This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
1.1. Explain why organizing is an important managerial Explain why organizing is an important managerial function, describe the process of organizing, and function, describe the process of organizing, and outline the primary stages of the process.outline the primary stages of the process.
2.2. Discuss the concept of job design and identify the Discuss the concept of job design and identify the core job dimensions that define a job.core job dimensions that define a job.
3.3. Explain how and why the perspectives on job design Explain how and why the perspectives on job design have evolved.have evolved.
4.4. Describe the job-design approaches that came from Describe the job-design approaches that came from the classical management, behavioral management, the classical management, behavioral management, and employee/work team–centered perspectives.and employee/work team–centered perspectives.
LEARNING OBJECTIVESLEARNING OBJECTIVESWhen you have finished studying this chapter, When you have finished studying this chapter, you should be able to:you should be able to:
5.5. Understand both the vertical and horizontal Understand both the vertical and horizontal associations that exist between individuals and work associations that exist between individuals and work groups within the organization.groups within the organization.
6.6. Define delegation and discuss why it is important for Define delegation and discuss why it is important for managers to delegate.managers to delegate.
7.7. Explain why managers often fail to delegate and Explain why managers often fail to delegate and suggest methods for improving delegation skills.suggest methods for improving delegation skills.
LEARNING OBJECTIVES LEARNING OBJECTIVES (cont’d)(cont’d)When you have finished studying this chapter, When you have finished studying this chapter, you should be able to:you should be able to:
• The set of tasks and activities that are grouped The set of tasks and activities that are grouped together to define a particular job.together to define a particular job.
• Job descriptions detail the responsibilities and Job descriptions detail the responsibilities and tasks associated with a given job.tasks associated with a given job.
• Born of classical management and scientific Born of classical management and scientific management theories based on the concepts of management theories based on the concepts of division of labor and specialization.division of labor and specialization.
Jobs are highly structured and rigidly defined. Jobs are highly structured and rigidly defined.
• Focus on motivation, satisfaction, and Focus on motivation, satisfaction, and productivity.productivity.
Became popular during the movement toward the Became popular during the movement toward the human relations school of thought.human relations school of thought.
Led to the development of more innovative Led to the development of more innovative approaches to job design including:approaches to job design including:
• Programs designed to broaden job scope.Programs designed to broaden job scope.
Job scopeJob scope refers to the number of different activities refers to the number of different activities required in a job and the frequency with which each required in a job and the frequency with which each activity is performed.activity is performed.
While While job enlargement programsjob enlargement programs have typically been have typically been considered as a means of enriching jobs, sometimes considered as a means of enriching jobs, sometimes reducing job scope has a positive impact on reducing job scope has a positive impact on productivity and job satisfaction.productivity and job satisfaction.
Job Depth and Job EnrichmentJob Depth and Job Enrichment
• Job DepthJob Depth Refers to the degree of control given to a job holder to Refers to the degree of control given to a job holder to
perform their job.perform their job. Closes the gap between planning, doing and Closes the gap between planning, doing and
controlling a particular set of activities.controlling a particular set of activities. Jobs that have high job depth typically rate more Jobs that have high job depth typically rate more
favorably on the core job dimensions than jobs with favorably on the core job dimensions than jobs with low job design.low job design.
• Job EnrichmentJob Enrichment Can be an effective means of motivating employees Can be an effective means of motivating employees
and improving job satisfaction.and improving job satisfaction.
• Assigning individuals to a variety of job Assigning individuals to a variety of job positions.positions.
Employees rotate through a number of job positions Employees rotate through a number of job positions that are at approximately the same level and have that are at approximately the same level and have similar skill requirements.similar skill requirements.
While job rotation has proven particularly beneficial in While job rotation has proven particularly beneficial in manufacturing settings, it can also be used effectively manufacturing settings, it can also be used effectively in service organizations.in service organizations.
• Are not intended to replace previous methods of Are not intended to replace previous methods of job design rather to supplement both the job design rather to supplement both the mechanistic and the behavior theories of job mechanistic and the behavior theories of job design.design.
• The most popular approaches are:The most popular approaches are: Business process reengineeringBusiness process reengineering
Employee-centered work redesignEmployee-centered work redesign
Business Process ReengineeringBusiness Process Reengineering
• A method of enhancing competitiveness through A method of enhancing competitiveness through improved product and service quality and improved product and service quality and operational efficiency.operational efficiency. A process of assessing company’s operations and A process of assessing company’s operations and
rebuilding the organization system with a focus on:rebuilding the organization system with a focus on: Improving efficiency.Improving efficiency. Identifying redundancies.Identifying redundancies.Eliminating non-value added activities.Eliminating non-value added activities.Reducing waste in all possible ways.Reducing waste in all possible ways.
Execution of reengineering has proven difficult for Execution of reengineering has proven difficult for many companies.many companies.
Employee-Centered Work RedesignEmployee-Centered Work Redesign
• Links the mission of the organization with the Links the mission of the organization with the needs of the individual by allowing employees to needs of the individual by allowing employees to design their work roles to benefit the design their work roles to benefit the organization and themselves.organization and themselves.
• Benefits of redesign include:Benefits of redesign include: Improved productivity and job satisfaction.Improved productivity and job satisfaction.
Fosters a climate that supports cooperation between Fosters a climate that supports cooperation between individuals and work groups.individuals and work groups.
Consistent with quality improvement efforts.Consistent with quality improvement efforts.
• Shifts the focus from the individual to the work Shifts the focus from the individual to the work group.group. Responsibility for a substantial portion of the Responsibility for a substantial portion of the
organization’s activities is assigned to a team of organization’s activities is assigned to a team of individuals who must determine the best way to fulfill individuals who must determine the best way to fulfill those responsibilities.those responsibilities.
Self-managed teams are considered cross-functional Self-managed teams are considered cross-functional teams.teams.
• The working relationships that exist within an The working relationships that exist within an organization affect how its activities are organization affect how its activities are accomplished and coordinated.accomplished and coordinated.
• These relationships are defined by:These relationships are defined by:
Chain of commandChain of command
Span of controlSpan of control
Line and staff responsibilitiesLine and staff responsibilities
Chain of Command and Unity of Chain of Command and Unity of CommandCommand• Chain of CommandChain of Command
The line of authority and responsibility that flows The line of authority and responsibility that flows throughout the organization.throughout the organization.
• Unity of CommandUnity of Command A principle that each employee in the organization is A principle that each employee in the organization is
accountable to one, and only one, supervisor.accountable to one, and only one, supervisor.
• The number of employees reporting to a The number of employees reporting to a particular manager.particular manager. In theory, when tasks are very complex, span of In theory, when tasks are very complex, span of
control should be relatively narrow.control should be relatively narrow. In contrast, where jobs are highly standardized and In contrast, where jobs are highly standardized and
routine (low complexity), a manager will not need to routine (low complexity), a manager will not need to spend as much time supporting individual spend as much time supporting individual subordinates, and the span of control may be larger.subordinates, and the span of control may be larger.
Line and Staff ResponsibilitiesLine and Staff Responsibilities
• Line PersonnelLine Personnel Those organizational members that are directly Those organizational members that are directly
involved in delivering the products and services of the involved in delivering the products and services of the organization.organization.
• Staff PersonnelStaff Personnel Those organizational members that are not directly Those organizational members that are not directly
involved in delivering the products and services to the involved in delivering the products and services to the organization, but provide support for line personnel.organization, but provide support for line personnel.
The Process of DelegationThe Process of Delegation
• Decide which goals/tasks to delegate.Decide which goals/tasks to delegate. Teach the department or organization mission.Teach the department or organization mission. Find a capable person.Find a capable person. Teach/train the person.Teach/train the person.
• Assign ResponsibilityAssign Responsibility Refers to the employee’s obligation to complete the Refers to the employee’s obligation to complete the
activities that he or she has been assigned.activities that he or she has been assigned.
• Grant AuthorityGrant Authority Authority is the right to marshal resources and make Authority is the right to marshal resources and make
decisions necessary to fulfill work responsibilities.decisions necessary to fulfill work responsibilities.
The Process of Delegation (cont’d)The Process of Delegation (cont’d)
• Establishing AccountabilityEstablishing Accountability Where there is accountability for performance, Where there is accountability for performance,
employees understand that they must justify their employees understand that they must justify their decisions and actions with regard to the tasks for decisions and actions with regard to the tasks for which they have assumed responsibility.which they have assumed responsibility.
• Leads to a more involved and empowered workforce.Leads to a more involved and empowered workforce.
• Improved response time as a result of decisions and Improved response time as a result of decisions and information not needing to be passed up and down the information not needing to be passed up and down the organization.organization.
• Leads to better decision making.Leads to better decision making.
• Provides opportunity for employee to develop analytical Provides opportunity for employee to develop analytical and problem solving skills.and problem solving skills.
• Provides managers the opportunity to accomplish more Provides managers the opportunity to accomplish more complicated, difficult, or important tasks.complicated, difficult, or important tasks.
Implications for Leaders: Organizing Implications for Leaders: Organizing TipsTips• Identify the tasks and activities that must be completed Identify the tasks and activities that must be completed
in order for goals to be achieved.in order for goals to be achieved.
• Design jobs so that job holders will find their jobs Design jobs so that job holders will find their jobs interesting and challenging.interesting and challenging.
• Understand the potential advantages and disadvantages Understand the potential advantages and disadvantages of specialization, job enlargement, job enrichment, and of specialization, job enlargement, job enrichment, and job rotation.job rotation.
• Understand the importance of chain of command and Understand the importance of chain of command and span of control.span of control.
• All successful managers delegate authority. Learn how All successful managers delegate authority. Learn how to delegate well and hold people accountable.to delegate well and hold people accountable.