Diagnosing organizations Diagnosing Groups and Jobs 2012 10

學校組織改造與策略革新分組報告 Diagnosing organizations ＆ Diagnosing Groups and Jobs 日期： 2012. 10. 04 報告者：鄭雅文、陳怡君

Diagnosing organizations（1/10） Comprehensive model for Diagnosing organizational systems A. ORGANIZATION LEVEL Inputs Design Components Outputs General Technology Environment Industry Structure B. GROUP LEVEL Inputs Outputs Organization Design Strategy Structure e Human Resources Systems Cultur Measurement Systems Organization Effectiveness e. g. , performance, productivity, stakeholder satisfaction Design Components Task Structure Goal Clarity Group Composition Team Functioning Group Norms Team Effectiveness e. g. , quality of Work life, performance

Diagnosing organizations（1/10） Comprehensive model for Diagnosing organizational systems C. INDIVIDUAL LEVEL Inputs Outputs Organization Design Group Design Personal Characteristics Design Components Autonomy Individual Effectiveness Feedback about Results e. g. , job satisfaction, Performance, absenteeism, personal development Skill Variety Task Identity Task Significance

Diagnosing organizations（1/10） The relationships shown in Figure 5. 2 illustrate how each organization level affects the lower levels. The larger environment is an input to organization design. Organization design is an input to group design, which in turn serves as an input to job design. These cross-level relationships emphasize that organizational levels Must fit with each other if the organization is to operate effectively.

Diagnosing organizations（1/10） The

Diagnosing Groups and Jobs（1/10） Comprehensive model for Diagnosing organizational systems A. ORGANIZATION LEVEL Inputs General Environment Industry Structure Design Components Technology Strategy Structure Human Resources Systems B. GROUP LEVEL Inputs Organization Effectiveness Culture Measurement Systems Design Components Goal Clarity Organization Design Task Structure C. INDIVIDUAL LEVEL Inputs Organization Design Group Design Personal Characteristics Team Functioning Group Composition Group Norms Design Components Skill Variety Task Identity Task Significance Autonomy Feedback about Results Outputs e. g. , performance, productivity, stakeholder satisfaction Outputs Team Effectiveness e. g. , quality of Work life, performance Outputs Individual Effectiveness e. g. , job satisfaction, Performance, absenteeism, personal development

Diagnosing Groups and Jobs（2/10） Comprehensive model for Diagnosing organizational systems B. GROUP LEVEL Inputs Outputs Organization Design Components Task Structure Goal Clarity Group Composition Team Functioning Group Norms Team Effectiveness e. g. , quality of Work life, performance similar popular group-level diagnostic models 1. Hackman and Morris's task group design model 2. Mc. Caskey's framework for analyzing group 3. Ledford, Lawler, and Mohrman's participation group design modele

Diagnosing Groups and Jobs（3/10） Design Components Ø Goal Clarity：how well the group understands its objectives Ø Task structure ：how the group's work is designed Ø Composition：the membership of groups ─Demographic variables ─task-relevant skills and knowledge Ø Group functioning：the underlying basis of group life ─members’ quality of relationships Ø Performance norms：member beliefs about how the group should perform its task and include acceptable levels of performance.

Diagnosing Groups and Jobs（4/10） Fits Ø Group design should be congruent with the larger organization design Ø organization's coordination among technology results in task structures members interdependent tasks Composition Ø organization's technology is relatively uncertain performance norms group functioning promote members self-regulation

Diagnosing Groups and Jobs（5/10） Analysis Ø Application：Top-Management Team at Ortiv Glass Corporation Ø Questions： ─How clear are the group's goals? ─What is the group's task structure? ─What is the composition of the group? ─What are the group's performance norms? ─What is the nature of team functioning in the group? Ø Reflections：

Diagnosing Groups and Jobs（6/10） Comprehensive model for Diagnosing organizational systems C. INDIVIDUAL LEVEL Inputs Outputs Organization Design Group Design Personal Characteristics Design Components Autonomy Individual Effectiveness Feedback about Results e. g. , job satisfaction, Performance, absenteeism, personal development Skill Variety Task Identity Task Significance similar popular job diagnostic frameworks 1. Hackman and Oldham's job diagnostic survey 2. Herzberg's job enrichment model

Diagnosing Groups and Jobs（7/10） Design Components Ø Skill variety ：a range of activities and abilities to perform the work Ø Task identity：the completion of a relatively whole, identifiable piece of work. Ø Task significance：a significant impact on other people's lives Ø Autonomy：provides freedom and discretion in scheduling the work and determining work methods Ø Performance norms：provides employees with direct and clear information about the effectiveness of task performance

Diagnosing Groups and Jobs（8/10） Fits Ø Job design should be congruent with the larger organization and group designs within which the job is embedded. Ø Job design should fit the personal characteristic Analysis Ø Application：Job Design at Pepperdine University Ø Questions： ─inputs ─individual job Ø Reflections：