WORK DESIGN

& TECHNOLOGY
EISSA MAY VILLANUEVA, MAED STUDENT
DR. JACKIE PATARATA
HUMAN BEHAVIOR IN ORGANIZATION,
OBJECTIVE:

• WORK DESIGN
• ORGANIZATIONAL STRUCTURE
• ORGANIZATION DESIGNS
 WORK DESIGN
• ARRANGEMENT OF THE WORKPLACE THAT HAS THE OBJECTIVE
OF OVERCOMING EMPLOYEE ALIENATION AND JOB
DISSATISFACTION THAT COMES ABOUT FROM MECHANICAL AND
REPETITIVE TASK IN THE WORKPLACE
• PROCESS OF DEFINING AND STRUCTURING JOBS
• SPECIFIES THE CONTENT AND METHOD OF DOING JOB
 WORK SPACE DESIGN

•SIZE
•ARRANGEMENT
•PRIVACY
•FENG SHUI
 METHODS OF WORK DESIGN
• JOB SPECIALIZATION
THE TERM SPECIALIZATION REFERS TO WORK THAT CONCENTRATES ON SOME ASPECT OF A PRODUCT
OR SERVICE. JOBS THAT HAVE A NARROW SCOPE: ASSEMBLY LINES, MEDICAL SPECIALTIES, MBA
COURSES. SPECIALIZATION JOBS TEND TO YIELD HIGH PRODUCTIVITY, LOW UNIT COSTS AND LEAD TO
HIGH STANDARD OF LIVING-IN MOST OF THE INDUSTRIAL NATIONS.
• JOB SPECIFICATION
A STATEMENT OF EMPLOYEE CHARACTERISTICS AND QUALIFICATIONS REQUIRED FOR SATISFACTORY
PERFORMANCE OF DEFINED DUTIES AND TASKS COMPRISING A SPECIFIC JOB OR FUNCTION. JOB
SPECIFICATION IS DERIVED FROM JOB ANALYSIS.
• JOB ROTATION (OR WHAT MANY CALL CROSS-TRAINING)
THE PERIODIC SHIFTING OF A WORKER FROM ONE TASK TO ANOTHER. THE STRENGTHS OF JOB ROTATION ARE
THAT IT REDUCES BOREDOM AND INCREASES MOTIVATION THROUGH DIVERSIFYING EMPLOYEE’S ACTIVITIES,
THOUGH IT MAY NOT WORK IN EVERY SITUATION.
• JOB ENLARGEMENT
THE HORIZONTAL EXPANSIONS OF JOBS. JOB ENLARGEMENT ATTACKS THE LACK OF DIVERSITY IN
OVERSPECIALIZED JOBS, BUT DOES LITTLE TO INSTILL CHALLENGE OR MEANINGFULNESS TO A WORKER’S
ACTIVITIES.
• JOB ENRICHMENT
THE VERTICAL EXPANSION OF JOBS. IT INCREASES THE DEGREE TO WHICH EMPLOYEES CONTROL THE
PLANNING, EXECUTION AND EVALUATION OF HIS/HER WORK. AN ENRICHED JOB ORGANIZES TASKS SO AS
TO ALLOW THE WORKER TO DO A COMPLETE ACTIVITY, INCREASES THE EMPLOYEE’S FREEDOM AND
INDEPENDENCE, INCREASES RESPONSIBILITY, AND PROVIDES FEEDBACK.
• AUTONOMOUS TEAM
AUTONOMOUS TEAMS MUST FIRST UNDERSTAND, COMMIT TO, AND LEARN SKILLS AND METHODS TO
SUPPORT PURPOSE. THE PURPOSE MUST BE A CONVEYANCE FOR HOW TEAMS BASE THEIR DECISIONS IN
THEIR DAILY ACTIVITIES; THIS IS THE REASON FOR IT TO BE CONCISE AND SIMPLE. TEAM NEEDS TO HAVE A
SANCTIONED ACKNOWLEDGEMENT OF THEIR PROCESS RESPONSIBILITIES WITHIN THE OVERALL BUSINESS.
THIS IS CLEAR FOR DEPARTMENTS WITHIN THE ORGANIZATION AND IT MUST BE CLEAR FOR AUTONOMOUS
TEAMS. TO UNDERSTAND WHAT THEY OWN, THERE MUST BE A STARTING PROCESS STEP AND AN ENDING
PROCESS STEP; THIS IS HOW THE SCOPE IS DETERMINED. IT MUST ALSO BE UNDERSTOOD THERE MUST BE
TEAM PROCESSES TO ENABLE CONNECTION AND COLLABORATION THROUGHOUT THE COMPLETE SYSTEM.
THE TEAMS ARE DEFINED BY THEIR SCOPE BUT THEY CONNECT AND COLLABORATE THROUGH AN INTERNAL
SUPPLIER AND INTERNAL CUSTOMER PROGRAM.
 • CONTINUOUS IMPROVEMENT PROCESSES
• PROCESS REENGENEERING
• MASS PRODUCTION
WORK DESIGN &
TECHNOLOGY • MASS CUSTOMIZATION
TECHNOLOGY IN THE WORKPLACE AFFECTS
EMPLOYEE BEHAVIOR IN A VARIETY OF
WAYS
 OB IN AN E-WORLD

• E-COMMERCE
• THE SALES SIDE OF ELECTRONIC BUSINESS

• E-BUSINESS
• THE FULL BREADTH OF ACTIVITIES INCLUDED IN SUCCESSFUL INTERNET-BASED ENTERPRISE

• E-ORGANIZATION
• APPLICATION OF E-BUSINESS CONCEPTS TO ALL ORGANIZATIONS
 ORGANIZATIONAL STRUCTURE

• HOW JOB TASKS ARE FORMALLY DIVIDED, GROUPED AND COORDINATED