Job Design and Organizational Needs Overview

The process of deciding which tasks should be completed by which individuals in an organization.

The knowledge, abilities, and experience needed to successfully perform tasks.

Assigning tasks to people or companies outside the organization.

The methods through which employees acquire necessary skills.

A set of related tasks performed by an employee requiring a specific skill-set.

A job focused on a particular part of a task or process, requiring advanced skills to achieve high efficiency.

The expansion and complexity of an organization's structure and functions.

The extent to which a job provides employees with a sense of purpose, impact, and satisfaction.

Factors like employee knowledge, skill, desire for growth, and job satisfaction that influence the impact of job design on employee outcomes.

Experiences of employees concerning their work, such as feeling meaningfulness, responsibility, and impact.

The process of organizing work into tasks and jobs to increase organizational efficiency and employee job satisfaction.

Results of job design, including employee performance, satisfaction, and motivation.

Organizational structure where similar jobs are grouped together, reporting to a single leader.

The arrangement of jobs into groups, authority delegation, and reporting relationships in an organization.

Elements like skill variety, task identity, and task significance that shape a job's design and effect on workers.

Groups of employees focused on a common goal or set of tasks.

Distributing decision-making authority to the individuals or teams most knowledgeable and positioned to make faster, more reliable decisions, maintaining responsibility for outcomes.

The number of subordinates a manager directly oversees.

The framework that defines how tasks are divided, grouped, and coordinated within an organization.

The process of aligning and synchronizing work activities across various parts and teams in an organization to assure effective workflow.

Individuals assigned to coordinate activities between different groups or departments within an organization.

Temporary teams assembled to address specific projects or problems.

Teams composed of members from different functional departments of an organization.

Specific roles dedicated to ensuring alignment and coordination among various individuals and departments; they promote collaboration and integration.

The shared assumptions, values, and norms that influence employee behavior in an organization.

An organizational culture where there's a lack of uniformity in beliefs and values, making it harder to align employees with organizational goals.

An organizational culture where the majority of employees share similar values, beliefs, and activities.

Underlying, taken-for-granted thoughts that determine perceptions, actions, and feelings within an organization.

Differences in values, beliefs, and behaviors among employees, sometimes rooted in ethnicity, religion, or other factors.

A deep division or conflict caused by significant cultural differences within an organization.

The process of altering a company's values, beliefs, and norms to align with business objectives.

Ensuring employees understand and support the core principles of an organization.

The desired culture an organization aims to achieve to align with its strategy.

Seven aspects of organizational culture that impact strategy alignment, analyzed as Structured/Flexible, Controlling/Delegating, Cautious/Risk Permitting, Thinking/Doing, Diplomatic/Direct, Individualistic/Collaborative, and Internal/External.

Actions and attitudes that are critical for implementing an organization's strategy.

Matching organizational culture to its strategic goals.

Key factors influencing employee behavior and shaping organizational culture.

Different cultural values within a single organization, often distinct departments or business units.

The actions taken to shift a company's current culture toward a target culture.

Meetings with management to establish targets for cultural dimensions.

A network of teams with a people-centered culture, focused on rapid learning, fast decision-making, and cocreating value for stakeholders. Teams are empowered and prioritize goals.

Clear organizational goals that help teams self-identify and align projects.

Autonomous teams with end-to-end accountability, limited hierarchy and no middle management in a flat organizational structure.

Encourages risk-taking, quick feedback, and continuous development to learn quickly from mistakes.

A passionate culture that focuses on intrinsic motivation, non-monetary awards, and developing employee expertise to support the agile working style.

Integrated technology used to quickly spot opportunities/challenges and react; full transparency of information is essential to quickly unlock value for business and stakeholders.

Coaching and guiding team members, not bossing them; supporting the success of the team over individual success.

Performance review encompassing input from team members and the team's overall achievements to understand team and individual success.