Organizing Trends In The Modern Marketplace PDF

ORGANIZING Organizational Trends in the Modern Marketplace Would you work here? 2 Success Criteria I can analyze current trends in organizational structures. I can explain multiple types of alternative job arrangements. Scherm...

ORGANIZING Organizational Trends in the Modern Marketplace Would you work here? 2 Success Criteria I can analyze current trends in organizational structures. I can explain multiple types of alternative job arrangements. Schermerhorn - Chapter 15 3 Review Close your laptops and books. On a piece of paper, quickly draw out the following 6 types of organizational structures: 1. Functional 2. Divisional 3. Matrix 4. Team 5. Network 6. Boundaryless Schermerhorn - Chapter 15 4 What organizing trends are changing the workplace? 1. Shorter chains of command. 2. Less unity of command. 3. Wider spans of control. 4. More delegation and empowerment. 5. Decentralization. Management - Chapter 10 5 What organizing trends are changing the workplace? Shorter chains of command – The line of authority that vertically links all persons with successively higher levels of management. – Organizing trend: Organizations are being “streamlined” by cutting unnecessary levels of management. Flatter structures are viewed as a competitive advantage. Management - Chapter 10 6 Study Question 4: What organizing trends are changing the workplace? Wider spans of control – The number of persons directly reporting to a manager. – Organizing trend: Many organizations are shifting to wider spans of control as levels of management are eliminated. Managers have responsibility for a larger number of subordinates who operate with less direct supervision. Management - Chapter 10 7 Figure 10.8 Spans of control in “flat” versus “tall” structures. Management - Chapter 10 8 What organizing trends are changing the workplace? Less unity of command – Traditionally, each person in an organization reports to one (and only one) supervisor. – Organizing trend: Organizations are using more cross-functional teams, task forces, and horizontal structures. – CROSS-FUNCTIONAL TEAMS – Teams of employees being formed across job functions. For example, a team made up of marketing, finance, and operations employees is formed for some purpose. Employees often find themselves working for more than one boss. Management - Chapter 10 9 Study Question 4: What organizing trends are changing the workplace? More empowerment – Delegation – is the process of entrusting work to others by giving them the right to make decisions and take action. (this goes along with the first few) – The manager assigns responsibility, grants authority to act, and creates accountability – Ex. Manager select an employee to do the scheduling for them. Management Fundamentals - Chapter 10 10 Study Question 4: What organizing trends are changing the workplace? Decentralization – Centralization is the concentration of authority for making most decisions at the top levels of the organization. – Decentralization is the dispersion of authority to make decisions throughout all levels of the organization. – Delegation, empowerment, and horizontal structures contribute to more decentralization in organizations. Management - Chapter 10 11 The Changing Nature of Work BOH4M Specialization – Task specialization is the degree to which a worker will focus on specific tasks. The more specific the tasks (the less the variety), the more specialized it is. – Jobs fall along a continuum ranging from high to low task specialization. High specialization ⇒ job simplification Moderate specialization ⇒ rotation and enlargement Low specialization ⇒ job enrichment 13 Specialization Job simplification (high specialization) – Standardizing work procedures and employing people in well- defined and highly specialized tasks. Simplified jobs are exact jobs. The employee does something specific. They do not have a wide array of different job tasks – Simplified jobs are narrow in job scope. – Example: Automation – Total mechanization of a job. – Most extreme form of job simplification. Schermerhorn - Chapter 15 14 Specialization Potential advantages of job Potential disadvantages of job simplification: simplification: – Easier and quicker training of – Low satisfaction workers – Workers are less difficult to – Occasional tardiness and supervise absenteeism – Workers are easier to replace – Worker boredom – Development of expertise in doing repetitive tasks Schermerhorn - Chapter 15 15 Specialization Job rotation and job enlargement (Moderate Specialization) – Job rotation Increases task variety by periodically shifting workers among jobs involving different task assignments. – Have employees periodically switch to a different type of job – Job enlargement Increases task variety by combining two or more tasks previously assigned to separate workers at the same level. Horizontal loading – The worker stays in the same job but now has a wider variety of tasks to perform Schermerhorn - Chapter 15 16 Specialization Job enrichment (low specialization) – Building more opportunities for satisfaction into a job by expanding its content vertically – Expands both job scope and job depth. – Frequently accomplished through vertical loading. The difference between job enlargement (moderate specialization) and job enrichment (low specialization) is that now with enrichment you are giving the employee more depth of task. 17 Review: Horizontal vs. Vertical Loading Horizontal loading is adding tasks to the job that are different BUT are roughly at the same level. This is called job enlargement and it is moderate specialization. Vertical loading is adding tasks to the job that are different BUT the new added aspects are typically at a higher level. This is called job enrichment and is low specialization. Schermerhorn - Chapter 15 18  It seems difficult to argue that jobs shouldn’t be enriched. Enrichment is generally a good thing. Now the question becomes: “how can we go about enriching the jobs?” Schermerhorn - Chapter 15 19 How can jobs be enriched? Core job characteristics (as these increase, job enrichment gets higher): – Skill variety – the variety of skills needed to perform the job – Task significance – The importance of the job – Autonomy – Personal control and freedom – Feedback – The feedback they receive Schermerhorn - Chapter 15 20 How can jobs be enriched? Improving these core job characteristics: – Combine tasks – Open feedback channels – Practice vertical loading (give tasks to someone that were previously above their level) Schermerhorn - Chapter 15 21 Alternative Job Arrangements Schermerhorn - Chapter 15 22 Let’s Play: Would You Rather? Would you rather a) Work five days a week 8 hours a day; or b) Work four days a week, 10 hours a day Schermerhorn - Chapter 15 23 Let’s Play: Would You Rather? Would you rather a) Have a 20% chance (randomly) of being fired; or b) Take a 20% pay cut. Schermerhorn - Chapter 15 24 Let’s Play: Would You Rather? Would you rather a) Work in the office b) Work at home c) Work half the week at home and half in the office Schermerhorn - Chapter 15 25 Alternative Job Arrangements Compressed Workweek Flexible Hours Job Sharing/Work Sharing Telecommuting/Work at home Part-Time Work Schermerhorn - Chapter 15 26 What are alternative work arrangements? Compressed workweek – Any work schedule that allows a full-time job to be completed in less than the standard 5 days of 8-hour shifts. – Benefits—more leisure time, lower commuting costs, lower absenteeism, and potentially improved performance. – Disadvantages—increased fatigue, family adjustment problems, increased scheduling problems, and union objections. Schermerhorn - Chapter 15 27 What are alternative work arrangements? Flexible hours – Any work schedule that gives employees some choice in the pattern of their daily work hours. Core time—all employees must be at work. Flextime—allows employees to schedule around personal and family responsibilities. Schermerhorn - Chapter 15 28 When is the core time? When is the flextime? You must be at work Mon/Tues/Wed from 9am-2pm. You can complete your remaining 15 hours whenever you choose. Schermerhorn - Chapter 15 29 Flexible Working Hours Potential benefits of flexible working hours: – People have greater autonomy in work scheduling while ensuring maintenance of work responsibilities. – Organizations can attract and retain employees who have special non-work responsibilities. – Worker morale may be improved. Schermerhorn - Chapter 15 30 What are alternative work arrangements? Job sharing – One full-time job is split between two or more persons. – E.g., each person works a ½ day. Work sharing – A controversial agreement between employees to cut back their work hours to avoid layoffs or termination. – Ex.) Management says that 20% of workers need to be laid off, so they all agree to cut their hours by 20% and nobody needs to be laid off Schermerhorn - Chapter 15 31 What are alternative work arrangements? Telecommuting – A work arrangement that allows a portion of scheduled work hours to be completed outside of the office. Work-at-home – A telecommuting option that is facilitated by information technology and computer links to clients or customers and a central office. Schermerhorn - Chapter 15 32 What are alternative work arrangements? Potential advantages of telecommuting: – Freedom from … Constraints of commuting Fixed hours Special work attire Direct contact with supervisors – Increased productivity – Fewer work distractions – Being one’s own boss – Having more personal time Schermerhorn - Chapter 15 33 What are alternative work arrangements? Potential disadvantages of telecommuting: – Working too much – Having less personal time – Difficulty in separating work and personal life – Less time for family – Feelings of isolation – Loss of visibility for promotion – Difficulties supervising work-at-home employees from a distance Schermerhorn - Chapter 15 34 What are alternative work arrangements? Part-time work – Work done on any schedule less than the standard 40-hour workweek and does not qualify employee as full-time. – Contingency workers Part-time workers who supplement the full-time workforce, often on a long-term basis. Now constitute 30 percent of the American workforce. Schermerhorn - Chapter 15 35