Written assignment unit 7
* How are the principles of goal setting applied in this case?
They wanted to apply working harder and working smarter.
Working harder wasn’t a good idea because it is one of the cause of stress, and also it is impossible to get good results working under stress because many problems come with that, an I know how that looks like.
At work when for some months we are not very busy and the orders decrease, My boss wants us to complete the job working in groups of three people but after these months of low production, the orders star coming and three people are not enough to complete the job, we need more people come to help us but the boss says; all of you have to work harder, we are not going to hire more people, so please do your best. This is very hard because we end the day very tired, without energy and afraid to come next day
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* How are the principles of job enrichment applied in this case?
“Job enrichment is a management concept that involves redesigning jobs so that they are more challenging to the employee and have less repetitive work.” (Wood, (n.d))
So they used four different levels to examine their departments’ alignment. These four levels are: Re-engineering, restructuring, work redesign, job redesign,
* Re-engineering: Is the process of starting over and reinventing the business and systems of an organization.
* Restructuring: Construct or form anew or provide with a new and completely organizational structure.
* Work redesign: Is about changing what we already have to produce and get better results.
* Job Redesign: This is more serious because the tasks are changed through addition, modification and deletion. (Layman, 2011).
* What were the outcomes of job enrichment in the HIS
An aspirational goal for any department is for all members to hold and support the same values at all times. However, that is almost impossible due to the diversity of its members. Members have different backgrounds, different experiences,
What job re-design opportunities are available to foster a healthier and more productive workplace? In order to answer this question we adopt job and work design theory that will analyze her role and provide tangible solutions. The following three ¡®Job Design Approaches¡¯ will be explored: 1) Job rotation 2) Job enrichment 3) Teamworking.
Successful reorganization is about more than getting proposals through Congress. The implementation stage is equally challenging—and the transition team needs to think about that phase as proposals are being
Some of the things that companies could do to improve job satisfaction for example, would be to identify when an employee is bored on the job, address it, obtain feedback from the employee for ideas to make their job more interesting and challenging. This would allow a leader to assist this individual in designing different ways to perform duties or depending on individual’s future career goals and performance level, may need more responsibility or promotion in order for the employee to maintain job satisfaction and retention with t...
#Change your language about work. If you rise each day with a “have to” mindset, challenge yourself to modify the way you think or speak about work. Instead, develop a “get to” point-of-view. When you catch yourself using “have to” language, revise it right away. (-- removed HTML --) https://michaelhyatt.com/how-a-shift-in-your-vocabulary-can-instantly-change-your-attitude/ (-- removed HTML
The pressure can come from the need to make minimum wage money or a parent deciding on what their kids need to fulfill financially. When choosing something partaking interest in, they are content and adore what they do. Love for their work profession encourages a positive attitude and this is needed for productivity. When an employee loves what they do, they attain a constructive behavior. But, when productivity is sacrificed, it begins to suffer with negative employees who only work to make a piece of change. The only determination they pertain to is to increase their productivity in order to get more money, but in due time this makes them traumatic and hostile. Undesirable employees have no interest in the work, soon the satisfaction is hard for them to achieve, leading to insufficient motivation. The two major ways for employees to improve, productivity in their professional ranges is the choice of profession
According to Beer and Eisenstat (1990), an approach to change based on task alignment, which starts at the periphery and moves decidedly toward the executive board, is the most effective way to achieve long-lasting organizational change. It is not that change can never be originated at the top, but it is not the common thing and too risky as a strategy by default.
The two job designs are job enrichment and job enlargement. The difference between job enrichment and job enlargement is quality and quantity. Job enrichment means improvement, or an increase with the help of upgrading and development, whereas job enlargement means to add more duties, and an increased workload. By job enrichment, an employee finds satisfaction in respect to their position and personal growth potential, whereas job enlargement refers to having additional duties and responsibilities in a current
People while at work are often under psychological pressure. In the "risk group" fall supervisors and managers, people who work with clients, secretaries, salesmen, teachers and indeed, almost any job - the source of stress. According to a 2007 nationwide poll by the American Psychological Association, “three-quarters of Americans list work as a significant source of stress, with over half of those surveyed indicating that their work productivity suffered due to stress” (2013). Why the cause of stress is usually related to our performance at work? Because we spend a third of our life time at work and there are different surprises awaiting for us.
The job characteristics model originated with Hackman and Oldman (1975), who argues that job design can create work conditions that negatively or positively affect job satisfaction. According to the theoretical model, job satisfaction can be improved by enhancing five characteristics of jobs: task identity – completing a clear and identifiable piece of work; task significance ,the extent to which the job has an impact on the lives of others; skill variety the extent to which the job requires a variety of skills and abilities; autonomy, the extent to which the job provides freedom, independence and discretion; and feedback
People in the type A group tend to be more aggressive in pursuing their goals, noticeably impatient, and very time urgent. They always feel the need to double up their effort and speed to achieve their goals. On the other hand, is the type B personalities who are very cautious, patient, and good at working on long term goals even if the results looks bleak at the first instance. These two different traits react to stressful work demands differently. While Type As tend to be very good at meeting deadlines, they do not react well when they feel being slowed by other team members. In other words, generally they do not make good team players. The Type B might be a slower and takes so much times to achieve certain goals but he/she can fit very well with others and tends to make them better by the virtue of his/her patience. Using the person-job fit model, individuals with no patience for failure or people dragging them can be put in jobs with less or no human interface. Work related stress can be best handled by an individual with patience and decorum (p. 471). The Stress Management Framework used by most organizations aims the secondary intervention on the individual and how he/she reacts to the situation. Not all stressors or strains can be eliminated especially if the nature of the work demands it. Instead, employers redirect efforts to make the individual employees strong enough to deal with it
I currently work at a university in the DC metropolitan area. With 37,000 students, 25,000 jobs, and 13 different colleges and schools, the hybrid organizational structure is most conducive to the framework of this university. The current structure encompasses functional and divisional structural designs. According to Harris and Raviv (2002) in a functional organizational design, also known as a U-form (unitary), activities are grouped together by common function from the bottom to the top of the organization. In other words, individuals are grouped together on basis of their common expertise and experience. For example, I work in the Research Compliance Office for the university, as a Research Compliance Analyst for the Institutional Review Board. This office is responsible for reviewing and approving research studies that will be implemented at the university. The employees who work in the offi...
Robbins begins the chapter with a strong discussion on the needs for the Organisational Change as such nature of workforce, technology, economic shocks, competition, social trends and world politics. With the current world multicultural environment, technical innovation, economic crises, global competitions, structural adjustments as part of social trends and with the unhealthy politics practice and understanding, all requires an organisations to change and develop ultimately. However, the author explains that in order for the Organisational to survive and to achieve the goal the changes, planned change should be structured precisely including
Job enrichment aims at adding greater responsibility and autonomy to a job. For a management position this job design proves to be the perfect method because it guides managers on their very specific roles. It attempts to advance employee motivation by putting together specified parts of the work back in order for one person to produce an entire product or service (Gomes-Mejia, Balkin&Gardy, 2010,
A retrenchment strategy is most often followed by the reorganization process is called as corporate restructuring. Corporate restructuring involves realigning divisions of the company, reducing the amount of cash under the authority of senior executives and acquiring or divesting business units. Companies that restructure voluntarily ordinarily do not have to be concerned about hostile takeover bids or even eternally forced restructuring, a process that is more costly.