Organization Design and Job Characteristics Model

A process of structuring tasks, jobs, and workflows to effectively achieve organizational goals.

The process of creating jobs within an organization that are performed effectively, efficiently, and meaningfully for employees.

As businesses grow, jobs often become more narrowly focused on specific tasks.

Work that employees find fulfilling and valuable.

Methods of developing the skill needed for the job such as specialized training, college/tradeschool or apprenticeship.

Having tasks completed by individuals or companies outside the organization rather than employees.

A model developed by Hackman and Oldham that analyzes how job design affects employee satisfaction and performance.

The extent to which a job requires a worker to use a variety of skills.

The extent to which a job requires the worker to complete a whole piece of work from beginning to end.

The impact a job has on the lives of others.

The freedom an employee has to choose how to do their work.

The information an employee receives about how well they are performing.

Grouping similar jobs into workgroups under a leader.

Grouping jobs by product, customer, or geography.

Grouping jobs by function and division.

Assigning decision-making power to lower levels of management.

Decision-making concentrated at the top levels.

Decision-making delegated to lower levels of management.

Individuals tasked to coordinate activities between groups.

Individuals who coordinate activities between different groups within an organization.

Cross-functional teams with ongoing responsibility for managing a key organizational activity.

Teams made up of members from multiple groups, working together to address a shared need or goal.

Roles where individuals coordinate activities with other groups in addition to their primary work.

A set of shared norms, beliefs, values, and attitudes within an organization.

A culture in which most employees share the same norms, beliefs, and values, regardless of background.

A culture with lacking uniformity in key aspects and shared values.

The aspects of the organization considered important, such as teamwork, accountability, and innovation.

The degree to which norms are widely shared among people in the organization.

The feeling employees have regarding the importance of the company's norms.

Observable aspects of the organization such as dress code, physical layout, and company traditions.

Explicitly documented norms, beliefs and company guidelines, including charters, ideologies, and philosophies.

Unconscious and taken-for-granted beliefs that influence members' perceptions, behaviors, and decision-making.

Modifying the organization's norms, beliefs, and values to adapt to changes and achieve specific goals.