Job and Organizational DesignApproaches to Job DesignConsequences of Work SimplificationResults of Moon Tent ExerciseJob Change StrategiesMASLOW’S HIERARCHY OF NEEDSHerzberg’s Two Factor TheoryJob Characteristics ModelResults of ExercisesSummaryOrganizational StructureMcGregor’s Management TheoriesClassical School of ManagementClassical Organizational TheoryApplied ExampleNeoclassical Organizational TheoryHuman Relations School of ManagementHuman Resources School of ManagementSystems TheorySlide 20Job and Organizational DesignApproaches 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 machineConsequences of Work SimplificationWorkSimplificationMonotony BoredomJobDissatisfactionTardinessAbsenteeismTurnoverStressProcess Perception FeelingEmotionalResponseBehavioralResponseResults of Moon Tent ExerciseJob 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 policyMASLOW’S HIERARCHY OF NEEDS MASLOW’S HIERARCHY OF NEEDS ACTUALIZATIONPHYSICALSAFETYSOCIALESTEEMHerzberg’s Two Factor TheoryHygiene Factorssalary company policy physical facilitiesadministrationworking conditionsco-worker relationsMotivatorschallengeautonomyadvancementrecognitionJob Characteristics ModelCore JobDimensionsCriticalPsychologicalStatesPersonal andWork OutcomesHigh internal workMotivationHigh quality workPerformanceHigh satisfactionWith workLow absenteeismAnd turnoverAutonomyFeedbackGrowth NeedStrengthExperienced meaningfulnessof workExperienced responsibilityfor work outcomesKnowledge of actualresults of activitiesSkill varietyTask identityTask significanceResults of ExercisesSummary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 theoriesOrganizational StructureTheory X assumes people…truly dislike workmust be coerced into workingprefer close supervisionavoid responsibilityhave little ambitionvalue security the mostTheory Y assumes people…want to workwill exercise self-controlare motivated to achieve goalsare imaginative and creativeare boxed in by conventional jobsMcGregor’s Management TheoriesClassical School of ManagementAssumptions1. Work is inherently distasteful to most people.2. What workers do is less important than what they earn for doing it.Policies1. 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 PrinciplePresidentMarketingDirectorProductionDirectorFinanceDirectorResearch &DevelopmentAssistantDirectorAssistant toDirectorEmployeeEmployeeKeyboardManagerMonitorManagerEmployeeEmployeeEmployeeEmployeeEmployeeEmployeeAssistantDirectorEmployeeEmployeeScientist Scientist Scientist ScientistApplied ExampleMoon Tent ExerciseCommunication was “top-down”Decision making was “top-down”GMAGMW W W W W WWNeoclassical Organizational TheoryCritiqued principles of Classical theoryFunctional PrincipleScalar PrincipleLine/Staff PrincipleSpan of ControlPresidentMarketingDirectorProductionDirectorFinanceDirectorResearch &DevelopmentAssistantDirectorAssistant toDirectorEmployeeEmployeeKeyboardManagerMonitorManagerEmployeeEmployeeEmployeeEmployeeEmployeeEmployeeAssistantDirectorEmployeeEmployeeScientist Scientist Scientist ScientistHuman Relations School of ManagementAssumptions1. People want to feel useful and important.2. People desire to belong and be recognized as individuals.Policies1. 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 ManagementAssumptio ns1. 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.Policies1. 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.InputsInformationEquipmentFacilitiesMaterialsMoneyTechnologyTransformationOrganizationHuman ResourcesOutputsProductsGoodsServicesCustomer FeedbackInputsInformationEquipmentFacilitiesMaterialsMoneyTechnologyTransformationOrganizationHuman ResourcesOutputsProductsGoodsServicesCustomer FeedbackSystems TheoryCharacteristics of Systems’ TheoriesSubsystemsSynergyInput/Output ModelGoal seekingEntropyDynamic