8-6 Technology people Small Batch Technology: produces small quantities of one-of-a-kind products e Based on the skills of the workers who need a flexible structure Mass production Technology: automated machines make high volumes of standard products o Workers perform repetitive tasks so a formal structure works well Continuous Process Technology: totally mechanized ystems of automatic machines o Workers must watch for unexpected problems and react quickly. a flexible structure is needed here " win/MeGraw-HHill OThe McGraw-Hill Companies. Inc, 2000
8-6 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Technology & People Small Batch Technology: produces small quantities of one-of-a-kind products. ◆ Based on the skills of the workers who need a flexible structure. Mass Production Technology: automated machines make high volumes of standard products. ◆ Workers perform repetitive tasks so a formal structure works well. Continuous Process Technology:totally mechanized systems of automatic machines. ◆ Workers must watch for unexpected problems and react quickly. A flexible structure is needed here
8-7 Determinants of structure Human Resources. the final factor affecting organizational structure o Higher skilled workers who need to work in teams usually need a more flexible structure e higher skilled workers often have professional norms(CPAs, physicians) Managers must take into account all four factors(environment, strategy, technology and human resources) when designing the structure of the organization " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
8-7 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Determinants of Structure Human Resources:the final factor affecting organizational structure. ◆ Higher skilled workers who need to work in teams usually need a more flexible structure. ◆ Higher skilled workers often have professional norms (CPA’s, physicians). Managers must take into account all four factors (environment, strategy, technology and human resources) when designing the structure of the organization
8-8 lob Desig oJob Design: group tasks into specific jobs. e Results in a division of labor between workers that is effective and efficient Job simplification: reduction of the tasks each worker performs e Too much and boredom results Job enlargement: increase tasks for a given job to reduce boredom Job enrichment: increases the degree of responsibility a worker has over a job e can lead to increased worker involvement " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
8-8 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Job Design ⚫Job Design: group tasks into specific jobs. ◆ Results in a division of labor between workers that is effective and efficient. ◼ Job simplification: reduction of the tasks each worker performs. ◆ Too much and boredom results. ◼ Job enlargement: increase tasks for a given job to reduce boredom. ◼ Job enrichment: increases the degree of responsibility a worker has over a job. ◆ can lead to increased worker involvement
8-9 Job Characteristics model Figure 8.2 Skill variet Meaningfulness Task Identity of work Task Significance Responsibility High Autonomy for work Motivation Outcomes Per fo rformance Satisfaction Knowled g f Feedback results of work " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
8-9 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Job Characteristics Model Skill Variety Task Identity Task Significance Autonomy Feedback Meaningfulness of work Responsibility for Work Outcomes Knowledge of results of work High: Motivation Performance Satisfaction Figure 8.2