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4510 Notes Chap004 - Chapter 04 The Analysis and Design of...

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Chapter 04 The Analysis and Design of WorkChapter SummaryThe first section of this chapter discusses the analysis of work process within a given work unit. Having providedan understanding of the broader context of jobs, the chapter discusses the need for and usefulness of both jobanalysis and the techniques for performing job analysis. Finally, the chapter concludes by presenting the variousapproaches to job design to provide managers with an understanding of the costs and benefits of emphasizingdifferent characteristics of jobs when designing or redesigning them.Learning Objectives1.Analyze an organization’s structure andwork-flow process, identifying the output, activities, and inputs inthe production of a product or service.2.Understand the importance of job analysis in strategic and human resource management.3.Choose the right job-analysis technique for a variety of human resource activities.4.Identify the tasks performed and the skills required in a given job.5.Understand the different approaches to job design.6.Comprehend the trade-offs among the various approaches to designing jobs.Extended Chapter OutlineNote: Key terms appear in boldface and are listed in the "Chapter Vocabulary" section.I.IntroductionDesigning the work to be performed is one of the first tasks of strategy implementationdiscussed in Chapter 2. The way a firm competes can have a profound impact on the way tasks areorganized, and the way the tasks are designed may provide the company with a competitive advantage.Also, the way jobs are designed can, in fact, affect company work-unit performance.There is no “onebest way” to design jobs and structureorganizations.The organization needs to create a fit between itsenvironment, its competitive strategy and philosophy on the one hand, with its job and organizationaldesign on the other.Job analysis and job design are interrelated.II.Work-Flow Analysis and Organization Structure (Workflow analysis, analyzing work outputs, processes,and inputs; see text Figure 4.1)-work-flow designthe process of analyzing the tasks necessary for the production of aproduct or service, prior to allocating and assigning these tasks to a particular job categoryor person.-organization structurethe relatively stable and formal network of vertical and horizontalinterconnections among jobs that constitute the organization.A.Work-flow AnalysisThe workflow process is useful because it provides a means for the managers to understand allthe tasks required to produce a high-quality product as well as the skills necessary to performthose tasks.B.Analyzing Work Outputs1.Work outputs are products of, or services provided by, a work unit, and withinmanufacturing realms like those discussed in our opening story, this is often anidentifiable object.
2Examples: A jet engine blade, a forklift or a football jersey.

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Term
Spring
Professor
KarenATarnoff
Tags
Human Resource Management, Organizational studies and human resource management

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