1. Framework Uses Two Elements: Variety: Analyzability:16
Uses Two Elements:
Variety:
Task variety, frequency of unexpected and novel events that occur in the conversion process, if they are high Variety is high
Analyzability:
When the process is analyzable, the work can be reduced to mechanical steps and participants can follow a set pattern to solve problems.
The reference for solutions is SOPs, manuals, text books, etc.
Not so if the problem has low analyzability
Here the reference for solution is much less explicit and lies in implicit or tacit transfer of knowledge which is built through accumulated experiences.

2. Framework High Analyzability /Low Variety – Routine Technologies:
sales, clerical, drafting, auditing
High Analyzability /High Variety – Engineering technologies:
legal, engineering, accounting
Low Analyzability /Low Variety – Craft:
performing arts, trades, general management, college teaching
Low Analyzability /High Variety – Non Routine:
strategic planning, social science research, applied research, university teaching

3. Departmental Design Routine Technologies High formalization
High centralization
Little training or experience
Wide span of control
Vertical, written communication
Overall design - Mechanistic

4. Departmental Design Engineering Technologies Moderate formalization
Moderate centralization
Formal training
Moderate span of control
Written and verbal communication
Overall design - towards Mechanistic

5. Departmental Design Craft Technologies Moderate formalization
Moderate centralization
Work experience
Moderate to wide span
Horizontal, verbal communication
Overall design - towards Organic

6. Departmental Design Non Routine Technologies Low formalization
Low centralization
Training plus experience
Moderate to narrow span
Horizontal communication, meetings
Overall design - Organic

7. Workflow Interdependence Among Departments
Interdependence means the extent to which departments depend on each other for resources or materials to accomplish their tasks.
Low interdependence means that departments can do their work independently with consultation, interaction, or exchange of materials.
High interdependence means departments must constantly exchange resources.

8. Types of Interdependence
Pooled:
It is the lowest form of interdependence, work does not flow between units, example of relationships in a Divisional structure, a fast food chain having many branches is also an example. Departments should use standardized rules and SOPs so that activities across departments are standardized.

9. Types of Interdependence
Sequential:
The serial form of interdependence, with parts produced in one department become inputs to another department, this is higher level of interdependence than pooled, because departments exchange resources and depend upon others to perform well, greater need for horizontal mechanisms such as integrators or task forces, since this interdependence implies a one-way flow of materials, extensive planning and scheduling are generally needed.

10. Types of Interdependence
3. Reciprocal:
Highest level of interdependence, output of operation A is the input to operation B, and the output of operation B is the input back again to operation A, hospital is an excellent example, a patient may move back and forth between X ray, Surgery and Physiotherapy as needed, a firm developing new products is another example, intense coordination would be required between design, engineering, manufacturing, and marketing, a coordinated horizontal structure is required, daily face-to-face interaction between managers, teamwork are required.

11. Relationships Among Interdependence of Team Play
Cricket
Football
Basketball
Interdependence
Pooled
Sequential
Reciprocal
Physical dispersion of players
High
Medium
Low
Coordination
Rules
Game plan
Adjustment
Key management
challenges
Develop
skills
Prepare & execute game plan
Influence flow of the game

12. Impact of Technology on Job Design
the assigned goals and tasks to be accomplished by the employees, changes in job design can influence motivation and performance of the employees
for example, consider a job which is boring, management can introduce job rotation to reduce boredom
research indicates that mass production technologies tend to produce job simplification (variety of tasks reduced)
more advanced technologies tend to cause job enrichment
advanced technologies can also contribute to job enlargement (expansion of the different tasks performed by an employee)

13. Sociotechnical Systems
This approach recognizes the interaction of technical and human needs in effective job design.
Social system includes all human elements – individual and team behavior, culture, management practices, and degree of communication openness.
Technical system refers to the type of production technology, the level of interdependence, the complexity of tasks
The goal of this approach is to design the organization for joint optimization, which means that an organization functions best only when the social and technical systems are designed to fit the needs of one another