Final MGT Review for Test 2 :)

Stress level high and multiple requests?

(Instrumental) Work on one and one asks-GRIPING. HUMAN TAFFY PULL. Works because you HAVE to do it.

Project manager:

1 or more project managers-concerned with project on time, in budget.

Advantages of Matrix Design:

1. Achieves specialization without a loss of coordination. 2. Set up career paths for specialists and generalists. 3. Don't have to replace entire department-tailor to fit product. Sometimes 2, others 1, sometimes no engineers. Extremely flexible and responsive.

Job enrichment strategies:

1. Combining tasks into meaningful units. 2. Letting employees work in teams. 3. Delivering and encouraging feedback. 4. Eliminating Micromanagement.

Job Design Strategies:

1. Craft Jobs (IR) 2. Specialized jobs 3. Enlarged jobs 4. Enriched jobs

Order:

1. Form a team 2. Enlargement 3. Critical Omit 4. Enlargement Job Design YOU HAVE TO DO ALL 5.

How do we change a specialized job into an enriched job?

1. Form natural work units. 2. Combine tasks. 3. Establish client relationships 4. Vertical Loading 5. Open feedback channels FCEVO

Which is NOT true concerning the Stepladder Technique?

1. It was designed to prevent social loafing. 2. It gives the group multiple chances to reconsider its decision. 3. Its useful when the group has strong personalities 4. The more dominant, bold members should be entered early into this technique- FALSE.

Disadvantages of Matrix Design:

1. Violates unity of command-reporting to 1 boss. 2. You need to hire technically skilled, great with team, communication skills, resolve conflict, and are stress resistant. UNICORNS! Where do you find them? They'll cost you a LOT.

Where does (matrix design) occur?

1st, 2nd.

Combining tasks

3 steps enriched jobs

The optimal size for decision-making is....

5 to 7

Performance is:

A function of ability * motivation

Who does coordination?

ALL of the VPs= multiple people.

Progress centers increase ____________________.

Accountability. VPs accountable

If you are more specialized, you are more __________________.

Adaptive. Don't change as quickly.

As much as possible, we put people in contact with their customers. External actually use product/service. So they can see the performance others experience. Give performance feedback (customer) Discretion increases ______________.

Autonomy

Hackman-Oldham model (1976) 5 Core Job Dimensions that affect job satisfaction.

Autonomy: how much control an employee has over their work. Skill variety: how many different skills employees use in their daily work. Task identity: the ability to perform a task from start to finish. Task significance: how directly the task impacts the job organization as a whole. Feedback: communication around the results of an employees work and recognition for doing a job well.

Good at COORDINATION:

Bad at SPECIALIZATION Efficiency and expertise will go DOWN.

Be your own boss?

Be my own ambassador, show me the money. With enrichment, you have to increase pay if you don't context satisfaction goes down.

Increase breadth-Skill variety and task identity.

Benefits-short-term

Power struggles: exists for the _________ people.

Best

Where is coordination more DIFFICULT?

Between departments. They have DIFFERENT tasks, goals, how they see the world, etc. Different Perspective.

As it starts to grow in size, more departments and products, who's job increases difficulty?

CEO

Functional design: Who is accountable for products?

CEO

One of a few products-MINIMIZING coordination demands placed on:

CEO

Where does coordination occur? (Functional)

CEO

Who is your only coordinator/general manager?

CEO

Who maintains strategic control?

CEO-coordination power.

Specialists are brought together to product one product. Their focus, PRODUCT. ONE GOAL-to make it successful. Common goal? _____________. Coordination goes UP. Every product has VP associated

COOPERATION

With product design-good @________________.

COORDINATION.

Under each product, you have production, etc. REPRODUCED under each product=wasteful-LESS efficient.

Can't Duplicate entire HR department. 2 vs. 6 people do more things. Knowledge is more GENERAL expertise going DOWN, but quick to change. Its a balancing act-TRADE OFF. Each is separate and semi-autonomous. Daily interaction with products? NOT MUCH. Strategically interactions, but day to day-NO. We give specialists a common goal-coordinates response to customer.-UP, expertise-DOWN a bit.

2 E's

Center around EFFICIENCY and EXPERTISE.

What are the best goals?

Challenging YET achievable. They are moderately difficult. If stretched, can achieve.

Which step of the job enrichment is job enlargement?

Combining tasks

We use matrix and make it very _________________, ___________-___________.

Complex, high-tech

Project manager: well _________________.

Coordinated. Efficiency and expertise. And other that help you change quicker.

Functional and Specialization: Problem with __________________________.

Coordination

Minimize obsolescence: need _______________________.

Coordination

Project manager:

Coordination

____________________ is better as we push it lower in the organization.

Coordination

Product design: Good @ _______________.

Coordination. Problems with specialization.

Job Characteristics Model: 3 Job Elements:

Core job characteristics Critical psychological states outcomes. Enriched scores are HIGH on this, but not as much as craft, they feel like what they're doing is important, that they are in control. Skill variety, task identity, task significance, autonomy. Feedback (advantages of enrichment)

Which follow job redesign efforts?

Craft becoming specialized NONE. They don't support regardless of the redesign effort-true-unions do not support.

Coordinated? Specialization goes ______.

DOWN. That's the trade off.

When are Operations Risk (OR) techniques most useful?

Decision-making under RISK.

Craft jobs in term of breadth, wide, depth ____________.

Deep

Enriched vs. Enlarged

Depth/Autonomy differs

Between departments its more ______________ to create. It is slow to change and innovate.

Difficult

Effectiveness

EXTERNALLY

If you're more coordinated, you are willing to deal with _________________.

Efficiency

Specialization: (2 E's)

Efficiency & Expertise

Specialization gives you: (2 E's)

Efficiency and Expertise

Problem with specialization?

Efficiency suffers, Expertise suffers, when you duplicate specialists.

Influences of Job Design:

Employee Factors: (Person(Abiility)XMotivation)-Jobfit.

If one eliminates vertical loading from the job enrichment process, which job design process?

Enlarged Job

_________________ jobs usually require advanced training (higher ability levels.

Enriched

Which step of job enrichment is most important?

Enriched job= VERTICAL LOADING- more depth- autonomy.

If an organization has a prospector strategy, what type of job design should it employ?

Enriched or craft. Likely CRAFT. Going to be enriched. Most are enriched jobs, give less autonomy. Less are craft jobs.

Economic Factors: Redesign can be an .......

Expensive Undertaking. It takes a GREAT amount of time and effort to determine what the appropriate redesign strategy should be. Don't have the capital necessary to redesign jobs.

Training for enriched jobs:

Expensive and LENGTHY process. Most want someone already trained.

Lots of specialization=lots of ________________.

Expertise

Where would it be most difficult to redesign jobs?

Exxon Plastics-continuous process to make plastics. What humans do there is just monitor the process.

Supervisors welcome job enrichment. True or false?

FALSE

Everyone can be a project manager. True or false?

FALSE. Unusually 4-5 years. CEO or functional design or VP.

If you have no projects in matrix design? You spend time in your ________________area-technically up to date, scientific journals. You have two assignments to work on? Work on projects-FLEXIBLE.

FUNCTIONAL

Unions are more enthusiastic when organizations redesign jobs. True or False?

False

Who determines (assembly line job)?

First-line supervisor

Which of the job enrichment process entails creating a team and making TEAM responsible for completing a whole piece of work?

Form natural work units

A ____________________ manager is technically up-to-date and specialized. They attend training in area. ALSO assign functional manager personnel-decide which experts go to each teams. VERY valuable.

Functional

They decides who goes where. Efficiency and expertise.

Functional

In engineering, they call the grid a MATRIX-how it was named. It is a combination of :

Functional and product structures.

Who has power?

Functional managers.

All VPs are: ____________ managers.

General

Expressive job itself is the ______/ends.

Goal

If you're _________________, managers will want you.

Good

Natural unit of work for humans:

Groupwork. Whole piece of work increases task IDENTITY. Also, now you can see how performance effects team members-that's task SIGNIFICANCE. Feedback goes UP. Each step increases 1 or 5 of those characteristics. Combine tasks-number of specialized jobs and put together. Given more to do. Increasing breadth-horizontal loadings.

Opposite directions-___________ to coordinate.

HARDER

Workers even when they........we have to train them to prepare. Training costs are:

HIGH/expensive

Many job enrichment programs are based on the:

Hackman and Oldham model (1976) which outlines 5 core job dimensions that affect job satisfaction.

Engagement

High growth need strength=expressive motivation

Which one is better suited to an Enriched job?

High growth strength.

Efficiency:

INTERNALLY

Concept:

If we want to be SPECIALIZED, coordination is going DOWN. If we want to be COORDINATED, specialization goes DOWN. That's the trade off!!!

When to use FUNCTIONAL design?

In a small organization, STABLE environment.

When was the dominant form of organization design?

In the beginning of the Industrial Revolution, when factories were small in size and the OWNER did all of the coordinating. As you add more employees, tasks, products need to be coordinated, whose job became impossible?! The owner, so he hired professional managers who changed the structure. AUTHORITY OVER PRODUCTION. AUTHORITY OVER COORDINATE PRODUCTION.

Lack of general trained managers. CEO is gone? Have to go to replacement-not VPs-go outside of organization. _______________ continuity problems and efficiency.

Increase

Give Depth:

Increases Breadth-decision making authority.

The Purpose of Job Enrichment:

Is to expand the tasks that each employee performs, allow them to perform tasks in different ways, and ultimately give them more control over their work. This makes work more stimulating and helps to motivate employees to do their best work.

What is the problem with the dominant form of organization design (like it was in the IR)?

It breaks down under conditions of complexity.

What do we know about ABSOLUTE power?

It can be CORRUPT- can start playing politics with Human Resources.

What is not true of job enlargement?

Its motivational benefits are long-lasting.

Which of the following job characteristics is most similar to the concept of job breadth?

Job Depth-like Discretion-autonomy.

The Job Enrichment Process:

Job Enrichment=a method of job design that involves adding extra dimensions to a job to make it more interesting and motivating. The term was popularized by Frederick Hertzberg, a teacher working in the 1950s and 60s-but the same principles apply today.

Job enrichment can lead to:

Job losses An assembly line with 16 operative employees (specialized jobs__+2 supervisors)

Minimize coordination?

KEEP IT SIMPLE :)

Functional:

KISS. Keep it simple. stupid!

Which of the following will reduce the following job enrichment?

Knowledge and skill Growth need strength "context satisfaction"

You can move up to VP through ______________/_________________.

Knowledge/expertise Specialization gets INFORCED or REWARDED (career path for specialists)

Supervisor loses power?

LINE TO STAFF After train, lose position

3 Factors that cause employees to be disengaged?

Lack of recognition and reward. Lack of trust in leadership. Lack of freedom to be doing what they do best.

When do we use MIC (make it complex)?

Large in size. Multiple products. Dynamic-UNSTABLE environment is Prospector environment.

Benefits of Specialized Jobs:

Less skilled employees can be hired. Jobs can be earned in less time. Constant repetition of job activity-increased productivity. Work is quicker. Less dependent on the skill of a worker.

The predominant design in Fortune 500 Companies (in the 20s, 30s, and 40s)

MASS PRODUCTION firms, focused on making ONE thing. If you're in mass production-make as many and as cheap as possible-EFFICIENCY, technical expertise in limited areas.

What's the focus: General vs. Functional.

MGT, PRODUCT SUCCESS, adaptive to the environment

The more you specialize, the ________ difficult coordination becomes.

MORE

MODERATORS BOX:

Moderate=change. KGC Knowledge and skill of employee Growth need strength "Context" satisfactions

Agency/Primitive design is good for what kind of stores?

Mom & Pop stores

If industrial engineering, can ask: Which product do you work on first? Who has the most power? Who is there to tell you.

NO ONE!

Which of the following would unions support?

NONE. Every time management tinkers with job design-more for LESS.

Stable environment, product demand, compete price. McDonald's __________________ enriched job.

NOT

Specialized Jobs:

Narrow and Shallow

Low growth:

Need STRENGTH= instrumental motivation

Are supervisors good with jobs becoming enriched?

No

If you enlarge it, does it enrich it?

No. Breadth/Autonomy.

Assembly line jobs-how much autonomy?

Not much

Matrix Design:

One or more project managers making sure that projects you are working on are on time, in budget.

We form _______________ to get things done?

Organizations

When we get a good match between individual and job-they are a _____________-bad match.

Peak (bad match) LOW=under stimulated High-overstimulated. You have to find the right match.

The concept of measurement is most similar to which of the following task characteristics?

Performance Feedback

Engagement

Performance=Ability*Motivation

Why do we want to be coordinated?

Person-higher, jump higher-more ADAPTIVE and EFFECTIVE.

Every ________ has a VP associated to it.

Product

Study FUNCTIONAL and __________ like they're opposites.

Product

Autonomy goes up: ____________________ decisions.

Programmed

________________ manager helps you realize who's good and wants the best people for the team.

Project

This manager gives you COORDINATION?

Project manager

Who has horizontal authority (powers of persuasion)?

Project manager. Like small business people interacting to get resources they need. They have to manipulate, use presence to get things done. All RESPONSIBILITY.

People think, experiment in ENRICHED job: ______________ strategy

Prospector

Job issue? People _____________.

Quit.

Dividing up work=more specialization-they get great at recruiting-repetition. The focus here is"

SPECIALIZATION

Defender Strategy:

SPECIALIZED. Organization-functional. Both based on EFFICIENCY.

When do you use the matrix function?

Same conditions of product design. MIVC-make it very complex. DYNAMIC environment. PROSPECTOR strategy-creativity and innovation-customer REQUIRES it. Key different is LOW TECH vs. HIGH TECH.

What two characteristics to breadth?

Skill variety and skill identity

Social Loafing

Social loafing is a concept in psychology that suggests that individuals working in groups have an inclination to expend less effort than when undertaking a task on their own123. This behaviour can cause people to experience decreased motivation and accountability, and change the outcomes of the group's goals4. Social loafing is the reduction of individual effort that occurs when people work in groups compared to when they work alone5.

____________ are brought together to produce ONE product. heir focus is PRODUCT. ONE GOAL- make it successful.

Specialists

Matrix Design: Good at _________________. and coordination. Problem: Stressful.

Specialization

____________________ gives one greater EFFICIENCY and TECHNICAL expertise.

Specialization

Functional manager is __________________.

Specialized

Functional manager:

Specialized

If an organization has a defender strategy, what type of job design strategy should it employ?

Specialized

Moderators: Someone on an enriched job? They must possess a lot of skill and knowledge. They need to know what they're doing, or could have issues. Growth needs ______________-motivational variable.

Strength

__________________ jobs can become "de-enriched" or may be eliminated.

Supervisory

According to Yerkes-Dodson law, arousal and performance are?

Synonomous

Jobs can be too enriched.

TRUE. Too many things, too much freedom in doing things, you can give too much autonomy, get stressed out. Can have stress when you have more tasks, may be pronounced when not ready.

An employee is given a job that allows her to make a product from beginning to end. _______________ __________________.

Task identity

Irrelevance is most like what task characteristic?

Task significance

Advantages of Product Design:

Technical specialty-VP not concerned-just making product successful. Profit centers are set up. PROFIT CENTER (product chart) You can see where losing/making money-making STRATEGIC decisions. Dog? GET RID OF IT-its not profitable.

Which of the following would favor individual decision-making?

The situation doesn't require an immediate decision. The compromise that takes place in group-decision making lowering the quality of the decision but increasing the acceptance of the decision is (all of the above) (assembly, leveling, contribution, etc.)

Step Ladder Technique

The stepladder technique was invented by Steven Rogelberg, Janet Barnes-Farrell, and Charles Lowe in 1992. The creators acknowledged that while making group decisions could be difficult, making good group decisions could be even harder. The stepladder technique is an approach used to increase group decision-making effectiveness. Understanding the stepladder technique The stepladder technique endeavors to make this process more effective by enabling each group member to contribute individually before there is an opportunity to be influenced by someone else. This improves the quality of ideas put forth and avoids a scenario where individuals with dominant personalities overpower others.

Results in the efficient use of resources:

There is NO duplication.

Which of the following is NOT true concerning Operations Research (OR)?

They're a substitute for managerial decision-making.

Product Design:

This design came into play during the 1950s and most Fortune 500 companies are structured, VPS, delegated coordination. Responsibilities-more responsive to environment-happier customers.

Matrix Design:

This was born out of NECESSITY. It was developed by SIMON RAMO at TRW, an aerospace firm in Southern California. High-tech products-need to be done quickly. Multiple high-tech products? High-tech requires EXPERT employees-must have incredible knowledge.

Instrumental: just a means to an end. True or false?

True

Some employees may not want an enriched job, or be capable of it. True or false?

True

There are less craft jobs. True or false?

True

Friendship Bias:

UNFAIRNESS, anger.

If task identity goes up, SKILL variety goes ________________.

UP

Constraint on Job Design:

Unions

Where does coordination (product) occur?

VPs

Functional manager-specialized. Project manager-coordination. If both happen at the same time:

Violating dilemma employees pay the price.

Disadvantages of Product Design:

Wasteful, duplicate specialists. Less expertise developed. Focus on product. Product becomes obsolete and not technically up to date? JOB GONE: you don't have skills to go elsewhere-can make VULNERABLE. The VPs could see eachother as...enemies, competitors, competing for CEOs position. Share with another VP, NO! You have to leg up.

How do we group and coordinate jobs?

We group jobs according to EXPERTISE. Example: everyone doing production in production, accounting in accounting.

Enlarged jobs:

With specialized jobs, REPETITIVE. Like jingle in class.

Specialization becomes FUNCTIONAL when you talk about the last 3 line.

Within departments is EASIER than between.

Industrial Engineer:

Work on every project. How many managers do I have now? 1 functional, 4 project. Now 5 managers.

It is clear who the manager is?

Yes.

Instrumental:

You do it because you HAVE to-extremely stressful.

Functional Design:

a functionality designed organization groups its activities (jobs) accordingly.

Job enrichment vs. job enlargement:

are sometimes used interchangeably, but they're not the same thing. Job enlargement is actually just ONE form of job enrichment, which involves adding additional tasks to an employee's workload. This allows them to gain experience in different areas, broadening their skill set and giving them more variety in their day-to-day work. It can also mean allowing them to participate in a process from start to finish, instead of just being responsible for just one task.

Agency/Primitive

because each one of those employees is an AGENT or EXTENSION of the boss.

Enriched jobs increase:

both breadth and depth. Job enrichment always entails job enlargement.

Prospector/defender strategy-

demand for growing

The more you divide up work, the more _________________ it is.

difficult. That means we can create more jobs=need more people=harder to coordinate. You create more departments, who do not share the same goals. They are pulling in (direction).

Benefits make you _________________.

effecient

A key principle in job enrichment is to give:

employees more responsibility and increase the variety and complexity of the tasks they complete. Companies that want to introduce an enrichment program usually begin by carrying out a JDS: which is a formula that scores jobs based on factors like meaningfulness, autonomy, and feedback. Then, employers might introduce various strategies to add variety and interest to each job, to help motivate employees and increase their satisfaction at work.

Called Matrix because he's an ___________________

engineer

Many people for coordination-be _____________ and _________ responsive to the environment.

faster, more

Benefits of Enriched Jobs (opposite):

flip the negatives of specialized jobs. High motivation High job satisfaction High quality job performance Low absenteeism Low turnover You will not get these results with every situation.

Vertical loading-

giving employee depth/autonomy.

Craft jobs give you:

great quality. Is it a trade off? Yes, quality results vs. quantity. A lot of prestige but also intrinsic satisfaction. Mostly driven by individual. Work itself can be motivational.

Product design:

groups jobs primarily according to PRODUCT.

Advantage of Product Design

if CEO retires? replacements. Some of these VPs from the product could go to FUNCTIONAL and become a CEO-capacity to be CEO of functional designs. Hire to innovate.

Functional specializations:

issue with COORDINATION. KISS. One-person coordination.

Battling against specialization:

lose jobs-much less pay. Most jobs are specialized, taken from craft to enriched. Worried about job loss.

Problem with specialized jobs:

low motivation and job satisfaction tech more important than individual. When happens? Will to do it right-goes DOWN, lose FOCUS. Quality performance SUFFERS. Quantity is based on the speed of technology. High turnover. Sabotage and strikes. Alcohol and drug abuse. Some people like specialized jobs-especially if it pays good.

Pushing COORDINATION=

lower implications. QUICKER it can occur. If you have to go up the chain of command, it takes time.

Product:

make it COMPLEX. We handle complexity more-more coordinating managers.

Enriched jobs:

make the work itself motivational. call it another name-Engagement.

Specialization-Coordination Dilemma: The _________ you specialize, the _____________ it is to coordinate.

more, harder

Enriched jobs are:

moving back toward craft jobs Breadth-increasing. Depth-increasing.

High tech-

new project on customer constraints and new tasks.

An autonomous team has:

no formal supervision

Enriched job-

not as wide and deep as a craft job

Temporary: Absenteeism Result: Turnover Stress Notivcation-

numbing stress and situations

Disadvantages of Functional Design-

only coordinator is CEO. All different departments only concerned about their goals. Efficiently. Not worrying about coordinating departments, CEO.

Specialization

problems with COORDINATION

A matrix design is essentially a combination of functional and ________________ designs. It is born out of NECESSITY specialization and coordination at the same time. Have to COMBINE functional and product structures/product design. Called project-few years in the making. We have various functions, IR, electric engineering, hr, etc. Overlayed on top of that is project design. Functional with product overlayed on top of it.

product

If you hold one accountable, things get done _____________.

quicker

If supervisor of specialized jobs will NOT enjoy it. Job enrichment-supervisor not necessary. People self-managed. You have to train your:

replacement

Matrix Design:

requires experts and needs to be done quickly. need SPECIALIZATION and COORDINATION at SAME TIME.

Coordination

response and changing to your environment

Specialized jobs:

result of the IR. In a specialized job, the worker will perform one or a few simple tasks and will have very little discretion. Center around EFFICIENCY

Expressive motivation:

satisfied with things surrounding their jobs like supervisors, working conditions, pay/benefits part of context, company policy. If dissatisfied, the effectiveness of job enrichment will go down. Job enrichment isn't for everybody. Must be skilled. Must possess expressive motivation. Satisfaction should be HIGH with surroundings.

However, job enlargement can have downsides:

some employees may feel they are simply being expected to do more work for the same salary, which they might grow to resent. Plus, employees performing tasks they have limited experience in can lead to errors and an overall decrease in productivity.

Job Rotation-

specialized case of job enlargement. Managers like job rotation-they have more substitutes. Rotation-already trained. Employers like it because employees know how to do MORE.

Constraints/Influences on Job Design

the MORE technology determines WHAT to be done, how its to be done, the HARDER it is to redesign jobs.

Enlarged jobs

the jobholder is given a wider variety of tasks to perform but very little discretion/autonomy over the job. Job enlargement increases BREADTH but not DEPTH. The intent is to make it more difficult.

Specialized jobs:

typically require lower levels of training and instrumental motivation over work.

1 and only one boss

we don't following organizing principles-its the reality of the situation.

Instrumental:

won't be motivated. Already dissatisfied with pay.

Everything but step 4:

you have enlargement. Expensive and ineffective, have breadth but not depth.