Chapter 4 - Designing and Analyzing Jobs

Chapter 4 - Designing and Analyzing Jobs * organizational structure – formal relationship among jobs in organization * organization chart shows the structure, shows the chain of command and who is accountable for whom * only provides a snapshot of particular point in time, but doesn’t show power, duties, responsibilities * 3 types of structure * bureaucratic * top down management approach, many levels and communication channels, since there are so many people and positions, each job is very specialized with narrowly defined scope * focuses more on independent performance, hard to communicate to the top * flat * managers have increased span of control as there is higher number of employees reporting to them aka decentralized management approach * broadly defined jobs with general job descriptions, emphasis on team/product development * matrix * each job has 2 components, functional and product * ex. finance personnel for product B are responsible for both finance exec and product B exec
Job Design * job design is the process of systematically organizing work into tasks that are required to perform a job * a job is a group of related activities and duties, held by single employee or number of incumbents * position is the collection of tasks and responsibilities performed by one person * ex. 1 supervisor, 1 clerk, 40 assemblers is 3 jobs and 44 positions
Job Specialization * industrial revolution: substitution of machine power for people became widespread, experts glowing about correlation between job specialization and productivity and efficiency * work simplification approach to job design where admin aspects (planning and organizing) given to managers while lower level employees have narrowly defined tasks to increase efficiency * effective in environment employing people with intellectual disabilities or lacking