Job and Organizational Design

1. Job and Organizational Design

2. 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

3. Consequences of Work Simplification Emotional Response Behavioral Response Process Perception Feeling Work Simplification Monotony Boredom Job Dissatisfaction Tardiness Absenteeism Turnover Stress

4. Results of Moon Tent Exercise

5. 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

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

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

8. Results of Exercises

9. 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

10. 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.

11. Organizational Components A system of differentiated activities People Authority Cooperation Structural Principles Functional Principle Scalar Principle Line/Staff Principle Span of Control Principle Classical Organizational Theory

12. Applied Example • Moon Tent Exercise • Communication was “top-down” • Decision making was “top-down”

13. Critiqued principles of Classical theory Functional Principle Scalar Principle Line/Staff Principle Span of Control Neoclassical Organizational Theory

14. Inputs Information Equipment Facilities Materials Money Technology Transformation Organization Human Resources Outputs Products Goods Services 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 Customer Feedback

15. 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.