Chapter 7 Flashcards
Organization Design - Four Elements(DSIC)
Job design, organization structure, integrating/coordinating workflows, organization culture
Job Design
Creating jobs in an organization that can be done effectively and efficiently while providing meaningful work for the employee
Job Design - Hackman and Oldham Job Characteristics Model
Measures the satisfaction of a job according to five factors, emphasizes creating jobs to maximize employee satisfaction and success
- Job characteristics => psychological states => work outcomes
H&O Skill Variety
Range of skills and abilities that a task requires of a worker (meaningfulness)
H&O Task Identity
Whether the task can be completed in full (workers who can carry a task through start to finish are usually more satisfied) (meaningfulness)
H&O Task Significance
How much of an impact the job makes, how it affects the lives of others (meaningfulness)
H&O Autonomy
Amount of individual choice /decision making permitted for the employee (responsibility)
H&O Feedback
The amount of and quality of feedback received by the employee for their work (knowledge of actual results)
Organization Structure
Grouping together jobs into work groups, delegating authority and responsibility within an organization, formal reporting relationships between employees and supervisors
Organization Structure Options
Functional structure, divisional structure, matrix structure
Functional structure
Group jobs that require similar skills and experience together into a single work group reporting to the leader of the organization
Divisional structure
Group jobs together with people of diverse skills/experience who focus on either providing specific products, or serving specific customer groups, or serving specific geographic areas
Matrix structure
Group jobs together simultaneously by function and by division
Organization structure: agency
Delegation of authority, centralized vs. decentralized organization structure, span of control, levels of hierarchy
Integrating/coordinating workflows
Organizational structure, liaisons, task forces, cross functional teams, integrating roles