job and organizational design. approaches to job design work simplification advocated by frederick...
Post on 20-Dec-2015
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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
Consequences of Work Simplification
WorkSimplification
Monotony BoredomJob
DissatisfactionTardiness
AbsenteeismTurnover
Stress
Process Perception FeelingEmotionalResponse
BehavioralResponse
Results of Moon Tent Exercise
2.9 2.9 2.8 2.9 2.9 3.1 2.8
0
1
2
3
4
5
6
7
Satisfactio
n
Production
Meaningfulness
Responsibility
AwarenessEffo
rt
Quality of W
ork
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
Herzberg’s Two Factor Theory
Hygiene Factorssalary
company policy
physical facilities
administration
working conditions
co-worker relations
Motivatorschallenge
autonomy
advancement
recognition
Job Characteristics Model
Core JobDimensions
CriticalPsychological
StatesPersonal and
Work Outcomes
High internal workMotivation
High quality workPerformance
High satisfactionWith work
Low absenteeismAnd turnover
Autonomy
Feedback
Growth NeedStrength
Experienced meaningfulness
of work
Experienced responsibility
for work outcomes
Knowledge of actual
results of activities
Skill variety
Task identity
Task significance
Results of Exercises
2.9
4.5
2.9
6.125
2.8
4.5
2.9
5.875
2.9
6.375
3.1
6.125
2.8
6.375
0
1
2
3
4
5
6
7
Satisfactio
n
Production
Meaningfulness
Responsibility
AwarenessEffo
rt
Quality of W
ork
Moon Tent
Water Carrier
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
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. Organizational structure often based on people’s implicit
theories
Organizational Structure
Theory X assumes people…
truly dislike work
must be coerced into working
prefer close supervision
avoid responsibility
have little ambition
value security the most
Theory Y assumes people…
want to work
will exercise self-control
are motivated to achieve goals
are imaginative and creative
are boxed in by conventional jobs
McGregor’s Management Theories
Classical School of Management
Assumptions
1. Work is inherently distasteful to most people.
2. What workers do is less important than what they earn for doing it.
Policies
1. Manager’s task is to supervise and control.
2. Break tasks down into simple, repetitive components. (e.g. Taylor)
3. Establish detailed work routines and procedures.
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
President
MarketingDirector
ProductionDirector
FinanceDirector
Research &Development
AssistantDirector
Assistant toDirector
Employee
Employee
KeyboardManager
MonitorManager
Employee
Employee
Employee
Employee
Employee
Employee
AssistantDirector
Employee
Employee
Scientist Scientist Scientist Scientist
Applied Example
Moon Tent Exercise Communication was “top-down” Decision making was “top-down”
GM
AGM
W W W W W WW
Neoclassical Organizational Theory Critiqued principles of Classical theory
Functional Principle Scalar Principle Line/Staff Principle Span of Control President
MarketingDirector
ProductionDirector
FinanceDirector
Research &Development
AssistantDirector
Assistant toDirector
Employee
Employee
KeyboardManager
MonitorManager
Employee
Employee
Employee
Employee
Employee
Employee
AssistantDirector
Employee
Employee
Scientist Scientist Scientist Scientist
Human Relations School of ManagementAssumptions
1. People want to feel useful and important.
2. People desire to belong and be recognized as individuals.
Policies
1. Manager’s task is to make workers feel useful and important.
2. Keep workers informed and listen to their objections to manager’s plans.
3. Allow workers to exercise some self-direction and control in routine matters.
Human Resources School of Management
Assumptions
1. Work is not inherently distasteful. People want to contribute to meaningful goals that they have helped establish.
2. Most people can exercise far more creative, responsible, self-direction than their job currently allows.
Policies
1. Manager’s task is to coach and utilize untapped human resources.
2. Create an environment that allows workers to contribute to the limits of their abilities.
3. Encourage full participation on important matters, continually broadening worker self-direction and control.
Inputs
InformationEquipmentFacilitiesMaterialsMoneyTechnology
Transformation
OrganizationHuman Resources
Outputs
ProductsGoods
Services
Customer Feedback
Inputs
InformationEquipmentFacilitiesMaterialsMoneyTechnology
Transformation
OrganizationHuman Resources
Outputs
ProductsGoods
Services
Customer Feedback
Systems Theory
Characteristics of Systems’ Theories Subsystems Synergy Input/Output Model Goal seeking Entropy Dynamic Equilibrium Feedback