1 / 18

Organization Development and Change

Organization Development and Change. Chapter Sixteen: Work Design. Thomas G. Cummings Christopher G. Worley. Learning Objectives for Chapter Sixteen. To explore work design as a central component of many EI interventions

ramya
Download Presentation

Organization Development and Change

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Organization Development and Change Chapter Sixteen: Work Design Thomas G. Cummings Christopher G. Worley

  2. Learning Objectivesfor Chapter Sixteen • To explore work design as a central component of many EI interventions • To approach work design from three different perspectives: engineering, motivational, and socio-technical • To understand how different approaches align with different technical and social conditions Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  3. Work Design Approaches • Engineering: Traditional Jobs & Groups • High specification and routinization • Low task variety and discretion • Motivational: Enriched Jobs • High task variety and discretion • Feedback of results • Socio-Technical: Self-Managing Teams • Control over total task • Multi-skilled, flexible, and self-regulating Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  4. Traditional Jobs & Workgroups • Based on Scientific Management • Highly specified behaviors • Narrow range of skills • Low levels of authority and discretion • Highly repetitive • Huge Benefits • Low selection and training costs • High productivity • High levels of control Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  5. Enriched Jobs Critical Psychological States Core Job Characteristics Outcomes Skill variety Task identity Task significance Experienced Meaningfulness of the Work • Hi internal • work motivation • Hi growth • satisfaction • Hi job • satisfaction • Hi work • effectiveness Autonomy Experienced Responsibility Feedback from work Knowledge of Actual Results Moderators Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  6. Core Job Dimensions • Skill Variety - extent to which multiple skills are used • Task Identity - extent to which an individual works on a “whole” task • Task Significance - impact of the work on others • Autonomy - amount of discretion in the work • Feedback from the Work Itself - extent to which work provides information on effectiveness Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  7. Job Enrichment Application Stages • Perform a thorough diagnosis • Form natural work units • Combine tasks • Establish client relationships • Vertical loading • Opening feedback channels Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  8. Self Managed Teams Application Stages • Sanction the design effort • Diagnose the work system • Generate appropriate designs • Specify support systems • Implement and evaluate the work design • Continual change and improvement Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  9. Technological Requirements High Low Task Uncertainty Low High Technical Interdependence Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  10. Technological Requirements Traditional Work Groups Traditional Job Design High Task Uncertainty Low Self-Regulating Work Groups Job Enrichment Low Technical Interdependence High Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  11. Social/Psychological Requirements Low Growth Needs High Low Social Needs High Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  12. Social/Psychological Requirements Traditional Job Design Traditional Work Groups High Growth Needs Low Job Enrichment Self-Regulating Work Groups Low Social Needs High Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  13. Socio-Technical Systems Diagnosis • Define the Work System • Conduct an Environmental Analysis • Conduct a Technical Analysis • Conduct a Social Analysis Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  14. Socio-Technical Systems Design • Can work system be designed to better fit with the environment? • Can work system be designed to better operate conversion process and control variances? • Can work system be designed to better satisfy members’ needs? Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  15. High Performance Team Model Team Task Design and Development • Team • Performance • Member • Satisfaction Team Process Intervention Team Functioning Organization Support System Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  16. Team Task Design & Development • Whole and interdependent tasks • Common mission and goals • Requisite multi-skills • Task and boundary control • Feedback of results • Minimum specification design • Develop from narrow to broad boundaries for discretion Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  17. Team Process Intervention • Promoting healthy interpersonal relationships • Coordinating efforts • Weighting member inputs and sharing knowledge • Making good decisions • Confronting and resolving conflicts Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  18. Organization Support Systems • Performance management systems • Training systems • Information systems • Selection systems • Management systems Cummings & Worley, 7e (c) 2001 South-Western College Publishing

More Related