MIE 330 Chapter 4 ALL
Dictionary of Occupational Titles
(DOT) was born during the 1930s and served as a vehicle for helping the new public employment system link the demand for skills and the supply of skills in the U.S. workforce Although this system served the country well for more than 60 years, it became clear to officials at the U.S. Department of Labor that jobs in the new economy were so qualitatively different from jobs in the old economy,
what are three major sources of waste in production operations
1) movement that creates no value, 2) the overburdening of specific people or machines, 3) inconsistent production that creates excessive inventories
Divisional structures tend to be more flexible and innovative because of A) their work-flow focus. B) the preference employees have for centralized decision-making. C) their proximity to a heterogeneous customer base. D) the high level of centralization in the structure. E) the tendency to ignore opportunities.
A
Divisional structures tend to be more flexible and innovative because of A. their work-flow focus. B. the preference employees have for centralized decision-making. C. their proximity to a heterogeneous customer base. D. the high level of centralization in the structure. E. the tendency to ignore opportunities.
A
The _____ section in a Position Analysis Questionnaire (PAQ) focuses on planning and information-processing activities. A. mental processes B. information input C. work output D. job context E. relationship analysis
A
The most common source of error in the job analysis process results from job descriptions being _____. A. outdated B. narrow C. untested D. vague E. elaborate
A
When it comes to examining and understanding skill levels for a particular job, _____ may be the best source. A. external job analysts B. supervisors C. job incumbents D. in-house quality analysts E. internal efficiency experts
A
Which of the following approaches to job design has its roots in organizational psychology and management literature? A. Motivational approach B. Mechanistic approach C. Biological approach D. Perceptual-motor approach E. Cognitive task analysis approach
A
Which of the following includes the knowledge, skills, abilities, and other characteristics that an individual must have to perform a job? A. Job specification B. Job description C. Job standardization D. Job satisfaction E. Job evaluation
A
Which of the following is true of how job design and job analysis have functioned in the past? A) Job design has focused on making existing jobs more motivating. B) Job analysis has been oriented toward changing the job. C) Job design has been oriented toward information gathering. D) Job design has focused on evaluating existing jobs. E) Job analysis has focused on revamping existing jobs.
A
Which of the following sources is most appropriate for providing accurate information regarding the importance of job duties? A. Supervisors B. Incumbents C. Customers D. Subordinates E. External job analysts
A
Job specification
A list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a job.
job specification
A list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.
job description
A list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.
Job description
A list of the tasks, duties, and responsibilities that a job entails.
just-in-time inventory system
A system in which parts or supplies arrive at an organization when they are needed, not before. eliminates inventory pile up
Horizontal Integration
Absorption into a single firm of several firms involved in the same level of production and sharing resources at that level
Occupational Information Network (O*NET)
An online database containing job tasks, behaviors, required knowledge, skills, and abilities.
divisional structure
An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer; combine a divisional departmentalization scheme with relatively low levels of centralization.
Work-flow design is the process of
Analyzing the tasks necessary for the production of a product
According to the "Job Characteristics Model," _____ is the degree to which a job allows an individual to make decisions about the way the work is carried out.
Autonomy
Every time a newer version of a product is released, cannibalization of the previous product is likely to happen. For example, when a new iPhone is released, the older versions become obsolete and no longer supported. This self-cannibalization occurs in ________ structures. A) functional B) divisional C) centralized D) bureaucratic E) mechanistic
B
How does lean production differ from "batch work" methods? A) It stresses the need for using the maximum number of people for production. B) It has fewer employees who are well trained. C) It has more opportunity to cut costs by laying off employees. D) It emphasizes the use of maximum materials. E) It employs a large number of low-skilled workers.
B
How does lean production differ from "batch work" methods? A. It stresses the need for using the maximum number of people for production. B. It has fewer employees who are well trained. C. It has more opportunity to cut costs by laying off employees. D. It emphasizes the use of maximum materials. E. It employs a large number of low-skilled workers.
B
In a company where units are given autonomy to work independently, but are now asked to work together, the units may become territorial and refuse to share ideas for fear of being eliminated. This functional structure will produce which drawback? A) Inability to support cost competency B) Cascading effect of errors C) Redundancy across units D) Low levels of centralization E) Self-cannibalization
B
In which of the following circumstances will a functional structure be more appropriate for an organization? A. When the environment is unstable B. When demand for the resources can be well anticipated C. When the organization competes on differentiation D. When coordination requirements keep changing E. When innovation is the primary focus of the organization
B
Jeff was recently hired as a new manager. He is looking for the ________ to see the relationships between individuals and units. A) work-flow analysis B) organization structure C) work-flow evaluation D) organizational dynamics E) work-flow design
B
Self-cannibalization is most likely to happen in _____ structures. A. functional B. divisional C. centralized D. bureaucratic E. mechanistic
B
Units that are a part of the _____ structure act almost as separate, self-sufficient, semi-autonomous organizations A) mechanistic B) divisional C) functional D) centralized E) bureaucratic
B
When there is a single point of failure, companies can correct the problem by having A) teams provide organizations with a limited set of skills to utilize. B) team members share work when any member becomes overloaded. C) rewards that are focused on individual pay raises rather than team bonuses. D) a limit to the team's autonomy, improving its efficiency. E) the team remove the need for individual accountability.
B
Which of the following approaches pursues efficiency primarily by making a job so simple that anyone can be trained quickly and easily to perform it? A. The motivational approach B. The mechanistic approach C. The biological approach D. The perceptual-motor approach E. The ergonomic approach
B
Which of the following approaches to job design entails performing time-and-motion studies? A. Motivational approach B. Scientific management approach C. Biological approach D. Perceptual-motor approach E. Cognitive task analysis approach
B
Which of the following includes a list of the tasks, duties, and responsibilities that a job entails? A. Job specification B. Job description C. Job standardization D. Job satisfaction E. Job evaluation
B
Which of the following is concerned with examining the interface between individuals' physiological characteristics and the physical work environment? A. Task identity B. Ergonomics C. Job analysis D. Task significance E. Performance appraisal
B
Which of the following is true of teams? A. Teams provide organizations with a limited set of skills to utilize. B. Team members can share work when any member becomes overloaded. C. Rewards are focused on individual pay raises rather than team bonuses. D. By limiting a team's autonomy, organizations can improve its efficiency. E. The collective nature of the team removes the need for individual accountability.
B
Which of the following led to problems for McDonald's when it began offering the McWrap product? A) Poor quality inputs B) Complex work processes C) Outdated equipment D) Low task interdependence E) Low outcome interdependence
B
Who among the following is likely to be the best source for the most accurate information about the time spent on various tasks for job analysis? A. Supervisors B. Incumbents C. Customers D. Subordinates E. Quality analysts
B
Which of the following led to problems for McDonald when it began offering the McWrap product? A) Poor quality inputs B) Complex work processes C) Outdated equipment D) Low task interdependence E) Low outcome interdependence
B) Complex work processes
Which of the following includes a list of the tasks, duties, and responsibilities that a job entails? A) Job specification B) Job description C) Job standardization D) Job satisfaction E) Job evaluation
B) Job description
Which of the following approaches to job design identifies the "one best way" to perform a job? A) Motivational approach B) Scientific management approach C) Biological approach D) Perceptual-motor approach E) Cognitive task analysis approach
B) Scientific management approach
Katerina is looking for a job that will be quick to learn and not require a lot of thinking, so she can earn money and still focus on earning her degree. She is looking for a job that follows the ________ approach. A) motivational B) mechanistic C) biological D) perceptual-motor E) ergonomic
B) mechanistic
According to the "Job Characteristics Model," _____ is the extent to which a person receives clear information about performance effectiveness from the work itself. A. task identity B. autonomy C. feedback D. skill variety E. task significance
C
All decisions for the coffee chain Traded Beans are made by the founder and chief executive officer. This company has a _____ decision-making structure. A) divisional B) democratic C) centralized D) collective E) distributed
C
Divisional structures are more appropriate than functional structures when A) demand can be well anticipated. B) the environment is stable and predictable. C) flexible responsiveness is required. D) the organization competes on costs. E) the consumer base is heterogeneous.
C
How does the mechanistic approach differ from the motivation approach? A. The mechanistic approach seeks to empower individual workers. B. The motivational approach designs jobs that are repetitive and mundane. C. Workers in organizations that follow the mechanistic approach can be easily replaced. D. Workers in organizations that follow the motivational approach have less autonomy. E. Organizations that follow the mechanistic approach are highly dependent on individual workers.
C
Jamal, an efficiency expert, proposes the "just-in-time" inventory method to Liza, the CEO of Neptune Inc. If Liza is to accept the proposal, which of the following changes is he most likely to implement in Neptune Inc.? A) He is likely to avoid made-for-order method of manufacturing. B) He is likely to create a larger storage space for inventories. C) He is likely to introduce processes that support lean production. D) He is likely to manufacture mass products well ahead of demand. E) He is likely to stock a backup of supplies for emergencies.
C
When compared to divisional structures, managers in functional and centralized structures A. need to be more experienced. B. are more sensitive to individual differences between workers. C. tend to think of fairness in terms of rules and procedures. D. need to be high in cognitive ability. E. equate outcomes with fairness.
C
Which of the following was replaced by the Occupational Information Network (O*NET)? A. Position Analysis Questionnaire B. General Aptitude Test Battery C. Dictionary of Occupational Titles D. Workforce Learning Link E. Work Profiling System
C
Which stage in a work-unit activity analysis focuses on the product produced or service provided? A. Raw inputs B. Equipment C. Output D. Activity E. Human resource input
C
Which stage in a work-unit activity analysis focuses on the product, information, or service provided? A) Raw inputs B) Equipment C) Output D) Activity E) Human resource input
C
Work-flow design is the process of A) allocating resources required for completing a task. B) assigning the task to a particular job category or person. C) analyzing the tasks necessary for the production of a product. D) evaluating the resource input and the actual output of a task. E) comparing the results of a task with its objectives.
C
Work-flow design is the process of A. allocating resources required for completing a task. B. assigning the task to a particular job category or person. C. analyzing the tasks necessary for the production of a product. D. evaluating the resource input and the actual output of a task. E. comparing the results of a task with its objectives.
C
Which of the following was replaced by the Occupational Information Network (O*NET)? A) Position Analysis Questionnaire B) General Aptitude Test Battery C) Dictionary of Occupational Titles D) Workforce Learning Link E) Work Profiling System
C) Dictionary of Occupational Titles
Which stage in a work-unit activity analysis focuses on the product, information, or service provided? A) Raw inputs B) Equipment C) Output D) Activity E) Human resource input
C) Output
Huan, a manager, decides to design jobs based on the principles of the motivational approach. If he does not balance them with some traits of the mechanistic approach, he will see minimal impact on A) job satisfaction. B) employee engagement. C) production. D) employee retention. E) leadership skills of employees.
C) production.
Two dimensions of organizational structure
Centralization departmentalization
When decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels, an organization has a _____ decision-making structure.
Centralized
Adding more decision-making authority to a job to increase its motivational potential is known as _____. A. job enlargement B. job rotation C. job involvement D. job enrichment E. job engagement
D
Functional structures are more appropriate than divisional structures when A) the environment is unstable. B) it is difficult to anticipate the demand. C) coordination requirements between jobs are inconsistent. D) the organization competes on costs. E) the environment is unpredictable.
D
James, a manager at Brown & Brown (B&B) Inc., a publisher of academic books, is tasked with identifying the various pieces of work required to edit, typeset, and publish a fictional book prior to allocating and assigning them to his subordinates. Which of the following processes is James expected to perform? A) Job evaluation B) Work-flow evaluation C) Job performance D) Work-flow design E) Performance evaluation
D
The final stage in work-flow analysis is to identify the work _____ in the development of the work unit's product. A) results B) relationships C) processes D) inputs E) ethics
D
The final stage in work-flow analysis is to identify the work _____ in the development of the work unit's product. A. results B. relationships C. processes D. inputs E. ethics
D
The tasks performed as a part of job analysis A) are mutually exclusive of those of job design. B) focus primarily on creating new jobs. C) focus primarily on revamping existing jobs. D) have a passive, information-gathering orientation. E) have a proactive orientation toward changing the job.
D
The tasks performed as a part of job analysis A. are mutually exclusive of those of job design. B. focus primarily on creating new jobs. C. focus primarily on revamping existing jobs. D. have a passive, information-gathering orientation. E. have a proactive orientation toward changing the job.
D
What term refers to the reduced attentive state that one might experience when simultaneously interacting with multiple media? A. Multitasking presence B. Task presence C. Selective presence D. Absence presence E. Alternative presence
D
When team members on Kami's unit craft their professional goals for the new year, she is expecting at least one goal to be tied to the unit's goals. How will she measure the individuals' performance based on this link? A) The level of task interdependence should be higher than the level of outcome interdependence. B) The level of sharing rewards for task accomplishment should be higher than the level of cooperation. C) Individual pay raises need to play a major role in terms of defining rewards. D) Individual accountability of behavior should be a critical indicator of performance. E) Teams should not be given autonomy or allowed to be flexible in how they use their time and skills.
D
Which of the following approaches to job design has roots in human-factors literature? A. Motivational approach B. Mechanistic approach C. Biological approach D. Perceptual-motor approach E. Scientific management approach
D
Which of the following is the primary role of an efficiency expert? A) Looking for additional resources to increase productivity B) Implementing a system that can store excess inventories C) Introducing new equipment that will increase output D) Removing every bit of waste in production operations E) Employing more people to complete a task more quickly
D
Which of the following is the process of defining the way work will be performed and the tasks that will be required in a given job? A. Job specification B. Job evaluation C. Job performance D. Job design E. Job satisfaction
D
Which of the following is true of the perceptual-motor approach to job design? A. The perceptual-motor approach increases the information-processing requirements of incumbents. B. The perceptual-motor approach designs jobs based on the most capable worker. C. The perceptual-motor approach has its roots in ergonomics. D. The perceptual-motor approach has its roots in human-factors literature. E. The perceptual-motor approach challenges employees to go beyond their mental abilities.
D
Which of the following questions should be addressed right after the inputs required for production have been established? A) What materials, data, and information are needed? B) What special equipment, facilities, and systems are needed? C) What knowledge, skills, and abilities are needed by those performing the tasks? D) What tasks are required in the production of the output? E) What product, information, or service is provided?
D
Which of the following is the process of defining the way work will be performed and the tasks that will be required in a given job? A) Job specification B) Job evaluation C) Job performance D) Job design E) Job satisfaction
D) Job design
Jemma reviews job applicants and screens their applications into thee piles: highly qualified, qualified, and not qualified. She then lets the hiring manager see those who are highly qualified and qualified. This is part of A) career planning. B) human resource planning. C) training. D) selection. E) job evaluation.
D) selection.
Decentralization
Degree to which decision-making authority is given to lower levels in an organization's hierarchy.
Centralization
Degree to which decision-making authority is restricted to higher levels of management in an organization.
Centralization
Degree to which decision-making authority resides at the top of the organizational chart.
Departmentalization
Degree to which work units are grouped based on functional similarity or similarity of workflow.
Occupational Information Network
Department of Labor abandoned the DOT in 1998 and developed an entirely new system for classifying jobs referred to as the Occupational Information Network, or O*NET. Instead of relying on fixed job titles and narrow task descriptions, the O*NET uses a common language that generalizes across jobs to describe the abilities, work styles, work activities, and work context required for various occupations that are more broadly defined
Departmentalization
Departmentalization refers to the degree to which work units are grouped based on functional similarity or similarity of work flow. HR managers should be trained to identify the competitive issues faced by the organization.
Which of the following was replaced by the Occupational Information Network (O*NET)?
Dictionary of Occupational Titles
Units that are a part of the _____ structure act almost as separate, self-sufficient, semi-autonomous organizations.
Divisional
In a large, multinational company, several of the tasks are split out across several states and countries. Each location has a specific component of the overall product. An employee survey recently revealed that employees had a weak conceptualization of the company's overall mission. This company has a A) mechanistic structure. B) divisional structure. C) modular structure. D) network structure. E) functional structure
E
The factual or procedural information that is necessary for successfully performing a task is called _____. A. aptitude B. ability C. skill D. persistence E. knowledge
E
Which of the following approaches views job satisfaction as one of the most important outcomes of job design? A. Administrative approach B. Mechanistic approach C. Biological approach D. Perceptual-motor approach E. Motivational approach
E
Which of the following best explains outcome interdependence in relation to teams? A) The level to which an individual team member has to contribute to achieve the team's output B) The amount of resources shared among team members to help them accomplish the team's task C) The extent to which an individual team member leans on the other team members to achieve his or her output D) The level of input required from the team as a whole to complete its set tasks E) The level to which the reward for task accomplishment is shared among the team members
E
Which of the following is likely to happen when a private equity group hires an efficiency expert? A) Overburdening people by removing machines B) Modifying production processes to support excess inventories C) Increasing the number of employees involved in a particular task D) Limiting procedures that streamline operations E) Decreasing movements that create no value
E
_____ entails matching an individual's skills and aspirations with opportunities that are or may become available in the organization. A. Human resource planning B. Work-flow analysis C. Performance evaluation D. Training E. Career planning
E
_____ provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs. A) Job analysis B) Organization structure C) Organizational dynamics D) Work-relationship analysis E) Work-flow design
E
Which of the following is likely to happen when a private equity group hires an efficiency expert? A) Overburdening people by removing machines B) Modifying production processes to support excess inventories C) Increasing the number of employees involved in a particular task D) Limiting procedures that streamline operations E) Decreasing movements that create no value
E) Decreasing movements that create no value
Which of the following is concerned with examining the interface between individuals' physiological characteristics and the physical work environment?
Ergonomics
Divisional structures are more appropriate than functional structures when
Flexible responsiveness is required
Functional structure
High levels of centralization tend to go naturally with functional departmentalization because individual units in the structures are so specialized that members of the unit may have a weak conceptualization of the overall organization mission. Thus, they tend to identify with their department and cannot always be relied on to make decisions that are in the best interests of the organization as a whole. I
Job design interventions emphasizing the motivational approach focus on
Increasing the meaningfulness of jobs
Who among the following is likely to be the best source for the most accurate information about the time spent on various tasks for job analysis?
Incumbents
Which of the following is required for teams to be effective?
Individual accountability of behavior should be a critical indicator of performance
Which of the following is required for teams to be effective?
Individual accountability of behavior should be a critical indicator of performance. For teams to be effective, it is essential that the level of task interdependence matches the level of outcome interdependence. It is critical to establish individual accountability of behavior within a group.
six sections of PAQ
Information input Mental processes Work output Relationships with other persons Job context Other characteristics
The Occupational Information Network (O*NET)
Instead of relying on fixed job titles and narrow task descriptions, the O*NET uses a common language that generalizes across jobs to describe the abilities, work styles, work activities, and work context required for various occupations that are more broadly defined.
Which of the following is true about O*NET?
It uses a common language that generalizes job specifications across various occupations
Which of the following includes a list of the tasks, duties, and responsibilities that a job entails?
Job description
Which of the following is the process of defining the way work will be performed and the tasks that will be required in a given job?
Job design
Which of the following includes the knowledge, skills, abilities, and other characteristics that an individual must have to perform a job?
Job specification
Which of the following approaches to job design has its roots in organizational psychology and management literature?
Motivational approach
_____ provides a cross-sectional overview of the static relationships between individuals and units that create the outputs.
Organization structure
_____ provides a cross-sectional overview of the static relationships between individuals and units that create the outputs.
Organization structure Whereas work-flow design provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs, organization structure provides a cross-sectional overview of the static relationships between individuals and units that create the outputs. Organization structure is typically displayed via organizational charts that convey both vertical reporting relationships and horizontal functional responsibilities.
The most common source of error in the job analysis process results from job descriptions being _____.
Outdated
Which stage in a work-unit activity analysis focuses on the product produced or service provided?
Output
Subject Matter Expert (SME)
Person who is well versed in the content of a particular job
Vertical Integration
Practice where a single entity controls the entire process of a product, from the raw materials to distribution
Which of the following approaches to job design entails performing time-and-motion studies?
Scientific management approach
Which of the following sources is most appropriate for providing accurate information regarding the importance of job duties?
Supervisors
According to the "Job Characteristics Model," _____ is the degree to which a job requires completing a "whole" piece of work from beginning to end.
Task identity
According to the "Job Characteristics Model,"_____ is the extent to which the job has an important impact on the lives of other people.
Task significance
Position Analysis Questionnaire
The PAQ is a standardized job analysis questionnaire containing 194 items. These items represent work behaviors, work conditions, and job characteristics that can be generalized across a wide variety of jobs. They are organized into six sections: information input mental processes work output relationships with other persons job context other characteristics
Ergonomics
The interface between individuals' physiological characteristics and the physical work environment.
Functional structures are more appropriate than divisional structures when
The organization competes on costs
Job redesign
The process of changing the tasks or the way work is performed in an existing job.
Work analysis (also known as job analysis)
The process of getting detailed information about jobs. Building block of everything that human resource managers do. Almost every human resource management program requires some type of information that is gleaned from job analysis: selection, performance appraisal, training and development, job evaluation, career planning, work redesign, and human resource planning.
organization structure
The relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization
Divisional structure
Units in these structures act almost like separate, self-sufficient, semi-autonomous organizations
Which of the following questions should be addressed right after the inputs required for production have been established?
What tasks are required in the production of the output?
Which of the following questions should be addressed right after the inputs required for production have been established?
What tasks are required in the production of the output? Once the inputs required for the production have been established, the next step is to focus on the process. The question to be addressed is "What tasks are required in the production of the output?"
Work-Flow Analysis
Work-Flow Analysis is useful in providing a means for managers to understand all tasks required to produce a high-quality product and the skills necessary to perform those tasks
_____ provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs.
Work-flow design
_____ provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs.
Work-flow design Whereas work-flow design provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs, organization structure provides a cross-sectional overview of the static relationships between individuals and units that create the outputs.
Fleishman Job Analysis System
a job analysis procedure that defines abilities as the enduring attributes of individuals that account for differences in performance; it relies on the taxonomy of abilities that presumably represents all the dimensions relevant to work
job specification
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
job description
a list of the tasks, duties, and responsibilities (TDRs) that a job entails. TDRs are observable actions. When a manager attempts to evaluate job performance, it is most important to have detailed information about the work performed in the job (that is, the TDRs). This makes it possible to determine how well an individual is meeting each job requirement. It is important to balance breadth and specificity when constructing job descriptions. The job analysis process must also detect changes in the nature of jobs
ability
a more general enduring capability that an individual possesses
Position Analysis Questionnaire (PAQ)
a standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs
work processes
activities that members of a work unit engage in to produce a given output
decentralized subunit
acts as business partner ot other sub-unit leaders on talen management or succession planning
skill
an individual's level of proficiency at performing a particular task
Work-flow design is the process of:
analyzing the tasks necessary for the production of a product. 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.
what are two aspects of organizational structure
centralization (& decentralization) vs departmentalization
When decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels, an organization has a _____ decision making structure.
centralized Centralized authority is decision-making authority residing at the top of the organizational chart. When authority is distributed through the lower levels, an organization has a decentralized decision making structure.
Job redesign
changing the tasks or the way work is performed in an existing job.
divisional stucture
combine a divisional departmentalization scheme with relatively low levels of centralization, acting almost like separate, self-sufficient, semi-autonomous organizations. Divisional structures tend to be more flexible and innovative. They can detect and exploit opportunities in their respective consumer base faster than the more centralized functionally structured organizations. Divisional structures are not very efficient because of lack of coordination and redundancy associated with each group carrying its own functional specialists. Also, divisional structures can "self-cannibalize" if the gains achieved in one unit come at the expense of another unit.
biological approach
comes primarily from the sciences of biochemics, work physiology, and occupational medicine, and it is usually referred to as ergonomics
ergonomics
concerned with examining the interface between individuals physiological characteristics and the physical work environment
Raw materials
consist of the materials that will be converted into the work unit's product
Motivational approach
decision making autonomy task significance interdependence
Departmentalization
degree to which work units are grouped based on functional similarity or similarity of work flow
Units that are a part of the _____ structure act almost like separate, self-sufficient, semi-autonomous organizations.
divisional Units in divisional structures act almost like separate, self-sufficient, semi-autonomous organizations. Divisional structures combine a divisional departmentalization scheme with relatively low levels of centralization.
Lean production
emphasizing manufacturing goods with a minimum amoutn of time, materials, money and people.
Centralization is the degree to which work units are grouped based on functional similarity or similarity of workflow.
false
Ergonomics is concerned with examining the interface between individuals' psychological characteristics and the physical work environment.
false
Functional structures help support organizations that compete on differentiation or innovation, because flexible responsiveness is central to making this strategy work.
false
If an organization decides to compete on costs, and hires low-cost labor, it needs to have a decentralized structure to enable autonomy in decision-making by the workers.
false
Job evaluation is the process of getting information about how well each employee is performing in order to reward those who are effective and improve the performance of those who are ineffective.
false
Knowledge is an individual's level of proficiency at performing a particular task.
false
The Position Analysis Questionnaire (PAQ) covers only the work context, leaving out the inputs, outputs, and processes involved in the job.
false
Unlike the Dictionary of Occupational Titles (DOT), the Occupational Information Network (O*NET) relies on fixed job titles and narrow task descriptions.
false
Work-flow design is the process of analyzing the tasks necessary for the production of a product or service, and it is performed after allocating and assigning these tasks to a particular job category or person.
false
Divisional structures are more appropriate than functional structures when:
flexible responsiveness is required. Divisional structures are most appropriate in unstable, unpredictable environments, where it is difficult to anticipate demands for resources, and coordination requirements between jobs are not consistent over time. This type of structure also helps support organizations that compete on differentiation or innovation, because flexible responsiveness is central to making this strategy work.
Productivity Measurement and Evaluation System (ProMES)
focuses attention on both identifying work-unit outputs and specifying the levels of required performance for different levels of effectiveness
motivational approach
focuses on the job characteristics that affect psychological meaning and motivational potential and views attitudinal varabiles (ex satisfaction, intrinsic motivation, etc.) as the most important outcomes of job design; opposite of mechanistic
functional structure
functional structure, employs a functional departmentalization scheme with relatively high levels of centralization. Functional structures are most appropriate in stable, predictable environments, where demand for resources can be well anticipated and coordination requirements between jobs can be refined and standardized over consistent repetitions of activity. High levels of centralization tend to go naturally with functional departmentalization because individual units in the structures are so specialized that members of the unit may have a weak conceptualization of the overall organization mission. Thus, they tend to identify with their department and cannot always be relied on to make decisions that are in the best interests of the organization as a whole.
perceptual (motor) approach
goal is to design jobs in a way that ensures they do not exceed people's mental capabilities and limitations
functional structure
groups together people with similar skills who perform similar tasks; emloys a functional departmentalization scheme with relatively high levels of centralization
shared service center
highly centralized and handles all major routine trasactional tasks such as payroll
Center of excellence
houses specialized expertise in the are of training or labor relations, which is centralized but separate from the shared service center
perpetual-motor approach
human mental capabilities and limitations
Mechanistic Job Design Approach
identifies the simplest way to structure work that maximizes efficiency
what are the six sections of the Position Analysis Questionnaire (PAQ)
information input, mental processes, work output, relationships with others, job context, and other characteristics
Position Analysis Questionnaire (PAQ)
is a standardized job‑analysis questionnaire containing 194 items representing work behaviors, work conditions, or job characteristics that are generalizable across a variety of jobs.
mechanistic approach
is identifying the simplest way to structure work that maximizes efficiency
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. Only after we thoroughly understand work-flow design can we make informed decisions regarding how to initially bundle various tasks into discrete jobs that can be executed by a single person.
motivational approach
job characteristics that affect psychological meaning and motivational potential, and it views attitudinal variables as the most important outcomes of job design
batch work production
large groups of low-skilled employees churn out long runs of identical mass products that are stored in inventories for later sale
raw materials
materials that will be converetd into the work unit's product
Four approaches used in job design are:
mechanistic approach motivational approach biological approach perceptual-motor approach
what are the four approaches to job design?
mechanistic, motivational, biological, and perceptual
Which stage in a work-unit activity analysis focuses on the product produced or service provided?
output The output stage focuses on what product, service, or information is provided. It looks into how the output can be measured.
Lean production
processes that emphasize manufacturing goods with minimum amount of time, materials, money and people to leverage technology and flexible, well-trained and skilled personnel to produce more custom products for less
Organization Structure
provides a cross-sectional overview of the static relationships between individuals and units that create the outputs. Typically displayed via organizational charts that convey both vertical reporting relationships and horizontal functional responsibilities.
what are the five parts of a work unit activity chart?
raw inputs, equipment, human resources -> activity-> output
organization structure
refers to the relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization
what is an example of mechanistic job design approach
scientific method
what are the three subunits of the typical mixed structure of human resource departments?
shared service center, center of excellence, and decentralized subunit business partner
Mechanistic approach
specialization skill variety work methods autonomy
what are the five characteristics of the motivational approach
task identity, skill variety, autonomy, feedback, and task significance
equipment
technology and machinery necessary to transform raw materials into the product
work processes
the activities that members of a work unit engage in to produce a given output. Every process consists of operating procedures that specify how things should be done at each stage of the development of the product. These procedures include all the tasks that must be performed in the production of the output. There is a great deal of value in studying workflow processes.
autonomy
the degree to which a job allows an individual to make decisions about the work that will be carried out
centralization
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 ).
Functional structures are more appropriate than divisional structures when:
the organization competes on costs. Functional structures are most appropriate in stable, predictable environments, where demand for resources can be well anticipated and coordination requirements between jobs can be refined and standardized over consistent repetitions of activity. This type of structure helps support organizations that compete on cost, because efficiency is central to making this strategy work.
Work Flow Design
the process of analyzing the tasks necessary for the production of a product or service
Work-flow design
the process of analyzing the tasks necessary for the production of product or service, prior to allocating and assigning these tasks to a particular job category of person
Job design
the process of defining how work will be performed and the tasks that will be required in a given job.
job design
the process of defining the way work will be performed and the tasks that a given job requires
Job design
the process of defining the way work will be performed and the tasks that will be required in a given job.
Job Analysis
the process of getting detailed information about jobs
job analysis
the process of getting detailed information about jobs
output
the product of a work unit can be a identifiable object or service.
output
the product of a work unit or a service. Once these outputs have been identified, it is necessary to specify standards for the quantity or quality of these outputs and possible to examine the work processes used to generate the output.
Equipment
the technology and machinery necessary to transform the raw materials into the product. The final inputs in the work-flow process are the human skills and efforts necessary to perform the tasks. Every work unit—whether a department, team, or individual—seeks to produce some output that others can use.
human skills
the workers and their associated skills that are available to the company
biological approach
to minimize physical strain on the worker by structuring the physical work environment around the way the human body works
Although there are numerous sources for error in the job analysis process, most inaccuracy is likely to result from job descriptions simply being outdated.
true
Scientific management first sought to identify the "one best way" to perform the job.
true
Teams have to be given the autonomy to make their own decisions in order to maximize the flexible use of their skill and time.
true
The final stage in work-flow analysis is to identify the inputs used in the development of a work unit's product.
true
The use of software in the workplace can make employees less effective at their jobs under certain conditions.
true
Batch work methods
use large groups of low skilled employees to churn out long runs of identical mass products stored in inventories for later sale
Work Flow Analysis
useful in providing a means for managers to understand all tasks required to produce a high-quality product and the skills necessary to perform those tasks; analyzes work outputs, processes, and inputs
what is the difference between work-flow design and organizational structure
work-flow design provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs, organization structure provides a cross-sectional overview of the static relationships between individuals and units that create the outputs.