COMMODORE ARMANDO S.

RODRIGUEZ AFP (RET). LLB., MNSA,

Ph. D.
 Approaches to Job Design
 Work Simplification
 Advocated by Frederick Taylor
 Break jobs down into simple components (small tasks)
 Hire/Train people in necessary KSAs for components
 Lower skill levels needed
 Cheaper for the organization
 Can decrease potential for errors
 Have “expert” employees (specialists)
 Product produced by combining efforts
 Employees are replaceable “cogs” in the machine
Consequences of Work Simplification

Emotional Behavioral
Process Perception Feeling Response Response

Work Job Tardiness

Monotony Boredom
Simplification Dissatisfaction Absenteeism
Turnover
Stress
Job Change Strategies
 Job enlargement
 Increasing the number and variety of tasks

 Job enrichment
 Increasing the amount of control over planning
and performance of a job
 Increasing involvement in setting
organizational policy
MASLOW’S HIERARCHY OF NEEDS

ACTUALIZATION

ESTEEM

SOCIAL

SAFETY

PHYSICAL
Herzberg’s Two Factor Theory

Hygiene Factors Motivators

salary challenge
company policy autonomy
physical facilities advancement
administration recognition
working conditions
co-worker relations
 Job Characteristics Model
Critical
Core Job Psychological Personal and
Dimensions States Work Outcomes

Skill variety High internal work

Experienced meaningfulness Motivation
Task identity
of work
Task significance
High quality work
Experienced responsibility Performance
Autonomy
for work outcomes
High satisfaction
Knowledge of actual
With work
Feedback
results of activities
Low absenteeism
And turnover
Growth Need
Strength
 Results of Exercises
Moon Tent
Water Carrier
7 6.375 6.375
6.125 6.125
5.875
6

5 4.5 4.5

4
2.9 2.9 2.9 2.9 3.1
2.8 2.8
3

tion ti o
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bil i t
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n e ss ff ort o rk
c uc ln i E fW
ti sfa od g fu on
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Sa
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Summary
 There is no “one best way” to design jobs
 Simple Jobs
 advantages

 Can reduce potential for error

 Be cheaper to staff
 Increase efficiency
 disadvantages
 Result in decreased motivation
 Result in decreased satisfaction
 Result in decreased attendance/tenure
 Enriched Jobs
 Can enhance motivation and satisfaction

 May increase costs to organization

 more training
 more compensation
 Organizational Structure
 Why use organizations?
 Facilitate complex goal accomplishment
 Reduce individual risk

 Organizational Structure
 Form or Shape of Organization
 Helps coordinate system activity
 e.g., decision making, communication, etc.
 Organizational structure often based on people’s implicit
theories
 McGregor’s Management Theories

Theory X assumes people… Theory Y assumes people…

truly dislike work
must be coerced into working
prefer close supervision
avoid responsibility
have little ambition
value security the most
want to work
will exercise self-control
are motivated to achieve goals
are imaginative and creative
are boxed in by conventional jobs
Classical School of Management
Assumptions
1. Work is inherently distasteful to most people.
2. What workers do is less important than what they earn
for doing it.

Policies
1. Manager’s task is to supervise and control.
2. Break tasks down into simple, repetitive components.
(e.g. Taylor)
3. Establish detailed work routines and procedures.
 Classical Organizational Theory
 Organizational Components
 A system of differentiated activities
 People
 Authority
 Cooperation President

Marketing Production Finance Research &

Director Director Director Development

Assistant to Keyboard Monitor Assistant

Scientist Scientist Scientist Scientist
Director Manager Manager Director
 Structural Principles
Assistant
Director
Employee Employee Employee  Functional Principle
 Scalar Principle
Employee Employee Employee Employee  Line/Staff Principle
 Span of Control Principle
Employee Employee Employee
Applied Example
 Moon Tent Exercise
 Communication was “top-down”
 Decision making was “top-down”

GM

AGM

W W W W W W W
 Neoclassical Organizational Theory
 Critiqued principles of Classical theory
 Functional Principle
 Scalar Principle
 Line/Staff Principle
 Span of Control President

Marketing Production Finance Research &

Director Director Director Development

Assistant to Keyboard Monitor Assistant

Scientist Scientist Scientist Scientist
Director Manager Manager Director

Assistant
Employee Employee Employee
Director

Employee Employee Employee Employee

Employee Employee Employee

Human Relations School of
Management
Assumptions
1. People want to feel useful and important.
2. People desire to belong and be recognized as
individuals.

Policies
1. Manager’s task is to make workers feel useful and
important.
2. Keep workers informed and listen to their objections
to manager’s plans.
3. Allow workers to exercise some self-direction and
control in routine matters.
 Human Resources School of
Management
Assumptions
1. Work is not inherently distasteful. People want to contribute to meaningful
goals that they have helped establish.
2. Most people can exercise far more creative, responsible, self-direction
than their job currently allows.

Policies
1. Manager’s task is to coach and utilize untapped human resources.
2. Create an environment that allows workers to contribute to the limits of
their abilities.
3. Encourage full participation on important matters, continually broadening
worker self-direction and control.
Systems Theory

Inputs Transformation Outputs

Information Organization Products
Equipment Human Resources Goods
Facilities Services
Materials
Money
Technology

Customer Feedback