Work Design and Technology PDF Past Paper

12/4/24 MGT 131 MGT 131 INTRODUCTION TO Work Design and HUMAN RELATIONS Technology AND...

12/4/24 MGT 131 MGT 131 INTRODUCTION TO Work Design and HUMAN RELATIONS Technology AND BEHAVIOR IN ORGANIZATIONS Reginald B. Vargas Instructor, DAME, CEM University of the Philippines Los Baños 1 2 This material has been reproduced and communicated to you by or on behalf of University of the Philippines pursuant to PART IV: The Law on Copyright of Republic Act (RA) 8293 or the “Intellectual Property Code of the Philippines”. Learning Objectives The University does not authorize you to reproduce or 1. Define technology communicate this material. The Material may contain 2. Discuss issues related to technology and work works that are subject to copyright protection under RA 3. Describe an e-organization and its im pact on 8293. Any reproduction and/or communication of the individual and group behavior material by you may be subject to copyright infringement and the copyright owners have the right to 4. Cite som e options for work design and take legal action against such infringement. schedule Do not remove this notice. 3 4 Work Design Three Approaches to Work Design aims to create jobs and work groups that generate high levels of 1. Engineering Approach - focuses on efficiency and simplification, employee fulfillment and productivity. and results in traditional job and work-group designs 2. Work design anchored on motivational theories - attempts to enrich the work experience 3. Work design which derives from sociotechnical systems methods, and seeks to optimize both the social and the technical aspects of work systems - has led to a popular form of work design called “self-managed teams,” which are composed of multi-skilled members performing interrelated tasks 5 6 1  12/4/24 Technology 3 Key Elements is how an organization transfers inputs into outputs. 1. Distinctive competencies define what the organization does better than its competition. E.g. better store location, higher Issues Related to Technology and Work quality products, superior technical support Continuous Improvement Processes 2. Core processes are processes that transform materials, capital, The pressures from an unrelenting search for process information and labor into products and services that customers improvements can create anxiety and stress in some employees. value. When the organization is viewed as a series of process, from strategic planning to after-sales customer support, Process Reengineering management determines to what degree each adds value Re-thinking and re-designing the processes by which the organization creates value, ridding itself of operations that have 3. Horizontal processes means using cross-functional and self- become antiquated. managed teams. It means cutting out levels of middle management. 7 8 Implication to Employees OB in an E-WORLD Employees who keep their jobs after process reengineering have found that they aren’t the same jobs. The new jobs typically Definitions: require a wider range of skills, including more interaction with E-commerce refers to the sales side electronic business customers and suppliers, greater challenges, increased responsibilities and higher pay. E-business is the full breadth activities included in a successful Internet-based enterprise. E-organization (e-org) refers to application of e-business concepts to all organization. 9 10 Three Underlying Components Selected Implications for Individual Behavior 1. The Internet is a worldwide network of interconnected computers. Motivation Employees in e-orgs are more susceptible to distractions that 2. Intranets are an organization’s private internet. can undermine their work effort and reduce their productivity. Cyberloafing refers to the act of employees using their 3. Extranet are extended intranets accessible only to selected organization’s internet access during formal work hours to surf employees and authorized outsiders non-job-related Web sites and to send and read personal e-mail. Ethics Electronic surveillance of employees by employers is an issue that pits an organization’s desire to control versus an employee’s right to privacy. 11 12 2  12/4/24 Selected Implications for Group Behavior Selected Implications for Group Behavior Decision Making Communication E-orgs are typically team-based communities so group decision Employees can communicate instantly anytime, with anyone, making models will offer greater relevance than individual anywhere decision making models These open communication system breakdown historical status The rational models of decision making will be replaced by hierarchies action models The downside of this open communication network is communication overload. These frequent incoming communication interruptions cost employees valuable time, erode their ability to concentrate and can negatively affect their work productivity. 13 14 Selected Implications for Group Behavior Selected Implications for Group Behavior Politics and Networking Will E-orgs Redefine Interpersonal Relationships? Internet chat rooms and message boards open up opportunities Internet has different effects on extroverts and introverts. to meet and talk with people who can help employees be more Extroverts are using internet to widen their social network. When effective in their jobs and in their careers. introverts use the internet, it undermines their offline social interaction. 15 16 Work Redesign Options Work Redesign Options Job Rotation or Cross Training Job Rotation or Cross Training Advantages: Disadvantages: It reduces boredom and increases motivation by diversifying the Training costs are increased and productivity is reduced by employees activities. It also has indirect benefits for the moving a worker into a new position organization because employees with a wider range of skills give just when his/her efficiency at the prior job was creating management more flexibility in scheduling work, adapting to organizational economies. Members of the work group have to changes and filling vacancies. adjust to the new employee and supervisors may have to spend more time answering questions and monitoring the work or recently rotated employees. 17 18 3  12/4/24 Work Redesign Options Work Redesign Options Job Enlargement Job Enrichment Increasing the number and variety of tasks that an individual It refers to the vertical expansion of jobs. performs An enriched job organizes tasks so as to allow the worker to do a It addresses the lack of diversity in overspecialized jobs but does complete activity, increases employee’s freedom and little to instill challenge or meaningfulness to a worker’s activities independence, increases responsibility and provides feedback, so an individual will be able to assess and correct his/her own performance. 19 20 Work Schedule Options Work Schedule Options Flextime or flexible work hours Job Sharing It allows employees some discretion over when they arrive at or It allows two or more individuals to split a traditional 40-hour-a- leave work week job. E.g. one person might perform the job from 8am-12nn while another performs the same job from 1pm-5pm It tends to reduce absenteeism and frequently improves worker productivity It opens up the opportunity to acquire skilled workers e.g. retirees and mothers with young children who might not be available on a Its major drawback is that it is not applicable to every job. full-time basis The major drawback from management’s perspective is finding compatible pairs of employees who can successfully coordinate the intricacies of one job. 21 22 Work Schedule Options References: Telecommuting Newstrom, John W. (2011). Organizational Behavior: Human Behavior at Work. 13th ed/International Edition. The It refers to employees who do their work at home at least two days McGraw-Hill Companies, Inc. a week on a computer that is linked to their office Rice University. (2019). Organizational Behavior. OpenStax. Accessible through It offers employees considerable flexibility https://openstax.org/details/books/organizational-behavior Robbins, Stephen P and Judge, Timothy A. (2013). Main drawback for employee’s with high social needs is that it can Organizational Behavior 15th ed. Pearson. increase the feeling of isolation and reduce job satisfaction. 23 24 4  12/4/24 MGT 131 Work Design and Technology Reginald B. Vargas Instructor, DAME, CEM University of the Philippines Los Baños 25 5