Managing Work Flows and

Conducting Job Analysis

 Learning Objectives
Describe bureaucratic, flat, and boundaryless Apply flexible work designs to situations in
organizational structures and the business which employees have conflicts between work
and family, or employers face fluctuating
environments in which each is most demand for their products.
appropriate.

List the factors influencing worker Develop policies and procedures to

motivation that are under managers’ protect human resource information
control. system data so that employees’ privacy
rights are maintained.

Conduct a job analysis and prepare job descriptions and specifications.

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 1.
WORK: THE ORGANIZATIONAL
PERSPECTIVE

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 Work: The Organizational Perspective

Work Flow Organizational Structure

The way work is

The formal or informal
organized to meet the
relationships between
organization’s production
people in an organization
or service goals

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Work: The Organizational Perspective

Strategy

Defender Strategy

Prospector Strategy

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Work: The Organizational Perspective

Designing the Organization

Bureaucratic Organization

Flat Organization

Boundaryless Organization
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Bureaucratic Organizations
Bureaucratic
• top-down management approach
• Many levels of management
• Hierarchical career paths within one
function
• Higly specialized jobs
• Narrowly specified job descriptions
• Rigid boundaries between jobs and units
• Employees or individuals working
independently

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 Flat Organizations
Flat
• Decentralized management approach
• Few levels of management
• Horizontal career paths that cross
functions
• Broadly defined jobs
• General job descriptions
• Flexible boundaries between jobs
• Emphasis on teams and units
• Strong focus on the customer

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 Boundaryless Organizations
Boundaryless
• Joint ventures with customers, suppliers, and competitors
• Emphasis on teams whose members may cross organizational boundaries
• Shares many characteristics of flat organizational structure

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 Boundaryless Organizations are used when:

• collaborate with customers or suppliers to

provide better-quality products or services,
• are entering foreign markets that have entry
barriers to foreign competitors, or
• need to manage the risk of developing an
expensive new technology

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 Work-Flow Analysis: Examines how:
Work creates or adds value to Work moves from the
the ongoing process in a customer through the
business organization and then as a
product or service

Some steps or jobs can be Alignment between

eliminated, combined, or employees’ work and
simplified customer needs is arranged

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Business Process Reengineering (BPR)

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 2.
WORK: THE GROUP PERSPECTIVE

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 Work: The Group Perspective

Teams ▧ Small number of people

▧ Five or six considered optimal
number
▧ Complementary skills
▧ Vital in flat organizations
▧ Boundaryless organizations

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1. Self-Managed Team
2. Problem-Solving Teams Types
3. Special-Purpose Teams (task of
force)
Teams
4. Virtual Teams

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1. Self-Managed Team (SMTs) Types
- members usually cross-trained of
- are responsible for producing an Teams
entire product, a component, or an
ongoing service.

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 Areas of skills for Self-managed teams:

Technical skills - team members must be cross-trained in new

technical skills so that they can rotate among jobs as
necessary.
Administrative skills - teams do much of the work done by
supervisors in organizations that don’t have teams.
Interpersonal skills Team members need good
communication skills to form an effective team.

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 Types
2. Problem-Solving Teams
- volunteer members; temporary
of
Teams

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3. Special-Purpose Teams (task Types
force) of
- Complex issues
Teams

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 Types
4. Virtual Teams
- Geographically dispersed
of
Teams

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 3.
WORK: THE INDIVIDUAL
PERSPECTIVE

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 Work: The Individual Perspective

Motivation

Motivation can be defined as that which energizes, directs,

and sustains human behavior. In HRM, the term refers to a
person’s desire to do the best possible job or to exert the
maximum effort to perform assigned tasks. An important
feature of motivation is that it is behavior directed toward a
goal.

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 Work: The Group Perspective

Motivation ▧ Two-Factor Theory

▧ Work Adjustment Theory
▧ Goal-Setting Theory
▧ Job Characteristics Theory

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Job Characteristics Theory

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JOB DESIGN

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 “
Job design is the process of organizing
work into the tasks required to perform
a specific job.

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 Five Approaches to Job Design

Work Job
Job Rotation
Simplification Enlargement

Team-Based
Job Enrichment
Design

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 “
Job analysis The systematic process of
collecting information used to make decisions
about jobs. Job analysis identifies the task,
duties, and responsibilities of a job.

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Sample Task by KSA Matrix

Bring the attention of your audience over a key

concept using icons or illustrations

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 Guidelines for Conducting a Job Analysis

1. Determine the desired applications of the job analysis

2. Select the jobs to be analyzed
3. Gather the job Information
4. Verify the accuracy of the job information
5. Document the job analysis by writing a job
description

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 “
Job description is a summary statement of the
information collected in the job-analysis process. It is a
written document that identifies, defines, and describes
a job in terms of its duties, responsibilities, working
conditions, and specifications.

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 Types of Job Descriptions

A SPECIFIC JOB DESCRIPTION

is a detailed summary of a job’s GENERAL JOB DESCRIPTION,
tasks, duties, and responsibilities. which is fairly new on the scene,
This type of job description is is associated with workflow
associated with work-flow strategies that emphasize
strategies that emphasize efficiency, innovation, flexibility, and loose
control, and detailed work planning work planning.

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Job Description

Bring the attention of your audience over a key

concept using icons or illustrations

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Emerging Trends: Flexible
Workforce

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Emerging Trends: Flexible Schedules

Contingent Workers
Temporary employees
Part-time employees
Outsourcing/subcontracting
Contract workers
College Interns

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Emerging Trends: Flexible Schedules

Flexible Work Schedules

FLEXIBLE WORK HOURS
COMPRESSED WORKWEEKS
TELECOMMUTING

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The Human Resource
Information System

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 “
Human resource information systems (HRIS) are systems
used to collect, record, store, analyze, and retrieve data
concerning an organization’s human resources..

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HRIS Applications

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 HRIS Security and Privacy: Companies should

▧ Limit access to the HRIS by controlling access to the

computer and its data files and locking the areas where they
are stored and encrypting the data.
▧ Permit limited access to different portions of the database
with the use of passwords and special codes.
▧ Grant permission to access employee information only on a
need-to-know basis.

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 HRIS Security and Privacy: Companies should

▧ Develop policies and guidelines that govern the utilization

of employee information and notify employees how this
policy works.
▧ Allow employees to verify and correct their personal
records.

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 Activity One

Your household is set to need these employees:

▧ Lady Butler
▧ Gardener
▧ Security Man

Create a job analysis and job description of each

required “to-hire” employee.

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GROUP 1:
BARTENDER
CASHIER

GROUP 2:
SALES EXECUTIVE
SHIFT SUPERVISOR

GROUP 3:
CUSTOMER SERVICE REP
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