lesson2

• Work-flow design is the process of analyzing the tasks necessary for the production of a product or service, prior to allocating and assigning these tasks to a particular job category or person.
• Organization structure refers to the relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization.
• Raw materials consist of the materials that will be converted into the work unit‘s product.
• Equipment refers to the technology and machinery necessary to transform the raw materials into the product.
• work-flow design provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs,
• organization structure provides a crosssectional overview of the static relationships between individuals and units that create the outputs.
• Centralization - refers to the degree to which decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels (in which case authority is decentralized).
• Departmentalization - refers to the degree to which work units are grouped based on functional similarity or similarity of work flow
• A functional structure, as the name implies, employs a functional departmentalization scheme with relatively high levels of centralization.
• Divisional structures combine a divisional departmentalization scheme with relatively low levels of centralization. Units in these structures act almost like separate, self-sufficient, semi-autonomous organizations
• Job analysis refers to the process of getting detailed information about jobs. It is important for organizations to understand and match job requirements and people to achieve high-quality performance. This is particularly true in today‘s competitive marketplace
• Job analysis is the building block of everything that human resource managers do
• Work Redesign. As previously discussed, job analysis and job design are interrelated.
• Human Resource Planning managers analyze an organization‘s human resource needs in a dynamic environment and develop activities that enable a firm to adapt to change.
• Selection identifies the most qualified applicants for employment. T
• Training. Almost every employee hired by an organization will require training.
• Performance Appraisal deals with getting information about how well each employee is performing in order to reward those who are effective, improve the performance of those who are ineffective, or provide a written justification for why the poor performer should be disciplined.
• Career Planning entails matching an individual‘s skills and aspirations with opportunities that are or may become available in the organization
• Job Evaluation. The process of job evaluation involves assessing the relative dollar value of each job to the organization to set up internally equitable pay structures.
• A job description is a list of the tasks, duties, and responsibilities (TDRs) that a job entails
• job specification is a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform the job.
• Knowledge refers to factual or procedural information that is necessary for successfully performing a task.
• A skill is an individual‘s level of proficiency at performing a particular task.
• Ability refers to a more general enduring capability that an individual possesses.
• other characteristics might be personality traits such as one‘s achievement motivation or persistence
• Whatever job analysis method you choose, the process of job analysis entails obtaining information from people familiar with the job. We refer to these people as subject-matter experts because they possess deep knowledge of the job.
• Position Analysis Questionnaire (PAQ) standardized job analysis questionnaire containing 194 items
• Information input — Where and how a worker gets information needed to perform the job.
• Mental processes — The reasoning, decision making, planning, and information processing activities that are involved in performing the job
• Work output — The physical activities, tools, and devices used by the worker to perform the job.
• Job context — The physical and social contexts where the work is performed
• Other characteristics — The activities, conditions, and characteristics other than those previously described that are relevant to the job.
• Job design is the process of defining how work will be performed and the tasks that will be required in a given job
• Job redesign refers to changing the tasks or the way work is performed in an existing job.
• mechanistic approach has roots in classical industrial engineering. The focus of the mechanistic approach is identifying the simplest way to structure work that maximizes efficiency
• Scientific management was one of the earliest and best-known statements of the mechanistic approach.
• motivational approach to job design has roots in organizational psychology and management literature and, in many ways, emerged as a reaction to mechanistic approaches to job design. I
• Skill variety is the extent to which the job requires a variety of skills to carry out the tasks.
• Task identity is the degree to which a job requires completing a whole piece of work from beginning to end.
• Autonomy is the degree to which the job allows an individual to make decisions about the way the work will be carried out.