Designation

Examples of Designation in the following topics:

• Defining Job Design

  • To understand job design, it is helpful to identify some key elements and their relationship with job design processes.
  • Managers should design jobs that motivate employees.
  • Reward systems also play a role in job design.
  • Support systems must fit in with the design of the organization.
  • The figure shows how an instructional system is designed.

• The Role of Management in an Organization

  • Management can be described as the people who design an organization's structure and determine how different aspects of the organization will interact.
  • When designing an organization, managers must consider characteristics such as simplicity, flexibility, reliability, economy, and acceptability.
  • Organizational design is largely a function based on systems thinking.
  • Because the organization is always changing, the problems of process and design are essentially limitless.
  • Managers' role in organizational design is central but must be understood in the context of their overall responsibilities within the organization.

• Considering the Environment

  • Considerations of the external environment—including uncertainty, competition, and resources—are key in determining organizational design.
  • Considerations of the external environment are a key aspect of organizational design.
  • Another perspective on organizational design is resource dependence theory—the study of how external resources affect the behavior of the organization.
  • Another environmental factor that shapes organization design is competition.
  • Identify the inherent complexities in the external environment that influence the design of an organization's structure

• Tactics for Improving Fit

  • Job design is usually completed prior to hiring the individual who then performs the identified duties.
  • As a result, flexibility to tailor the job design for both organizational effectiveness and employee job satisfaction is a significant, ongoing part of the job design process.
  • If a job is well designed, then the competencies it requires and responsibilities it involves are explicit and clear.
  • The first step in improving fit for a given job design is training.
  • Describe ways in which management and supervisors can improve job design to fit employee and organizational needs

• Considering Technology

  • Technology impacts organizational design and productivity by enhancing the efficiency of communication and resource flow.
  • Organizational design can be defined narrowly as the strategic process of shaping an organization's structure and roles to create or optimize capabilities for competition in a given market.
  • Technology is an important factor to consider in organizational design.
  • A similar organizational design that is heavily reliant upon technological capabilities is the network structure.
  • Technology has opened doors to incorporating new and advanced forms of organizational design.

• Considering the Organizational Life Cycle

  • The life cycle of an organization is important to consider when determining its overall design and structure.
  • The life cycle of an organization, industry, and/or product can be an important factor in organization design.
  • The life cycle of an organization is important to consider when making decisions about the organization's structure and design.
  • Daft's model underlines critical problems within each stage of an organization's life cycle that can often be solved through intelligent structural design.
  • Describe the way in which life cycles influence an organization's overall design and structure

• Employee Promotions

  • A promotion is the advancement of an employee's rank, salary, duties, and/or designation within an organization.
  • A promotion is the advancement of an employee's rank, salary, duties and/or designation within an organization.
  • A promotion might involve a higher designation.

• Planning a Project

  • Planning and design: Planning and design brings the project under the microscope by assessing the smaller details.
  • It involves the integration of all inputs identified in the planning-and-design stage to construct the actual end product or service.
  • Monitoring the operation for ways to increase value can redirect the strategic-planning cycle back to the planning-and-design stage.
  • This stage is the other possible result from the monitoring and controlling phase—that is, instead of being redirected back to the planning-and-design phase, the assessment shows that value is now being lost and it is no longer profitable to continue the process.

• Network Structure

  • Take, for example, a T-shirt design company.
  • Because the company leaders are mainly interested in design, they may not want to get too heavily involved in either manufacturing or retail; however, both aspects of the business are necessary to complete their operations.
  • While the core company focuses mainly on designing products and tracking finances, this network of partnerships enables it to be much more than just a design operation.

• Job Characteristics Theory

  • No one combination of characteristics makes for the ideal job; rather, it is the purpose of job design to adjust the levels of each characteristic to attune the overall job with the worker performing it.
  • Therefore, the goal should be to design the job in such a way that the core characteristics complement the psychological states of the worker and lead to positive outcomes.
  • The Job Characteristics Theory uses this equation to estimate the overall motivation inherent in a job design based upon the five core characteristics.