The Structure and Design of Organizations

Job Design

                The process by which managers decide individual job tasks and authority.

Designing Jobs to Allow Work/Family Balance

                Flexible work design:

1.       Reduced hours – employees can take advantage of part-time and job sharing arrangements. Job sharing occurs when two individuals share the responsibilities of one position.

2.       Reduced workload - high-performing senior level individual work reduced schedules for a defined period to pursue an advanced degree, care for a newborn or a sick parent, and the like.

3.       Flextime - full-time professionals are allowed to design their work schedules to fit their particular needs. Typically, this includes variations in starting and ending times or in the number of hours worked per day.

4.       Telecommuting - full-time professionals can elect to work from home for part of the week (no more than 50 percent) to accommodate family or personal needs.

5.       Extended leave of absence – employees who want time off for family and other personal reasons can apply for a leave up to 5 years in duration. During this period, they don’t receive pay or benefits but they are able to stay connected through mentoring, short and hoc projects, and training opportunities.

Job Performance

                The outcomes of jobs that relate to the purposes of the organization such as quality, efficiency, and other criteria of effectiveness.

Job Performance Outcomes

·         Objective Outcomes

Quantity and quality of output, absenteeism, tardiness, and turnover are objective outcomes that can be measured in quantitative terms.

·         Personal Behavior Outcomes

The jobholder reacts to the work itself. She reacts by either attending regularly or being absent, by staying with the job or by quitting.

·         Intrinsic and Extrinsic Outcomes

Intrinsic outcomes are an object or event that follows from the worker’s own efforts and doesn’t require the involvement of any other person.

Extrinsic outcomes are objects or events that follow form the worker’s own efforts in conjunction with other factors or persons that directly involved in the job itself.

·         Job Satisfaction Outcomes

Depends on the level of intrinsic and extrinsic outcomes and how the jobholder views these outcomes.

Describing Jobs through Job Analysis

Job Analysis

                Providing a description of how one job differs from another in terms of demands, activities, and skills required.

Job Content

                Specific activities required in a job.

Functional Job Analysis (FJA)

                Method of Job analysis that focuses on specific activities, machines, methods, and required output.

Job Requirements

                The education, experience, licenses, and other personal characteristics an individual needs to perform the job content.

Job Designs: The Results of Job Analysis

Job Range

                Number of tasks a person is expected to perform while doing a job. The more tasks required, the greater the job range.

Job Depth

                Degree of influence or discretion an individual possesses to choose how a job will be performed.

Job Relationship

                Interpersonal relationships required or made possible on the job.

The Way People Perceive their Jobs

Perceived Job Content

                Specific job activities and general job characteristics as perceived by individual performing the job. Two individuals doing the same job may have the same or different perceptions of job content.

Job Characteristics

1.       Variety – degree to which a job requires employees to perform a wide range of operations in their work, and/or degree to which employees must use a variety of equipment and procedures in their work.

2.       Autonomy – extent to which employees have a major say in scheduling their work, selecting the equipment they use, and deciding on procedures to be followed.

3.       Task identity – extent to which employees do an entire or whole piece of work and can clearly identify the results of their efforts.

4.       Feedback – degree to which employees, as they are working, receive information that reveals how well they are performing on the job.

5.       Dealing with others – degree to which a job requires employees to deal with other people to complete their work.

6.       Friendship opportunities - degree to which a job allows employees to talk with one another on the job to establish informal relationships with other employees at work.

Individual Differences

                Individual differences in need strength, particularly the strength of growth needs, have been shown to influence the perception of tasks variety.

Social Setting Differences

                Differences in social settings of work also affect perceptions of job content. Examples of social setting differences include leadership style and what other people say about the job.

Designing Job Range: Job Rotation and Job Enlargement

Job Rotation

                Practice of moving individual from job to job to reduce potential boredom and increase potential motivation and performance.

Job Enlargement

                Practice of increasing the number of tasks for which an individual is responsible. Increases job range, but not depth.

Designing Job Depth: Job Enrichment

Job Enrichment

                Practice of increasing discretion individual can use to select activities and outcomes. Increases job depth and accordingly fulfills growth and autonomy needs.




Creativity
                Many organizations feel that creativity and innovativeness are not only desirable but also should be core competencies and a consistent feature of their cultures. Creativity is the generation of novel ideas that may be converted into opportunities. It is the first step in the innovation process.


              Creativity may be viewed in many ways. First, you may consider the creative person as mad. Creative people have been found to have superior ego strength and handle problems constructively. Second, you can see the creative person as being disconnected from the art of creativity. Creativity in this view is a mystical act.
Prepared by B1 of Bsoad-3a


Cavestany, Jenny Lyn M.
Bellosillo, Analyn D.
Fortich, Glyn T.
Guiriba, Mark Jay-arr
Tare, Venard D.