Designing Work Systems. How Jobs Interface with Others Types of Task Interdependence –Pooled...
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![Page 1: Designing Work Systems. How Jobs Interface with Others Types of Task Interdependence –Pooled Individual employees work independently of each other in.](https://reader035.fdocuments.us/reader035/viewer/2022081512/5a4d1aee7f8b9ab05997cbba/html5/thumbnails/1.jpg)
Designing Work Systems
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How Jobs Interface with Others
Types of Task Interdependence– Pooled
Individual employees work independently of each other in performing tasks but utilize coordination of their activities.
– SequentialThe work in process flows from one individual to another, where
one individual depends on the timely completion of quality work for another coworker.
– ReciprocalWorkflow is not linear as in sequential interdependence but
systematic. Work flow responds situation and employees have shared responsibilities for the work.
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Teams and HR Practices
• Teams vs. Work Groups– Level of interdependence to create work product– Common goals and mutual accountability– Leadership and direction setting
• Self-Managed Teams– Members collaborate on an entire product or service– Responsible for setting schedules, changing work processes,
evaluating output, and hiring new employees
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Elements of Structure
• Work specialization – division of labor • Formalization – degree to which jobs are defined• Departmentalization – how jobs are divided
– Functional, Product, Geographic, by Customer
• Span of control – number of subordinates• Centralization – where decision-making is located
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Flat Structure
Small organizations have simple Small organizations have simple structure:structure:
The entrepreneur and everyone else.The entrepreneur and everyone else.
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Bureaucracy
Examples: function, product, geography
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Matrix
Product #1 Product #2 Product #3
Engineering
Manufacturing
Customer Support
• People report to multiple bosses.• More flexibility and knowledge sharing.• More difficult to manage.
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Structure and HR Practices • Bureaucracy
– Departmentalized by product, function, geography, etc.– Formalized HR– Standardized tasks and specific job descriptions– Hierarchical career paths
• Flat structure– Very little hierarchy– Informal HR with centralized authority– Broadly defined jobs -- Focus on teamwork
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Structure and HR Practices
• Boundaryless organization– Little formal hierarchy– Flexible and re-configurable according to business need– Emphasis on selection
• Matrix Structure– Combines product and functional specialization– Multiple bosses – Training in people skills– Organizational level rewards
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Organizational Design at Pratt & Whitney
• Pratt & Whitney– Large commercial, military, and industrial gas turbine
engines and rockets.
• PW 4084 Boeing 777– 60,000 parts– Up to 100,000 lbs of thrust– Temperatures: Metal 2000°F Gas 3000 °F– Stays on wing 3-5 years before maintenance action– 25 year lifespan– $10 million
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Before: Functional OrganizationPresident
Commercial Programs
Manufacturing Military Programs
Customer Support
Engineering
Design Development Materials AnalyticalOperability
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Before: Functional Organization
Engineering Manufacturing
Customer Support
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After: Matrix Organization
V.P. Technical
V.P. Programs
Mid ThrustHigh ThrustCompressors Turbines
CombustorsControlsManufacturingCustomer
SupportDesign
Cross-functional teams with between technical and programs with integrated manufacturing and customer support.
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After: Matrix Organization
Pros• Cross-functional teams• Program focused• Design integrated with
manufacturing
Cons• Engineering split between
program management and technical
• Loss of discipline capability and identity
• Employee discomfort• Difficult to deploy best
practices