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Job and Organizational Design
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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
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Consequences of Work Simplification
Emotional Response Behavioral Response Process Perception Feeling Work Simplification Monotony Boredom Job Dissatisfaction Tardiness Absenteeism Turnover Stress
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Results of Moon Tent Exercise
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Job Change Strategies Job enlargement Job enrichment
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
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Herzberg’s Two Factor Theory
Hygiene Factors salary company policy physical facilities administration working conditions co-worker relations Motivators challenge autonomy advancement recognition
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Job Characteristics Model
Critical Psychological States Core Job Dimensions Personal and Work Outcomes Skill variety Task identity Task significance High internal work Motivation High quality work Performance High satisfaction With work Low absenteeism And turnover Experienced meaningfulness of work Experienced responsibility for work outcomes Autonomy Knowledge of actual results of activities Feedback Growth Need Strength
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Results of Exercises
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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
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Organizational Structure
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.
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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
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Applied Example Moon Tent Exercise Communication was “top-down”
Decision making was “top-down”
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Neoclassical Organizational Theory
Critiqued principles of Classical theory Functional Principle Scalar Principle Line/Staff Principle Span of Control
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Systems Theory Inputs Transformation Outputs
Information Equipment Facilities Materials Money Technology Transformation Organization Human Resources Outputs Products Goods Services Customer Feedback Inputs Information Equipment Facilities Materials Money Technology Transformation Organization Human Resources Outputs Products Goods Services Characteristics of Systems’ Theories Subsystems Synergy Input/Output Model Goal seeking Entropy Dynamic Equilibrium Feedback Customer Feedback
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Methods of Coordination
Mutual Adjustment Direct Supervision Standardization of Work Processes Standardization of Work Output Standardization of Skills and Knowledge As organizations become increasingly complex, the mechanisms needed to control/coordinate behavior need to be more complex.
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