Work Design & Tech Ch16

8/4/2019 Work Design & Tech Ch16

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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook


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2003 Prentice Hall Inc. All rights reserved. 162

AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:

1. Contrast process reengineering and

continuous improvement processes.

2. Describe an e-organization.

3. Summarize the implications of e-organizations

on individual behavior.

4. Explain the job characteristics model.

5. Contrast the social information processingmodel to the job characteristics model.

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AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:

6. Explain how work space design might

influence employee behavior.

7. Describe how a job can be enriched.

8. Contrast flextime and job sharing.

9. Compare the benefits and drawbacks to

telecommuting from the employees point of

view.

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Technology in the Workplace

Continuous Improvement Processes Goodisnt good enough

Focus is on constantly reducing the variability in theorganizational processes to produce more uniformproducts and services.

Lowers costs and raises quality.

Increases customer satisfaction.

Organizational impact

Additional stress on employees to constantly excel.

Requires constant change in organization.


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Technology in the Workplace (contd)

Key Elements:

1. Identifying anorganizations

distinctivecompetencies.

2. Assessing coreprocesses.

3. Reorganizinghorizontally byprocess.

process reengineeringRethinking and redesigning theprocesses by which theorganization creates value anddoes work, ridding itself of

operations that have becomeantiquated.


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Technology in the Workplace (contd)


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Whats an e-Organization?


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Whats an e-Organization? (contd)


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What Defines anE-Organization?

E X H I B I T 16-1

(Private)

(Global)


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Selected Implications for Individual Behavior

Motivation Cyberloafing: using the organizations Internet accessfor personal and nonjob-related surfing.

Ethics

The dilemma of electronic surveillance of employeesand employee privacy rights is exacerbated by theincreasingly blurring line between work and nonworktime for employees.


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Selected Implications for Group Behavior

Decision Making Individual decision making models will becomeincreasingly obsolete in team-based e-organizations.

Group decision making models will have greaterrelevance in e-organizations.

Success e-organizations will replace rational decisionmaking models with action models that:

Utilize trial and error.

Gather and assimilate data quickly.

Accept failure and learn from it.


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Selected Implications for Group Behavior(contd)

Communication

Traditional hierarchical levels will no longer constraincommunication to formal organization channels.

Virtual meetings will allow widely dispersed employees

to communicate more frequently.

Open communications can create information overload.

Politics and Networking

The normal face-to-face activities of effective

politicians (e.g., impression management) will besupplemented by cyber-schmoozing.


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Conceptual Frameworks for Analyzing WorkTasks

Requisite TaskAttributes Theory

Job CharacteristicsModel

Social InformationProcessing Model


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Conceptual Frameworks for Analyzing WorkTasks (contd)

Task Characteristics:

1. Variety

2. Autonomy3. Responsibility

4. Knowledge and skill

5. Required socialinteraction

6. Optional socialinteraction

requisite task attr ibutestheory

Complex and challenging jobs

increase employee satisfactionand reduce absenteeism,recognizing individualdifferences in job involvement.


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Characteristics:

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback


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The Job Characteristics Model

E X H I B I T 16-4


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Computing a Motivating Potential Score

E X H I B I T 16-5

People who work on jobs with high core dimensions are

generally more motivated, satisfied, and productive.

Job dimensions operate through the psychological states in

influencing personal and work outcome variables rather

than influencing them directly.


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Concept:

Employee attitudes andbehaviors are responses

to social cues by others.


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Work Space Design

Size

The trend is away from traditional allocation of spacebased on organizational statue towards a flexible openspace design that accommodates group and teamactivities.

Arrangement Open arrangements foster social interaction and

influence the formality of relationships

Privacy

Individual employee needs for workplace privacy arelargely a function of the type of work that theemployee does (e.g., programmers, HR managers,receptionists).


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Work Space Design (contd)

Feng Shui

Designing work surroundings so the Chi or life forceof the space is in harmony and balance with nature.

Workspace Design and Productivity

Workspaces alone dont provide substantial motivation.

Workspaces make it easier for employees to performbehaviors that make them more effective.

Cognitive ergonomics: matching the office to thebrain work.


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Work Redesign Options


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Guidelines for Enriching a Job

E X H I B I T 16-7


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Work Redesign Options (contd)

Team-Based Work Designs Revisited

The Job Characteristics Model (JCM) predicts highperformance of groups when:

Group members use a variety of high level skills.

The group task is a whole and meaningful piece of

work. Outcomes of the groups work has significant

consequences for other people.

The group has substantial autonomy in deciding howthey do the work.

Work on the task generates regular, trustworthyfeedback.


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Work Schedule Options


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Example of a Flextime Schedule

E X H I B I T 16-8


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Work Schedule Options

Categories oftelecommuting jobs:

Routine informationhandling tasks

Mobile activities Professional and other

knowledge-related tasks


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2003 Prentice Hall Inc All rights reserved 1630

Telecommuting

Advantages

Larger labor pool

Higher productivity

Less turnover

Improved morale Reduced office-space

costs

Disadvantages(Employer)

Less directsupervision ofemployees

Difficult tocoordinate teamwork

Difficult to evaluatenon-quantitative

performance

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Work Design & Tech Ch16

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