6351 Chapter 13, 14, 15
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Chapter13Powerpoint.pptxOrganization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
13
Work Design
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Learning Objectives
Describe the engineering approach to work design.
Explore and evaluate the motivational approach to work design.
Discuss and apply the principles of sociotechnical systems work design.
Learn how to design work to meet technical and personal needs.
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Work Design Approaches
Engineering: Traditional Jobs & Groups
High specification and routinization
Low task variety and autonomy
Reengineering
Revolutionary, radical change in work processes
Integrated jobs, tasks and structures
Motivational: Enriched Jobs
High task variety and autonomy
Feedback of results
Sociotechnical: Self-Managing Teams
Control over total task
Multi-skilled, flexible, and self-regulating
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The Engineering (Traditional)Approach
Based on Scientific Management
Highly specified behaviors
Narrow range of skills
Low levels of authority and discretion
Highly repetitive
Benefits
Low selection and training costs
High productivity
High levels of control
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The Reengineering Approach
Radical and revolutionary redesign of business process to achieve dramatic improvements in performance
Leverages latest developments information technology to enable significant change
Focus on work processes breaks down functional and divisional organization structures and redesign work around task interdependencies
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The Reengineering Process
Prepare the organization
Specify the organization’s strategy and objectives
Fundamentally rethink the way work gets done
Identify and analyze core business processes
Define performance objectives
Design new processes
Restructure the organization around the new business processes.
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Characteristics of Reengineered Organizations
Work units change from functional departments to process teams
Jobs change from simple tasks to multidimensional work
People’s roles change from controlled to empowered
The focus of performance measures and compensation shifts from activities to results
Organization structures change from hierarchical to flat
Managers change from supervisors to coaches; executives change from scorekeepers to leaders
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The Motivational Approach
Organization effectiveness is a function of member needs and satisfaction
Seeks to improve employee performance and satisfaction by enriching jobs
Provides opportunity for autonomy, responsibility, doing a complete job and performance feedback
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Enriched Jobs Overview
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Core Job Dimensions
Skill Variety - extent to which multiple skills are used
Task Identity - extent to which an individual works on a “whole” task
Task Significance - impact of the work on others
Autonomy - amount of discretion in the work
Feedback from the Work Itself - extent to which work provides information on effectiveness
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Job Enrichment Application Stages
Perform a thorough diagnosis
Form natural work units
Combine tasks
Establish client relationships
Vertical loading
Opening feedback channels
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Sociotechnical Systems Work Design
Sociotechnical systems (STS) theory is based on two basic ideas:
An organization or work unit is a combined, social-plus-technical system (sociotechnical) that should be “jointly optimized”
The system is open in relation to their environment and must interact with their environments to survive and develop
Self-managed work teams is the most prevalent application of STS
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Sociotechnical Systems Design
Can work system be designed to better fit with the environment?
Can work system be designed to better operate conversion process and control variances?
Can work system be designed to better satisfy members’ needs?
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Model of Self-Managed Work Teams
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Team Task Design and Development
Whole and interdependent tasks
Common mission and goals
Requisite multi-skills
Task and boundary control
Feedback of results
Minimum specification design
Develop from narrow to broad boundaries for discretion
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Team Process Interventions
Promoting healthy interpersonal relationships
Coordinating efforts
Weighting member inputs and sharing knowledge
Making good decisions
Confronting and resolving conflicts
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Organization Support Systems
Recruitment and Selection
Training
Evaluation and reward systems
Leadership support
Use of freed-up time
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Self-Managed Work Teams Application Stages
Sanction the design effort
Diagnose the work system
Generate appropriate designs
Specify support systems
Implement and evaluate the work design
Continual change and improvement
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Designing Work for Technical and Personal Needs
Technical Factors
Technical interdependence: the extent to which cooperation among workers is required
Technical Uncertainty: the amount of information processing and decision making among workers necessary to do the work
Personal Need Factors
Social Needs: the desire for significant social relationships
Growth Needs: the desire for personal accomplishment, learning, and development.
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Work Designs That Optimize Technology
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Work Designs that Optimize Personal Needs
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