1. Designing Work Systems

2. How Jobs Interface with Others Types of Task Interdependence –Pooled Individual employees work independently of each other in performing tasks but utilize coordination of their activities. –Sequential The work in process flows from one individual to another, where one individual depends on the timely completion of quality work for another coworker. –Reciprocal Workflow is not linear as in sequential interdependence but systematic. Work flow responds situation and employees have shared responsibilities for the work.

3. Teams and HR Practices Teams vs. Work Groups –Level of interdependence to create work product –Common goals and mutual accountability –Leadership and direction setting Self-Managed Teams –Members collaborate on an entire product or service –Responsible for setting schedules, changing work processes, evaluating output, and hiring new employees

4. Elements of Structure Work specialization – division of labor Formalization – degree to which jobs are defined Departmentalization – how jobs are divided –Functional, Product, Geographic, by Customer Span of control – number of subordinates Centralization – where decision-making is located

5. Flat Structure Small organizations have simple structure: The entrepreneur and everyone else.

6. Bureaucracy Examples: function, product, geography

7. Matrix Product #1Product #2Product #3 Engineering Manufacturing Customer Support People report to multiple bosses. More flexibility and knowledge sharing. More difficult to manage.

8. Structure and HR Practices Bureaucracy –Departmentalized by product, function, geography, etc. –Formalized HR –Standardized tasks and specific job descriptions –Hierarchical career paths Flat structure –Very little hierarchy –Informal HR with centralized authority –Broadly defined jobs -- Focus on teamwork

9. Structure and HR Practices Boundaryless organization –Little formal hierarchy –Flexible and re-configurable according to business need –Emphasis on selection Matrix Structure –Combines product and functional specialization –Multiple bosses –Training in people skills –Organizational level rewards

10. Organizational Design at Pratt & Whitney Pratt & Whitney –Large commercial, military, and industrial gas turbine engines and rockets. PW 4084 Boeing 777 –60,000 parts –Up to 100,000 lbs of thrust –Temperatures: Metal 2000°F Gas 3000 °F –Stays on wing 3-5 years before maintenance action –25 year lifespan –$10 million

11. Before: Functional Organization President Commercial Programs ManufacturingMilitary Programs Customer Support Engineering DesignDevelopmentMaterialsAnalyticalOperability

12. Before: Functional Organization Engineering Manufacturing Customer Support

13. After: Matrix Organization V.P. Technical V.P. Programs Mid ThrustHigh Thrust CompressorsTurbines CombustorsControls ManufacturingCustomer Support Design Cross-functional teams with between technical and programs with integrated manufacturing and customer support.

14. After: Matrix Organization Pros Cross-functional teams Program focused Design integrated with manufacturing Cons Engineering split between program management and technical Loss of discipline capability and identity Employee discomfort Difficult to deploy best practices