Job and Organizational Design
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
Process
Perception
Feeling
Work
Simplification
Monotony
Boredom
Emotional
Response
Behavioral
Response
Job
Dissatisfaction
Tardiness
Absenteeism
Turnover
Stress
Results of Exercises
Moon Tent
Water Carrier
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5.8
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4.2
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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 Factors
salary
company policy
physical facilities
administration
working conditions
co-worker relations
Motivators
challenge
autonomy
advancement
recognition
Job Characteristics Model
Core Job
Dimensions
Skill variety
Task identity
Task significance
Autonomy
Feedback
Critical
Psychological
States
Experienced meaningfulness
of work
Experienced responsibility
for work outcomes
Knowledge of actual
results of activities
Growth Need
Strength
Personal and
Work Outcomes
High internal work
Motivation
High quality work
Performance
High satisfaction
With work
Low absenteeism
And turnover
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
Organizational Structure
• 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.
Classical Organizational Theory
• Organizational Components
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A system of differentiated activities
People
Authority
President
Cooperation
Marketing
Director
Assistant to
Director
Assistant
Director
Production
Director
Keyboard
Manager
Finance
Director
Monitor
Manager
Assistant
Director
Research &
Development
Scientist
Scientist
Scientist
• Structural
Principles
Scientist
Employee
Employee
Employee
Employee
Employee
Employee
Employee
Employee
Employee
Employee
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Functional Principle
Scalar Principle
Line/Staff Principle
Span of Control Principle
Neoclassical Organizational Theory
• Critiqued principles of Classical theory
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Functional Principle
Scalar Principle
Line/Staff Principle
Span of Control
Marketing
Director
Assistant to
Director
Assistant
Director
President
Production
Director
Keyboard
Manager
Finance
Director
Monitor
Manager
Assistant
Director
Scientist
Employee
Employee
Employee
Employee
Employee
Employee
Employee
Employee
Employee
Employee
Research &
Development
Scientist
Scientist
Scientist
Systems Theory
Inputs
Information
Equipment
Facilities
Materials
Money
Technology
Transformation
Outputs
Organization
Human Resources
Products
Goods
Services
Customer Feedback
• Characteristics of Systems’ Theories
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–
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Subsystems
Synergy
Input/Output Model
Goal seeking
Entropy
Dynamic Equilibrium
Feedback