Job and Organizational Design

Approaches to Job Design Work Simplification –Advocated by Frederick Taylor Break jobs down into simple components (small tasks) Hire/Train people in necessary KSAs for components –Lower skill levels needed –Cheaper for the organization –Can decrease potential for errors Have “expert” employees (specialists) Product produced by combining efforts Employees are replaceable “cogs” in the machine

Consequences of Work Simplification Work Simplification MonotonyBoredom Job Dissatisfaction Tardiness Absenteeism Turnover Stress ProcessPerceptionFeeling Emotional Response Behavioral Response

Results of Exercises

Job Change Strategies Job enlargement –Increasing the number and variety of tasks Job enrichment –Increasing the amount of control over planning and performance of a job –Increasing involvement in setting organizational policy

Herzberg’s Two Factor Theory Hygiene Factors salary company policy physical facilities administration working conditions co-worker relations Motivators challenge autonomy advancement recognition

Job Characteristics Model Core Job Dimensions Critical Psychological States Personal and Work Outcomes High internal work Motivation High quality work Performance High satisfaction With work Low absenteeism And turnover Autonomy Feedback Growth Need Strength Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of actual results of activities Skill variety Task identity Task significance

Summary There is no “one best way” to design jobs –Simple Jobs advantages –Can reduce potential for error –Be cheaper to staff –Increase efficiency disadvantages –Result in decreased motivation –Result in decreased satisfaction –Result in decreased attendance/tenure –Enriched Jobs Can enhance motivation and satisfaction May increase costs to organization –more training –more compensation

Why use organizations? –Facilitate complex goal accomplishment –Reduce individual risk Organizational Structure –Form or Shape of Organization –Helps coordinate system activity e.g., decision making, communication, etc. Organizational Structure

Classical Organizational Theory Organizational Components –A system of differentiated activities –People –Authority –Cooperation Structural Principles –Functional Principle –Scalar Principle –Line/Staff Principle –Span of Control Principle President Marketing Director Assistant Director Employee Assistant to Director Production Director Keyboard Manager Employee Monitor Manager Employee Finance Director Assistant Director Employee Research & Development Scientist

Neoclassical Organizational Theory Critiqued principles of Classical theory –Functional Principle –Scalar Principle –Line/Staff Principle –Span of Control President Marketing Director Assistant Director Employee Assistant to Director Production Director Keyboard Manager Employee Monitor Manager Employee Finance Director Assistant Director Employee Research & Development Scientist

Inputs Information Equipment Facilities Materials Money Technology Transformation Organization Human Resources Outputs Products Goods Services Customer Feedback Systems Theory Characteristics of Systems’ Theories –Subsystems –Synergy –Input/Output Model –Goal seeking –Entropy –Dynamic Equilibrium –Feedback