BM 115

• Downsizing


  The permanent reduction of a company's labor force through the elimination of unproductive workers or divisions
• Downsizing is a common organizational practice, usually associated with economic downturns and failing businesses. Cutting jobs is the fastest way to cut costs, and downsizing an entire store, branch or division also frees assets for sale during corporate reorganizations.
• HUMAN resources


  Entails organizing, coordinating, and managing an organization's current employees to carry out an organization's mission, vision, and goals. This includes recruiting, hiring, training, compensating, retaining, and motivating employees. These also includes all activities used to attract & retain employees and to ensure they perform at a high level in meeting organizational goals.
• HUMAN resources


  In simple words, the HR department takes care of the organization's most valuable asset; its employees. HR professionals make sure that employees have everything they need to perform their day-to-day tasks and they're also responsible for creating a healthy work environment that attracts and retains qualified people.
• Function of HUMAN resources


  • Recognize current and future hiring needs
  • Ensure compliance with federal, state, and governmental labor rules and regulations
  • Attract, recruit, and retain talent
  • Manage compensation and employee benefits
  • Ensure effective employee relations
  • Manage onboarding training, and learning and development processes to boost performance
  • Apply health and safety measures
  • Handle administrative tasks, such as payroll and taxes
  • Organize and oversee quarterly or annual performance reviews
• We live in a global world where technology, especially information and communication technology, is changing the manner in which businesses create and capture value, how and where we work, and how we interact and communicate.
• Five (5) technologies that are transforming the very foundations of global business and the organizations that drive it

  • cloud and mobile computing
  • big data and machine learning
  • sensors and intelligent manufacturing, advanced robotics and drones
  • clean-energy technologies
• JOB DESCRIPTION


  The job description is essentially a standardized summary of a job analysis. Job descriptions are usually very concise documents but they should always include the following components: Date, Job title, Job functions (the tasks the employee performs), Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes), Education and experience required, Physical requirements of the job
• JOB DESIGN


  Job design pertains to the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder. Through job design, organizations can raise productivity levels of employees and employee satisfaction. Although job analysis is important for an understanding of existing jobs, organizations must also adapt to changes in workflow and organizational demands and consider whether jobs need to be revised. When an organization is changing or expanding, human resource professionals must also help plan for new jobs and shape them accordingly.
• JOB DESIGN


  Job redesign is a similar process that involves changing an existing job design. To design jobs effectively, a person must thoroughly understand the job itself (through job analysis) and its place in the larger work unit's work flow process. Having a detailed knowledge of the tasks performed in the work unit and in the job gives the manager many alternative ways to design a job.
• Job Characteristics Model


  The job characteristics model is one of the most influential attempts to design jobs with increased motivational properties (Hackman & Oldham, 1975). The model describes five core job characteristics leading to critical psychological states, resulting in work-related outcomes.
• FIVE (5) CORE Job Characteristics

  • Skill variety
  • Task Identity
  • Task significance
  • Autonomy
  • Feedback
• Skill variety


  Refers to the extent to which the job requires a person to utilize multiple skills. Example: A car wash employee whose job consists of directing customers into the automated car wash demonstrates low levels of skill variety, whereas a car wash employee who acts as a cashier, maintains car wash equipment, and manages the inventory of chemicals demonstrates high skill variety.
• Task Identity


  Refers to the degree to which a person is in charge of completing an identifiable piece of work from start to finish. Example: A web designer who designs parts of a website will have low task identity, because the work blends in with other Web designers' work; in the end it will be hard for any one person to claim responsibility for the final output. The webmaster who designs an entire web site will have high task identity.
• Task significance


  Refers to whether a person's job substantially affects other people's work, health, or well-being. Example: A janitor who cleans the floors at an office building may find the job low in significance, thinking it is not a very important job. However, janitors cleaning the floors at a hospital may see their role as essential in helping patients get better. When they feel that their tasks are significant, employees tend to feel that they have an impact on their environment, and their feelings of self-worth are boosted (Grant, 2008).
• Autonomy


  is the degree to which a person has the freedom to decide how to perform his or her tasks. For example, an instructor who is required to follow a predetermined textbook, covering a given list of topics using a specified list of classroom activities, has low autonomy. On the other hand, an instructor who is free to choose the textbook, design the course content, and use any relevant materials when delivering lectures has higher levels of autonomy.
• Autonomy increases motivation at work, but it also has other benefits. Giving employees autonomy at work is a key to individual and company success, because autonomous employees are free to choose how to do their jobs and therefore can be more effective. They are also less likely to adopt a "this is not my job" approach to their work environment and instead be proactive (do what needs to be done without waiting to be told what to do) and creative (Morgeson, Delaney-Klinger, & Hemingway, 2005). The consequence of this resourcefulness can be higher company performance.
• Feedback


  Refers to the degree to which people learn how effective they are being at work. Feedback at work may come from other people, such as supervisors, peers, subordinates, and customers, or it may come from the job itself. Example: A salesperson who gives presentations to potential clients but is not informed of the clients' decisions, has low feedback at work. If this person receives notification that a sale was made based on the presentation, feedback will be high.
• According to the job characteristics model, the presence of these five core job dimensions leads employees to experience three psychological states: They view their work as meaningful, they feel responsible for the outcomes, and they acquire knowledge of results. These three psychological states in turn are related to positive outcomes such as overall job satisfaction, internal motivation, higher performance, and lower absenteeism and turnover (Humphrey, Nahrgang, & Morgeson, 2007; Johns, Xie, & Fang, 1992).
• Note that the five job characteristics are not objective features of a job. Two employees working in the same job may have very different perceptions regarding how much skill variety, task identity, task significance, autonomy, or feedback the job affords. In other words, motivating potential is in the eye of the beholder. Even though a manager may design a job that is supposed to motivate employees, some employees may not find the job to be motivational. However, sometimes it is possible to increase employee motivation by helping employees change their perspectives about the job. For example, employees laying bricks at a construction site may feel their jobs are low in significance, but by pointing out that they are building a home for others, their perceptions about their job may be changed.
• DIVISIONAL STRUCTURES

  • Geographic
  • Market
  • Global
  • Matrix
  • Product Team
  • Hybrid
• DIVISIONAL STRUCTURES


  Many functional departments are grouped under a division head. Each functional group in a division has its own marketing, sales, accounting, manufacturing, and production team. This structure resembles a product structure that also has profit centers. These smaller functional areas or departments can also be grouped by different markets, geographies, products, services, or other whatever is required by the company's business. The market-based structure is ideal for an organization that has products or services that are unique to specific market segments and is particularly effective if that organization has advanced knowledge of those segments.
• ADVANTAGES OF DIVISIONAL STRUCTURES

  • each specialty area can be more focused on the business segment and budget that it manages
  • everyone can more easily know their responsibilities and accountability expectations
  • customer contact and service can be quicker
  • coordination within a divisional grouping is easier, since all the functions are accessible
• The divisional structure is also helpful for large companies since decentralized decision-making means that headquarters does not have to micromanage all the divisions.
• DISADVANTAGES OF DIVISIONAL STRUCTURES

  • divisions can easily become isolated and insular from one another and that different systems, such as accounting, finance, sales, and so on, may suffer from poor and infrequent communication and coordination of enterprise mission, direction, and values
  • Moreover, incompatibility of systems (technology, accounting, advertising, budgets) can occur, which creates a strain on company strategic goals and objectives
• GEOGRAPHIC STRUCTURE


  Aimed at moving from a mechanistic to more organic design to serve customers faster and with relevant products and services; as such, this structure is organized by locations of customers that a company serves. This structure evolved as companies became more national, international, and global. Geographic structures resemble and are extensions of the divisional structure.
• matrix STRUCTURE


  The matrix structure actually originated at a time in the 1960s when U.S. aerospace firms contracted with the government. Aerospace firms were required to "develop charts showing the structure of the project management team that would be executing the contract and how this team was related to the overall management structure of the organization." As such, employees would be required to have dual reporting relationships—with the government and the aerospace company. Since that time, this structure has been imitated and used by other industries and companies since it provides flexibility and helps integrate decision-making in functionally organized companies.
• HYBRID STRUCTURE


  Blending office presence with remote work advantages for team members. It's where the stability of traditional frameworks meets the flexibility of modern, dynamic approaches in hybrid organization structure and change management. This blend is revolutionizing organizational change, how organizations operate, breaking down silos in organizational structure while fostering innovation and strengthening change management with partners.
• HYBRID STRUCTURE


  Hybrid organizations offer a blend of work environments. Employees in a hybrid organization can split their time between working remotely and being in the office, reflecting a change in organizational structure. This flexibility, including remote work and hybrid organization structures, caters to diverse needs and lifestyles of both office workers and partners, enhancing job satisfaction. As a result, job satisfaction often increases. Workers enjoy more control over their schedules, work environments, and organizational structure due to digital change in the office.
• Employees save time by cutting commutes on remote days. They also balance personal responsibilities better. This flexibility leads to happier, more productive teams.
• A hybrid organizational structure model enhances an enterprise's ability to attract diverse talent through office and digital environments. It opens up opportunities for people far from the office or with different life situations in a digital organizational structure. For example, parents may prefer hybrid work for family time, balancing office presence and digital organizational structure. Or someone living in a rural area can join the digital organizational structure without relocating to an office. The company gains access to a wider pool of digital skills and experiences within its organizational structure.
• Tall organizational structure


  A tall organization is an organizational structure in which the leadership standards are vertical, with the most powerful member being the chief executive officer (CEO) or owner who establishes goals, company culture and business strategies. The CEO communicates these wants through managers and supervisors who implement these processes to employees.
• Large companies with many employees often use this type of structure, as they may require a more rigid hierarchy to maintain workplace efficiency. In a tall organization, managers may oversee entire departments by themselves, while team leaders and other employees have a lower rank in the hierarchy.
• ADVANTAGES OF A Tall organizational structure

  • Organized command
  • Evident responsibilities
• Organized command


  One advantage that a tall organizational structure has as a business format is within the command chain. The command authority from person to person is both clear and direct. For example, a CEO can command only those directly below them in the hierarchy. Lower-level employees receive instructions from their managers or supervisors. This command pattern allows for both management and executives to discuss decisions before they affect employees.
• Evident responsibilities


  Because a tall organization has relatively strict hierarchies, each employee's responsibilities are clearly defined.
• Tall organizational structure


  An organizational structure in which the leadership standards are vertical, with the most powerful member being the chief executive officer (CEO) or owner who establishes goals, company culture and business strategies
• Tall organizational structure


  • The CEO communicates these wants through managers and supervisors who implement these processes to employees
  • Large companies with many employees often use this type of structure, as they may require a more rigid hierarchy to maintain workplace efficiency
  • In a tall organization, managers may oversee entire departments by themselves, while team leaders and other employees have a lower rank in the hierarchy
• Flat organizational structure


  An organizational structure that eliminates middle management
• Centralized organizational structure


  A structure that relies heavily on top-down decision-making, where one person or an executive team is responsible for approving all relevant decisions, which they communicate through various levels of management