions. Some examples of the interventions included in this category are new management styles emphasizing customer orientation, innovation, enterprise and competitive edge; management selection decisions; training and development programs; redesigned appraisal and report systems.

2) Decentralized Decision Making: Pushing down responsibility to lower managerial levels. Managerial employees are responsible for making decisions about their work group within established frameworks and guidelines. Decisions involve task activities and the expenditure of funds.

3) Team Working: A group of non-managerial employees acting cooperatively, establishing norms that support both task and maintenance goals, elevating group priorities above individual priorities.

4) Performance Appraisals: Performance appraisals for non-managerial employees. The organization develops skill sets, job requirements, and performance measures against which employees can be accurately evaluated. Often, a pay for performance program is initiated along with performance measurements.

5) Mission/Vision/Values Statements: Mission/Vision/Values Statements express the guiding principles of the organization. These principles provide the template for developing the organization's structure and processes.

6) Quality Circles: Small groups of employees meeting voluntarily to identify, analyze and solve problems. Members of a Quality Circle are usually from the same work environment and have similar problems.

7) Participative Management/Empowerment:  Involving employees more in running the organization. All employees have an opportunity to participate in setting goals, making decisions, solving problems and making changes to the organization.

8) Flattening Organizational Structures:  Removal of one or more tiers in the managerial hierarchy. Usually the middle management layer is compressed or eliminated expanding the number of employees supervised by the remaining management levels.

9) Reengineering: The radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.

10) Total Quality Management (TQM): A system of management principles, tools, and practices intended to improve customer satisfaction through high quality products, rapid service and reduced costs.