Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Managing Work Flow and Job Design: Org., Team, & Individual levels of analysis 2-1 Chapter 2

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

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

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

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

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

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 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] 2-7 Work: The Group Perspective

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Types of Teams: 2-8  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) Work: The Group Perspective

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

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall  Two-Factor Theory [now largely debunked]  Motivators―responsibility, achievement  Hygiene factors―working conditions, pay 2-10  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] Motivation

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-11 Job Characteristics Theory

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-12  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 Historical Approaches to Job Design

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

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-14 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  Core Workers  Contingent Workers  Temporary Employees  Part-Time Employees  Contract Workers  College Interns  Outsourcing/Subcontracting 2-15 The Flexible Workforce

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

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall  Flexible Work Hours 2-17  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 Emerging Trends: Flexible Schedules

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall  Legacy HRIS Applications  HRIS Security, BYOD & Privacy  HRIS Analytics [Bus 152] 2-18 Emerging Trends: HR Info Systems