组织行为学精要第7版chap144673.pdf

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1、Chapter 14 Technology and Work Design 171 CHAPTER 14-TECHNOLOGY AND WORK DESIGN CHAPTER OBJECTIVES After reading this chapter,students should be able to:1.Explain the three key elements in process reengineering.2.Contrast mass production and mass customization.3.Identify the challenges to motivating

2、 employees in e-organizations.4.Explain how e-organizations are rewriting the rules of communication.5.Describe the job characteristics model.6.Contrast the social information-processing model with the job characteristics model.7.Describe how a job can be enriched.8.Compare the advantages and disadv

3、antages of flextime.9.Describe why telecommuting has grown in popularity.LECTURE OUTLINE I.TECHNOLOGY IN THE WORKPLACE A.Introduction 1.Technology was how an organization transfers its inputs into outputs.a)The term has become widely used to describe machinery and equipment that use sophisticated el

4、ectronics and computers to produce those outputs.2.The common themethey substitute machinery for human labor in transforming inputs into outputshas been going on since the Industrial Revolution in the mid-1800s.3.No coverage of the behavior of people at work is complete without discussing how recent

5、 advances in technology are changing the workplace and affecting the work lives of employees.4.Three specific issues a)Continuous improvement processes b)Process reengineering c)Mass customization B.Continuous Improvement Processes 1.Quality management is seeking the constant attainment of customer

6、satisfaction through the continuous improvement of all organizational processes.2.Use 99.9 percent error-free performance examples a)The U.S.Post Office would lose 2,000 pieces of mail an hour.b)U.S.doctors would perform 500 incorrect surgical procedures each week.c)There would be two plane crashes

7、a day at OHare Airport in Chicago 3.Quality management programs seek to achieve continuous process improvements so that variability is constantly reduced increasing the uniformity of the product or service.a)This results in lower costs and higher quality.4.How will employees be affected?a)They will

8、no longer be able to rest on their previous accomplishments and successes.b)Increased stress from a work climate that no longer accepts complacency with the status quo.c)A race with no finish line can never be won.This situation creates constant tension.d)The pressures from an unrelenting search for

9、 process improvements can create anxiety and stress in some employees.e)The most significant implication for employees is that management will look to them as the prime source for improvement ideas.f)Employee involvement programs are part of continuous improvement.Part IV The Organization System 172

10、 C.Process Reengineering 1.How you would do things if you could start all over?a)It comes from the process of taking apart an electronics product and designing a better version.b)Michael Hammer applied the term to organizations.c)As applied to organizations,process reengineering means that managemen

11、t should start with a clean sheet of paper in rethinking and redesigning those processes by which the organization creates value and does work,ridding itself of operations that have become antiquated.2.Three key elements a)An organizations distinctive competencies define what it is that the organiza

12、tion does better than its competition.(1)The importance of identifying distinctive competencies is that they guide decisions regarding what activities are crucial to the organizations success.b)Assess the core processes that clearly add value to the organizations distinctive competencies.(1)These ar

13、e the processes that transform materials,capital,information,and labor into products and services that the customer values.(2)Process value analysis typically uncovers a whole lot of activities that add little or nothing of value and whose only justification is“weve always done it this way.”c)Reorga

14、nize around horizontal processes.(1)Use cross-functional and self-managed teams.(2)Focus on processes rather than functions.3.One of the goals of reengineering is to minimize the necessary amount of management.4.Implications for Employees a)Staff support jobs,especially middle managers,have been par

15、ticularly vulnerable to lost jobs due to process reengineering efforts.b)Employees have their jobs changed after process reengineering.(1)Require a wider range of skills.(2)Include more interaction with customers and suppliers.(3)Great challenge.(4)Increased responsibilities.(5)Higher pay.c)The thre

16、e-to five-year period it takes to implement reengineering is usually tough on employees.D.Mass Customization 1.New technologies such as computer-aided design and manufacturing(CAD/CAM)are undermining the economies of mass production.2.Mass customization encompasses production processes that are flex

17、ible enough to create products and services that are individually tailored to individual customers.3.The future of production manufacturing is one of mass customization.4.Mass customization offers advantages to both customers and manufacturers.a)Customers dont have to compromise;they can have the pr

18、oducts they want.b)Manufacturers may create more satisfied customers while,at the same time,increasing production efficiency.c)Mass customization results in little or no work-in-progress or finished-goods inventories and no obsolete products.Chapter 14 Technology and Work Design 173 5.The downside o

19、f mass customization is that it creates increased coordination demands on management.II.ORGANIZATIONAL BEHAVIOR(OB)IN AN E-WORLD A.Whats an E-Organization?1.E-commerce refers to the sales side of electronic business.2.E-business is the full breadth of activities included in a successful Internet-bas

20、ed enterprise;including developing strategies,improving communication between all parties;collaborating with partners to electronically coordinate design and production.3.E-commerce is really a subset of e-business.4.E-organization(e-org)refers to applications of e-business concepts to all organizat

21、ions.5.Three underlying componentsthe Internet,intranets,and extranets.a)The internet is a worldwide network of interconnected computers b)Intranets are an organizations private Internet.c)Extranets are extended intranets,accessible only to selected employees and authorized outsiders.d)See Exhibit 1

22、4-1 for a model of an e-org defined by the degree to which it uses global and private network linkages.B.Selected Implications for Individual Behavior 1.Motivation a)There are unique challenges to motivating employees in e-organizations(1)Employees are more susceptible to distractions that can under

23、mine work effort and reduce productivity.(a)The Internet,and surfing,can prove to be very distracting.(b)Many employers are also installing Web-monitoring software,although there is evidence that such efforts can undermine trust and affect morale.(2)E-org employees are often very marketable,and as a

24、 result,have different compensation expectations than do their peers in more traditional organizations.(a)Many e-orgs have implemented an extensive list of attractive incentives and benefits rarely seen by nonmanagerial employees in typical organizationssigning bonuses,stock options,cares,free healt

25、h-club memberships,full-time onsite concierges,cell phone bill subsidies.(b)Incentives have a downsidenegative affect on those not getting them;increasing problem created by stock options.2.Ethics a)Electronic surveillance of employees by employers is an issue that pits an organizations desire for c

26、ontrol against an employees right to privacy.b)A recent survey by the American Management Association found that more than 50 percent of employers monitored their employees phone calls,computer files,or e-mail messages.c)The surveillance dilemma is exacerbated by the blurring of workplace parameters

27、,however,what about employees doing job-related work at home rather than at the office?C.Selected Implications for Group Behavior 1.Decision Making a)There are two projections about modifications between decision making in the traditional approach versus the e-org requirements(1)Individual decision

28、making models are likely to become increasingly obsolete as e-organizations are typically team-based communities.Part IV The Organization System 174(2)The thoughtful,rational models of decision makingwhich dominate the manager literaturewill be replaced by action models.b)E-orgs make decisions with

29、often very limited information and dont fear making mistakes.c)Routine decision programs are essentially useless because few of the decisions that need to be made have been encountered before.2.Communications a)E-orgs are rewriting the rules of communication.b)E-orgs encourage individuals to communi

30、cate directly without going through channels.c)These open communication systems break down historical status hierarchies.d)They also redefine how activities such as meetings,negotiations,supervision,and“water cooler”talk are conducted.e)The downside of this open communication network is communicatio

31、n overload.3.Leadership a)Business executives whove worked in both traditional and e-organizations think there is a difference in leadership requirements.b)Three differences:(1)The speed at which they have to make decisions.(a)Managers in all organizations never have all the data they want when maki

32、ng decisions,but the problem is much worse in e-orgs.(b)Leaders in e-orgs see themselves as sprinters and their contemporaries in offline businesses as long-distance runners.(2)The importance of maintaining flexibility.(3)The need to create a vision of the future.4.Politics and Networking a)Prelimin

33、ary indicators suggest that effective politicking and networking are different in e-orgs than in the traditional offline organization.b)E-politicians are likely to rely much more on cyber-schmoozing via the electronic grapevine,rather than face-to-face activities of more traditional politicians.D.Wi

34、ll E-Orgs Redefine Interpersonal Relationships?1.Electronic technology has redefined workplace possibilities.2.Substantive evidence indicates that people generally are spending more time online today than just a few years ago.3.Its far too early in the development of the digital age to conclude that

35、 the Internet will undermine a sense of social community,but it clearly creates new ways to interact with colleagues.III.WORK DESIGN A.Introduction 1.The way that tasks are combined to create individual jobs has a direct influence on employee performance and satisfaction.2.In this section task chara

36、cteristics theories and work redesign are examined.B.Task Characteristics Theories 1.Two facts:Jobs are different;some are more interesting and challenging than others.2.The two most important theories are the job characteristics model,and the social information-processing model.3.The Job Characteri

37、stics Model Chapter 14 Technology and Work Design 175 a)The dominant framework for defining task characteristics and understanding their relationship to employee motivation,performance,and satisfaction is Hackman and Oldhams JCM model.b)In the JCM any job can be described in terms of five core job d

38、imensions.(1)Skill varietyThe degree to which the job requires a variety of different activities so the worker can use a number of different skills and talents.(2)Task identityThe degree to which the job requires completion of a whole and identifiable piece of work.(3)Task significanceThe degree to

39、which the job has a substantial impact on the lives or work of other people.(4)AutonomyThe degree to which the job provides substantial freedom,indepen-dence,and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.(5)FeedbackThe degree

40、to which carrying out the work activities required by the job results in the individuals obtaining direct and clear information about the effectiveness of his or her performance.c)Exhibit 14-2 shows examples of job activities that rate high and low for each characteristic.d)Exhibit 14-3 presents the

41、 model.(1)The first three dimensionsskill variety,task identity,and task significancecombine to create meaningful work.(2)Jobs that possess autonomy give the job incumbent a feeling of personal responsibility for the results and that,if a job provides feedback,the employee will know how effectively

42、he or she is performing.(3)From a motivational standpoint,the model says that internal rewards are obtained by an individual when she learns(knowledge of results)that she personally(experienced responsibility)has performed well on a task that she cares about(experienced meaningfulness).e)The more th

43、at these three psychological states are present,the greater the employees motivation,performance,and satisfaction and the lower his or her absenteeism and likelihood of leaving the organization will be.f)Individuals with a high growth need are more likely to experience the psychological states when

44、their jobs are enriched than are their counterparts with a low growth need.g)The job characteristics model has been well researched and the evidence supports the general framework of the theory.(1)There is still considerable debate around the five specific core dimensions in the JCM and the validity

45、 of growth need strength as a moderating variable.h)Probable conclusions(1)People who work on jobs with high-core job dimensions are generally more motivated,satisfied,and productive than are those who do not.(2)Job dimensions operate through the psychological states in influencing personal and work

46、 outcome variables rather than influencing the outcomes directly.4.Social Information-Processing Model a)People respond to their jobs as they perceive them rather than to the objective jobs themselves.b)The SIP model argues that employees adopt attitudes and behaviors in response to the social cues

47、provided by others with whom they have contact.(1)These others can be co-workers,supervisors,friends,family members,or customers.c)A number of studies generally confirm the validity of the SIP model.Part IV The Organization System 176(1)It has been shown that employee motivation and satisfaction can

48、 be manipulated by such subtle actions as a co-worker or boss commenting on the existence or absence of job features like difficulty,challenge,and autonomy.C.Work Redesign 1.Job Rotation a)If employees suffer from overroutinization of their work,one alternative is to use job rotation(or what many no

49、w call cross-training).b)The strengths of job rotation are that it reduces boredom and increases motivation through diversifying the employees activities.c)It can also have indirect benefits for the organization since employees with a wider range of skills give management more flexibility in schedul

50、ing work,adapting to changes,and filling vacancies.d)Drawbacks(1)Training costs increase.(2)Productivity is reduced.(3)It creates disruptionsmembers of the work group have to adjust to the new employee.(4)It can demotivate intelligent and ambitious trainees who seek specific responsibilities in thei