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Job Design & Organizational development: Creating Higher Performance By Click to edit Master subtitle style Sarathkrishna S organizations

Job Design

According to Michael Armstrong, "Job Design is the process of deciding on the contents of a job in terms of its duties and responsibilities, on the methods to be used in carrying out the job, in terms of techniques, systems and procedures, and on the relationships that should exist between the job holder and his superior, subordinates and 6/6/12

Case

Have a compelling product, an exciting vision, and a clear strategy for new business. Hired good people and forged relationships with critical suppliers and distributors. Launched a marketing campaign targeting high-value customers. But implementation goes badly Tale of a great strategy derailed by poor execution Specifically key jobs are structured to
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The Four Spans of Job Design

Action-oriented framework to design jobs for high performance. To understand what determines whether a job is designed

for high performance, each employee has to know the answer to four basic questions:

"What resources do I control to accomplish my tasks?"

6/6/12 "What measures will be used to

Four Spans of Job Design

Correspond to what is called as the four basic spans of a job: control, accountability, influence, and support. Can be adjusted so that it is narrow or wide or somewhere in between If the settings are right, job can be designed in which a talented individual can successfully execute company's strategy. But if the settings are wrong, it will be difficult for any employee to be 6/6/12 effective

Span of control

The span defines the range of resources-not only people but also assets and infrastructure for which a manager is given decision rights Executives must adjust the span of control for each key position and unit on the basis of how the company delivers value to customers Wal-Mart sets the span of control for store managers at the "narrow" end of the scale. By contrast, the span of control for managers at corporate headquarters who oversee merchandising and other core operations is set at"wide. The spans of control will be set very differently in companies that follow different strategies. Nestle, a food company that reformulates its products in 6/6/12 response to regional tastes , the span of control for

Span of Accountability

Span refers to the range of trade-offs affecting the measures used to evaluate a manager's achievements A person who is accountable for specific expenses in an operating budget can make few trade-offs in trying to improve the measured dimensions of performance and so has a narrow span of accountability. By contrast, a manager responsible 6/6/12

The span of control and the span of accountability are not independent The first defines the resources available to a manager; the second defines the goals the manager is expected to achieve. In high-performing organizations, many people are held to broad performance measures such as brand profit and customer satisfaction, even though they 6/6/12 do not control all the resources

Span of Influence

Span corresponds to the width of the net that an individual needs to cast in collecting data, probing for new information, and attempting to influence the work of others An employee with a narrow span of influence does not need to pay much attention to people outside his small area to do his job effectively. An individual with a wide span must interact extensively with, and influence, people 6/6/12

Span of Support

Span refers to the amount of help an individual can expect from people in other organizational units Wide spans of support become critically important when customer loyalty is vital to strategy implementation Managers cannot adjust a job's span of support in isolation.

Because the span is largely determined by people's sense of shared 6/6/12 responsibilities, which in turn stems from

Achieving Equilibrium

Two of the spans measure the supply of organizational resources the company provides to individuals. The span of control relates to the level of direct control

a person has over people, assets, and information.

The span of support is its "softer" counterpart, reflecting the

6/6/12 supply of resources in the form of help

Organization Development

Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioural-science knowledge.

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OD:Creating higher performance

Clarify mission and values Assess starting point Communicate and translate mission and values Inspire employees Align employees Align business practices
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Clarify mission and values

Defining our mission and core values is a natural step Authenticity Examples of Mission Statements The Walt Disney Company: To make people happy. Merck & Co.: To preserve and improve human life. 6/6/12

Why does your organization exist?

Assess starting point

Where the organization stands now Whether it is known to everyone Does everyone agree on it Do leaders use the missions to guide business decisions

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Communicate and translate mission and values

Starting at the Top Staying on message Making abstract concepts real

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Inspire employees

Ability of leaders to inspire commitment to the organizations mission and values Blending Competence and Connection Knowing yourself Making yourself known Knowing your employees

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Align employees

Creating a passionate community of employees Employees who had the greatest clarity about both personal and organizational values had the highest degree of commitment to the organization Employees at all levels also had the opportunity to consider how their jobs fit into the organizations definition of success
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Align business practices

New hire orientation Hire and orient employees in a way that reinforces the organizations culture Performance management

Increasing numbers of firms are incorporating their core values into their performance management systems to ensure the workforce is held accountable for behaviour as well as results
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Reference

http://hbr.org/2005/07/designing-high-perfor Building High-Performance People and Organizations, Martha Finney, published by Greenwood Publishing Group, 2008. Psychology Applied to Work: Paul M Muchinsky

http://www.centerod.com/2012/02/3-stages-

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THANK YOU
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