designing work systems. how jobs interface with others types of task interdependence –pooled...
DESCRIPTION
Teams and HR Practices Teams vs. Work Groups –Level of interdependence to create work product –Common goals and mutual accountability –Leadership and direction setting Self-Managed Teams –Members collaborate on an entire product or service –Responsible for setting schedules, changing work processes, evaluating output, and hiring new employeesTRANSCRIPT
Designing Work Systems
How Jobs Interface with Others
Types of Task Interdependence– Pooled
Individual employees work independently of each other in performing tasks but utilize coordination of their activities.
– SequentialThe work in process flows from one individual to another, where
one individual depends on the timely completion of quality work for another coworker.
– ReciprocalWorkflow is not linear as in sequential interdependence but
systematic. Work flow responds situation and employees have shared responsibilities for the work.
Teams and HR Practices
• Teams vs. Work Groups– Level of interdependence to create work product– Common goals and mutual accountability– Leadership and direction setting
• Self-Managed Teams– Members collaborate on an entire product or service– Responsible for setting schedules, changing work processes,
evaluating output, and hiring new employees
Elements of Structure
• Work specialization – division of labor • Formalization – degree to which jobs are defined• Departmentalization – how jobs are divided
– Functional, Product, Geographic, by Customer
• Span of control – number of subordinates• Centralization – where decision-making is located
Flat Structure
Small organizations have simple Small organizations have simple structure:structure:
The entrepreneur and everyone else.The entrepreneur and everyone else.
Bureaucracy
Examples: function, product, geography
Matrix
Product #1 Product #2 Product #3
Engineering
Manufacturing
Customer Support
• People report to multiple bosses.• More flexibility and knowledge sharing.• More difficult to manage.
Structure and HR Practices • Bureaucracy
– Departmentalized by product, function, geography, etc.– Formalized HR– Standardized tasks and specific job descriptions– Hierarchical career paths
• Flat structure– Very little hierarchy– Informal HR with centralized authority– Broadly defined jobs -- Focus on teamwork
Structure and HR Practices
• Boundaryless organization– Little formal hierarchy– Flexible and re-configurable according to business need– Emphasis on selection
• Matrix Structure– Combines product and functional specialization– Multiple bosses – Training in people skills– Organizational level rewards
Organizational Design at Pratt & Whitney
• Pratt & Whitney– Large commercial, military, and industrial gas turbine
engines and rockets.
• PW 4084 Boeing 777– 60,000 parts– Up to 100,000 lbs of thrust– Temperatures: Metal 2000°F Gas 3000 °F– Stays on wing 3-5 years before maintenance action– 25 year lifespan– $10 million
Before: Functional OrganizationPresident
Commercial Programs
Manufacturing Military Programs
Customer Support
Engineering
Design Development Materials AnalyticalOperability
Before: Functional Organization
Engineering Manufacturing
Customer Support
After: Matrix Organization
V.P. Technical
V.P. Programs
Mid ThrustHigh ThrustCompressors Turbines
CombustorsControlsManufacturingCustomer
SupportDesign
Cross-functional teams with between technical and programs with integrated manufacturing and customer support.
After: Matrix Organization
Pros• Cross-functional teams• Program focused• Design integrated with
manufacturing
Cons• Engineering split between
program management and technical
• Loss of discipline capability and identity
• Employee discomfort• Difficult to deploy best
practices