lecture-05 managing work flow & conducting Job analysis

lecture-05 managing work flow & conducting Job analysis...

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Unformatted text preview: 18 11.271 © Copy Right: Rai University M A N A G I N G H R I S S U E S LESSON 5: MANAGING WORK FLOWS AND CONDUCTING JOB ANALYSIS (I) Points to be Covered • Types of Organizational Structure • Job Analysis • Work Design • HRIS The Managerial Perspective This chapter is about managing work, which is a highly dynamic process. Managers design structures to organize work into departments, teams, and jobs so that work is performed efficiently and provides a valuable product or service for a customer. Human resource spets assist managers by keeping track of and documenting the changes for the content of each job through a process called job analysis. In this chapter we explore why job analysis is important to managers and why it is the bedrock of most human resource programs. Like work teams, organizations are fundamentally groups of people. The relationships among these people can be structured in different ways. In this chapter we describe how top managers decide on the most appropriate structure for the organization as a whole and for the flow of work within the organization. Although you may never be asked to redesign your organiza- tion, it is likely that your company will eventually undergo structural change because such change is necessary for survival. It is important that you understand structural issues so that you can see the big picture and take an active role in implementing changes. Work can be viewed from three different perspectives: the entire organization, work groups, and individual employees. We examine each of these perspectives and their implications for human resource management. We also discuss job analysis (a critical HR activity) and the use of contingent workers and alternative work schedules to create a flexible workforce. An understanding of job analysis gives managers a tool to measure how much and what types of work are necessary to achieve organizational objectives. We conclude the chapter with a discussion of human resource information systems Work: The Organizational Perspective Organizational structure refers to the formal or informal relationships between people in an organization. Work flow refers to the way work is organized to meet the organization’s production or service goals. In this section we discuss the relationship between Itrategy and organizational structure, the three basic organizational structures, and the uses of work flow analysis. Strategy and Organizational Structure An organization develops a business strategy by establishing a set of long-term goals based on (1) an analysis of environmen- tal opportunities and thr,eats and (2) a realistic appraisal of how the business can deploy its assets to compete most ‘effectively....
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