What business would you start up?

specific jobs and positions The first thing we should to is -- Work flow analysis Assigning tasks to specific jobs and positions

Chapter 3 The Analysis and Design of Work

The main parts in chapter 3 Work flow analysis Organizational structure Job analysis Job design

1    How to conduct work flow analysis? Here is your custom footer, This is Master Style

How to conduct work flow analysis? The process of work flow analysis (p98) Raw inputs Work process What tasks and activities are involved to produce the output? Output(Work unit) What is the output? How is it measured? （Quality/Quantity) Equipment Human resources

Intangible output!

( HRM dept., Marketing dept. etc) What is the output of a department? ( HRM dept., Marketing dept. etc) What is the output of a job?

2    Organization Structure Here is your custom footer, This is Master Style

Organizational charts (p103-p105) Two critical dimensions of OS(p103): Centralization Degree to which decision-making authority resides at the top of the organizational chart. Departmentalization Degree to which work units are grouped based on functional similarity or similarity of work flow.

Organization Structure Types Functional structure (figure 3.2. p103-104) High level of centralization ； Individual unit is specialized what are the disadvantages of functional S.? (consider the features of external environment of today) Divisional structure (figure 3.3-3.5. p107) Decentralized; semi-autonomous; self-sufficient(p104) What are the advantages of divisional S？ More flexible, more innovative

Structure and competitive environments Functional stable, predictable Divisional unstable. unpredictable p109 p109

Innovative types of structures-----

Team-based work is widely used in innovative organzations A hospital team : an ICU specialist a pharmacist a nutritionist a social worker a nurse a respiratory specialist a chaplain

Case: LV (p99) From individual-based to team-based work process Cutting leather Stitching seams Attaching the handle Cutting leather Stitching seams Attaching the handle Cross-trained team Old working line

The main parts in chapter 3 Work flow analysis Organizational structure Job analysis Job design

3 Job Analysis  The process of getting detailed information about jobs. (p112)   Here is your custom footer, This is Master Style

Cutting leather Stitching seams Attaching handles J1 J2 J3

Job Specification(JS) Job Description (JD) A list of tasks, duties, responsibilities that a job entails. (TDRs) p113 Information- collecting Job Specification(JS) A list of knowledge , skills, abilities and other characteristics (KSAOs) that an individual must have to perform a job. p115

The important elements of job description Job title Administrative info. about jobs Job summery Duties and responsibilities of the job Standards of performance Working conditions Job specifications The output of job analysis HR

Case 1: p115. Case 2: OLEC CORP. Job description Job title: Marketing Manager Department: marketing Report to: President Prepared by: Michael Prepared date: 4-1-2010 Summery: plans, directs the marketing of the organization’s products Enssential duties: ---- Supervisory responsibilities: Education: Language skills:

基本资料： 职务名称：办公室主任 直接上级：总经理 所属部门：办公室 工资等级：7 Case 3: 办公室主任工作说明书（中文版） 基本资料： 职务名称：办公室主任 直接上级：总经理 所属部门：办公室 工资等级：7 工资水平：680-840点 管辖人数：4-6人 分析日期： 分析人： 工作摘要： 综合管理公司人事、行政、总务，协调各部门的关系等等。 工作说明： 具体工作略 任职资格： 大学本科 体能要求： 工作场所：

Performance appraisal The importance of job analysis in HRM system（p112) Work redesign Job evaluation HR planning Job analysis Recruiting Career planning Selection Performance appraisal Training

Case : 职位描述： Sales Operation Assistant unilever Objectives of the job / Key Success Factors -Manage primary sales data, include periodic reports . -Manage secondary sales data(distributor weekly report), include periodic reports. -Assist in Monthly forecasting. -Prepare Monthly Sales Analysis Reports for Field Management -Maintain close relationship with marketing/commercial reporting to exploit reporting alignment. -Coordinate if necessary in relating projects. -Provide ad-on-hoc sales reports.

Skills / Competencies / Experience required of the candidate -Data management and analytic skills; -Excellent knowledge of Excel, Power point and Power play; -Knowledge of products / sales trends / sales structures; -Other requirements: interpersonal communication skills; Logical thinking; Team player

How can we get the detailed information about jobs?(p116) Job analysis methods: Interview interviewee: incumbent; supervisor Questionnaires PAQ (Position Analysis Questionnaires p116) O*NET(The Occupational Infomation Network (p118) Insert O*net data here Observation Participant diary/logs The process of job analysis

before after Trend in job analysis in the changing environment ----- Dynamic elements of job analysis(p119) A de-layered organization before after

In a de-layered organization, the old job descriptions must be outdated. How to solve this problem? Update the job descriptions?

Job De-jobbing(p119) Cross-trained team New conception: Cutting leather Stitching seams Attaching the handle Cross-trained team

BP (British petroleum) The future job descriptions will be broad and flexible. BP (British petroleum)

Planning and organizational F E D C B A Technical expertise Business awareness Communication And inter personal Decision making And initiative Leadership Guidance Planning and organizational Ability Problem solving

The main parts in chapter 3 Work flow analysis Organizational structure Job analysis Job design

3    Job Design The process of defining the way work will be performed and the tasks that will be required in a given job.（p119) Job redesign   New organization Organizational expansion Organizational transformation Here is your custom footer, This is Master Style

Case: LV (p99) From individual-based to team-based work process Cutting leather Stitching seams Attaching the handle Cutting leather Stitching seams Attaching the handle Cross-trained team Old working line

Theoretical foundations for traditional job design Scientific Management Theory and its influence to the traditional job design method. (p121) Taylor The main points of Scientific Management Theory. Identify the one best way to perform the job Do time-and-motion studies Workers should be selected and trained in the standard one best way Provide monetary incentive to motivate the workers

-----<富士康调研报告> 富士康的工作设计示例 “取下电脑主板、扫描商标、装进静电袋、贴上标签、最后重新放入流水线， 每个动作被设定为2秒钟，每10秒钟完成5个动作，工人每天要完成20,000个 动作” -----<富士康调研报告>

Mechanistic Approach(p120) Characteristics : Task specialization; skill simplification; and repetition. Aims: Find the simplest way to structure work Maximize efficiency Job: Simple; limited tasks Negative effects for workers: low job satisfaction low organizational commitment

Mechanistic Approach and SMT Motivational Approach and motivational theories

Achievement ; recognition; growth; Motivational approach and motivational theories Influential motivation theories: Hertzberg's two factor theory Job characteristics model (JCM) Motivating factors: Achievement ; recognition; growth; responsibility, etc.

Job characteristics model(p117) (Hackman & Oldham) The degree to which a job requires completing a whole piece of job from the beginning to end. Task identity The degree to which the job requires a variety of skill to carry out the tasks. Skill variety The extent to which the job has an important impact on the other jobs or on the interests of other people. Task significance The extent to which the job allow the jobholder to make decisions about the way the work will be performed. Autonomy The extent to which the person receives clear info. about his/her performance effectiveness. Feedback

Experienced meaningfulness Task identity Skill variety Experienced meaningfulness Task significance Responsibility Autonomy Knowledge of results Feedback

What can we do to make the traditional jobs more motivating?

Cross-trained team Case: LV (p99) From individual-based------- Cutting leather Stitching seams Attaching the handle Cutting leather Stitching seams Attaching the handle Cross-trained team Old working line

Motivating job design methods: What can we do to make the traditional jobs more motivating? Motivating job design methods: Job enlargement broadening tasks horizontally Job enlargement Job enlargement

Chapter 3 The analysis and design of work Motivating job design methods (p.119) Job enlargement Broadening job tasks horizontally Job enrichment Empowerment

The distinction between job enlargement & job enrichment

一个汽车销售员的 工作丰富化----- 初始工作： 售卖汽车 客户回访 客户需求信息采集 客户资料管理 客户满意度调查

Broadening job tasks horizontally Job enrichment Empowerment Teamwork What can we do to make the traditional jobs more motivating? Motivating job design methods: Job enlargement Broadening job tasks horizontally Job enrichment Empowerment Teamwork Flexible work schedules Tele-work

The framework of chapter 3 Job descriptions Job specification Trend: flexible broad Mechanistic Characteristics Aim Negative effects Job design Job analysis Work flow analysis Organization Structure Functional Divisional Motivational Theories; Methods; Effects Interview Questionnaires Observation Etc.