Chapter 2 Managing Work Flow and Job Design

Work: The Organizational Perspective Designing the Organization: Bureaucratic Organizations [Hierarchies] Flat Organizations Boundaryless Organizations Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -2

Bureaucratic Organizations Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -3

Flatter Organizations Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -4

Boundaryless Organizations Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -5

Other Emerging Org. Forms Organized around needs of a particular customer or developer group n Virtual organization [temporary alliance of global contractors to design specific products or solve specific needs] n More later on virtual teams n Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -6

Work: The Group Perspective Teams: § Small group of people with complementary skill sets who work together to solve problems or achieve goals § Vital in flat/boundaryless orgs § Foundation of HPWSs [more later] Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -7

Work: The Group Perspective Types of Teams: § Self-Managed Teams (usually production oriented; members usually cross-trained) § Problem-Solving Teams (usually temporary teams; often comprised of volunteers) § Special-Purpose Teams (e. g. , task force; examine complex issues, recommend actions) § Virtual Teams (e. g. , global; may work 24/7) Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -8

Work: The Individual Perspective Performance = Motivation * Ability Motivation: § Energizes, sustains, directs human behavior § If Motivation = 0, Performance = 0 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -9

Motivation § Two-Factor Theory [now largely debunked] § Motivators―responsibility, achievement § Hygiene factors―working conditions, pay § Work Adjustment Theory [too obvious? ] § Maximize fit between employee needs and abilities and the job [duh? ! ] § Goal-Setting Theory! § Challenging [hard but attainable] goals better than “do your best” or no goals § Example [in class] Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -10

Job Characteristics Theory Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2

Historical Approaches to Job Design § Work Simplification [Frederick Taylor] § Job Enlargement (horizontal loading) § Job Enrichment (vertical loading) § Job Rotation (variety) § Human Relations Movement & JCT [previous slide] § Team-Based Job Design Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -12

Multi-disciplinary Approach § § § Mechanistic Motivational Biological Perceptual motor Others? [see supporting materials presented in class] Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -13

High-Performance Work Systems [HPWSs] §Emerging research investigates efficacy of High Performance Work Systems [HPWSs] or High Involvement Work Systems [HIWSs] that: §Provide organizational structure to facilitate effective use of teams, exchange of information §Maintain dynamic capabilities to allow ongoing structural adaptation/skill development as needed Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -14

The Flexible Workforce § § Core Workers Contingent Workers § § § Temporary Employees Part-Time Employees Contract Workers College Interns Outsourcing/Subcontracting Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -15

Outsourcing and Offshoring Advantages 1. 2. 3. Provide betterquality people with most current skills Cost savings with economies of scale or lower pay abroad Preserve structure while spinning off labor units Disadvantages 1. 2. Could lose control of important activities, particularly during volatile world politics May lose opportunity to gain knowledge and information helpful to company processes Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -16

Emerging Trends: Flexible Schedules § Flexible Work Hours § Compressed Workweeks § Four 10 -hr days or four 12 -hr days [tough in CA due to overtime laws; more to follow in Compensation module! ] Telecommuting [c/b used in disability accommodation w/ leave if job permits] § Case 3, text, p. 80 § Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -17