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