organizational behavior and human decision processes

 Process (continuous) – research is critical to develop new products To meet customer specs be flexible marketing critical, eg.  Organic best for two extremes  Job order/small batch – must develop product  Continuum from job order->mass production- >process what structures were best for each and why?  How did Woodward define the continuum of technology and organizational design, i.e.  Support staff – individuals who provide indirect support services, such as consultants or corporate attorneys  M iddle line – managers who transfer info between strategic apex and operating core, such as regional sales managers or chair of academic department  O perating core – trained employees doing basic work, such as teachers in schools and chefs/waiters in restaurants  T echnostructure – specialists who standardize activities, such as accountants, computer systems analysts  How job tasks are divided/grouped to control behavior and achieve goals. Sociotechnical theory (interaction between technical and social demand of job)Ĭhapter 14 Organization Structure  What impacts the structure of an organization? O Total quality management – combines job enrichment with Lawyer or are you satisficing?  What is the relationship between total quality management and sociotechnical theory?  -past behaviors – eg did you really want to be a  Job perception impacted by  -social environment – coworkers, supervisors, etc. O Social information processing model (Salancik and Pfeffer)  What impacts job perception in the social information processing model?

O Motivation Potential Score – motivating potential  Applies to teams as well o Job Diagnostic Survey to analyze five dimensions  Moderated by the growth need/self-actualization of employee Performance, satisfaction, low absenteeism and turnover  Responsibility – autonomy on the job  Knowledge of results – feedback  Above three can result in high motivation,  Meaningfulness – skill variety, task identity and significance O Job Characteristics Model (Hackman and Oldham)  What are the elements of the Job Characteristics Model? What moderates the results? How can you measure job characteristics and their motivating potential?  Work/family balance  Flextime  Job sharing  Telecommuting  Improve physical and emotional well-being of employees  Why is quality of work life and work life balance important? What are some approaches that support that balance?  Worker focused on “how” rather than “what”  Supports high performance work systems thatĮncourage employees to work in a self-motivated way through teamwork and rotating among jobs… supporting learning Of measurable, observable, behavioral competencies an employee must exhibit to perform well  What is competency-based job analysis? o Competency-based job analysis – describing a job in terms Increases job depth and accordingly fulfills growth and autonomy needs.  Practice of increasing discretion individual can use to select activities and outcomes.  Practice of increasing the number of tasks for which an individual is responsible.  Degree of influence or discretion that an individual possesses to choose how a job will be performed. The more tasks required, the greater the job range.  Number of tasks a person is expected to perform while doing a job. Performance  What’s difference between job range/horizontal job loading and job depth/vertical job loading? How do job enlargement and job enrichment relate to these two concepts?  What are the elements of job analysis? o Job analysis -> job design -> perceived job content -> job

Two individuals doing the same job may have the same or different perceptions of job content.

 Specific job activities and general job characteristics as perceived by individual performing the job. O Perceived job content – recall perception is reality? MGMT 4375-Organizational Behavior EXAM #3 REVIEW QUESTIONSĬhapter 13 Work Design  How do the motivational theories impact work design and how does this relate to “perceived” job content?

Organizational behavior and human decision processes