1. What business would you start up?

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

3. Chapter 3 The Analysis and Design of Work

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

5. 1    How to conduct work flow analysis?
Here is your custom footer, This is Master Style

6. 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

7. Intangible output!

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

9. 2    Organization Structure
Here is your custom footer, This is Master Style

10. 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.

11. Organization Structure Types
Functional structure (figure p )
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 p107)
Decentralized; semi-autonomous; self-sufficient(p104)
What are the advantages of divisional S？
More flexible, more innovative

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

15. Innovative types of structures-----

16. 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

17. 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

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

19. 3
Job Analysis 
The process of getting detailed information about jobs. (p112)  
Here is your custom footer, This is Master Style

20. Cutting leather Stitching seams Attaching handlesJ1 J2 J3

21. 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

22. 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

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

24. 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： 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：

25. 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

26. 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.

27. 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

28. 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

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

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

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

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

33. Planning and organizationalF 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

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

35. 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

36. 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

37. 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

40. -----<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>

41. 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

42. Mechanistic Approach and SMT
Motivational Approach and motivational theories

43. 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.

44. 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

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

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

47. 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

48. 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

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

51. The distinction between job enlargement & job enrichment

52. 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

54. 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

55. 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.