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Managing the Managing the Structure, Flow, Structure, Flow, and Design of and Design of
WorkWork
Agenda Item #1Agenda Item #1 -- -- Terminology!Terminology!
JobJob PositionPosition a.a. Job AnalysisJob Analysis b.b. Job FamilyJob Family c.c. Job DescriptionsJob Descriptions TDRs (tasks, duties, TDRs (tasks, duties,
responsibilites)responsibilites) d.d. Job SpecificationsJob Specifications e.e. KSAs (knowledge, KSAs (knowledge,
skills, abilities)skills, abilities)
f.f. Job Design Job Design g.g. Job Specialization Job Specialization
(simplification)(simplification) h.h. Job RotationJob Rotation i.i. Job EnlargementJob Enlargement j.j. Job EnrichmentJob Enrichment j.j. Job Characteristics Job Characteristics
ModelModel k.k. Job EvaluationJob Evaluation
Explain the differences & relationships among Explain the differences & relationships among
Organizational Strategy
Overall Cost LeadershipDifferentiation
Organizational Strategy
Organizational Structure
BureaucracyFlatBoundaryless
Organizational Strategy
Organizational Structure
Work Flow Analysis
InputsProcessesOutflows
Business Process
Reengineering
Organizational Strategy
Organizational Structure
Work Flow Analysis
Groups Vs. Individuals
TeamsSelf-Managed TeamsVirtual TeamsProblem-Solving TeamsSpecial-Purpose Teams
Motivating IndividualsGoal-Setting 2-FactorJob Characteristics
Characteristics of Effective Characteristics of Effective Goal-SettingGoal-Setting
Workers will be more motivated when . . .Workers will be more motivated when . . . Goals are Goals are clear, specificclear, specific Goals are Goals are difficultdifficult (yet attainable) (yet attainable) They They participateparticipate in creating goals for in creating goals for
themselvesthemselves They receive They receive frequent feedback frequent feedback on their on their
progress toward reaching their goalsprogress toward reaching their goals
Herzberg’s Herzberg’s Two-Factory TheoryTwo-Factory Theory
Hygiene Factors
Motivators
LowDissatisfaction
HighDissatisfaction
company policies; working conditions; job security; salary; benefits; relationships with supervisors, managers, co-workers, & subordinates
the work itself, achievement, recognition, responsibility, opportunities for advancement
LowSatisfaction
HighSatisfaction
if adequately provided if inadequately provided
Hackman & Oldham’s Job Hackman & Oldham’s Job Characteristics TheoryCharacteristics Theory
High InternalWork Motivation
High-QualityWork Performance
High Satisfactionwith the Work
Low Turnoverand Absenteeism
Skill VarietyTask IdentityTask Significance
Autonomy
Feedback
Experienced Meaningfulnessof the Work
Experienced Responsibility for Work Outcomes
Knowledge ResultsFrom Work
Core Job Characteristic
s
Critical Psychological
States
Personal &Work
Outcomes
Employee Growth Need Strength
Organizational Strategy
Organizational Structure
Work Flow Analysis
Groups Vs. Individuals
Designing Jobs
Work SimplificationJob Rotation Job EnlargementJob EnrichmentTeam-Based Design
Approaches toApproaches to Job Design Job Design
Motivational approachMotivational approach Mechanistic approachMechanistic approach Biological approachBiological approach Perceptual/Motor approachPerceptual/Motor approach
Organizational Strategy
Organizational Structure
Work Flow Analysis
Groups Vs. Individuals
Designing Jobs
Job Analysis
TasksDutiesResponsibilities
KnowledgeSkillsAbilities
Organizational Strategy
Organizational Structure
Work Flow Analysis
Groups Vs. Individuals
Designing Jobs
Job Analysis
Job DescriptionIdentificationJob SummaryJob Duties & ResponsibilitiesJob SpecificationsMinimum QualificationsWorking Conditions
Scheduling WorkScheduling Work
Organizational Strategy
Organizational Structure
Work Flow Analysis
Groups Vs. Individuals
Designing Jobs
Job Analysis
Job Description
Scheduling WorkTelecommuting Flex-time Compressed Work Weeks Job Sharing
