Designing Work Systems. How Jobs Interface with Others Types of Task Interdependence –Pooled...

Designing Work Systems

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.

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

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

Flat Structure

Small organizations have simple Small organizations have simple structure:structure:

The entrepreneur and everyone else.The entrepreneur and everyone else.

Bureaucracy

Examples: function, product, geography

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.

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

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

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

Before: Functional OrganizationPresident

Commercial Programs

Manufacturing Military Programs

Customer Support

Engineering

Design Development Materials AnalyticalOperability

Before: Functional Organization

Engineering Manufacturing

Customer Support

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.

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