gomez_mhr05_im_02 - Chapter 2 Chapter 2 Managing Work-flows...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 2 Chapter 2 Managing Work-flows and Conducting Job Analysis CHAPTER OVERVIEW (PPT2.1- 2.2) (PPT 2.3-2.5) Work-flow is a highly dynamic process, and a well-designed organizational structure will ensure that work is performed efficiently and produces a high quality product or service. This chapter discusses the various aspects of organizational design and structure, and the flow of work within the structure to accomplish an organization’s goals and objectives. The term organizational structure refers to relationships among people and groups in an organization. Work-flow refers to the way that work is organized within the structure to meet production or service goals. Work-flow can be viewed from three different perspectives within the organizational structure: the entire organization, work groups, and individual employees. When business conditions or organizational strategy and objectives change, often the design and structure of the organization will also undergo change in order to adapt, and each of the three elements may be affected. Job analysis is a tool used by organizations to document and describe job content, and measure how much and what types of work are necessary to achieve organizational objectives. Contingent workers and alternative work schedules are also explored in this chapter as a means to create a flexible workforce. Finally, Human Resource Information Systems (HRIS) applications are discussed, and the management of security and privacy issues are explored. ANNOTATED OUTLINE (PPT 2.3-2. I. Work: The Organization Perspective (PPT 2.3- 2.8) The relationship between strategy and organizational structure, the three basic organizational structures, and the uses of work-flow analysis are discussed. A. Strategy and Organizational Structure 15
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Part Two An organization develops a business strategy by establishing a set of long-term goals. The business strategy selected by management determines the structure and/or restructuring which is most appropriate. Moreover, management selects HR strategies to fit and support its business strategies and organizational structure. B. Designing the Organization Designing an organization involves choosing an organizational structure that will enable the company to most effectively achieve its goals. There are three basic types of organizational structure. Bureaucratic organizations consist of hierarchies with many levels of management and are driven by a top-down, or command and control approach in which managers provide considerable direction and have considerable control over others (The classic example is the military). The bureaucratic organization is based on a functional division of labor, where employees are divided into divisions based on their function. Work specialization is another feature of bureaucratic organizations, with employees spending most of their time working individually or at a specialized task. Flat organizations
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 03/22/2009 for the course MANAGEMENT 5689-9856 taught by Professor Nialamnu during the Fall '08 term at Indiana State University .

Page1 / 17

gomez_mhr05_im_02 - Chapter 2 Chapter 2 Managing Work-flows...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online