Job Redesign, The Analysis In the case study, Job Redesign for Expanded HIM Functions by Elizabeth Layman, PhD, she suggests the options to assist leaders and members of an organization to work wisely when work and jobs are redesigned. And in order to help both managers and employees of an organization, she provides pointers to job redesign, some aspects to consider, and to implement solutions. It also implies job enrichment, which provides the employee more tasks to do, but at the same time responsibility and authority needed to complete these tasks. The job redesign is a tool a manager can use to reorganize certain aspects of the duty so that the employee does not become dull. Layman’s contributions are directed to minimize the impact of …show more content…
Successful implementation of roles and functions of job enrichment to the department of an organization, can lead to reaching the desirable goals. For instance, early assessment and detection can change and unlock the potential of an employee, a department, and the organization. It can help identify any barriers so that specific “incident plans” (Ahima.org, 2015) is designed to resolve the issue at hand. The job enrichment can definitely have some impact in organizations. First of all, the job enrichment is created as “motivational action.” (Ahima.org, 2015) And its main purpose is to defeat certain factor such as “monotony of routine tasks”. (Ahima.org, 2015) It is implied that these actions, such job enrichment often motivate employees, who may find it stressful because of the extra duties assigned. As the action describes, it “enrichment” (Ahima.org, 2015) adds more rather than take away what is already on their plate. Once again, depending up on the events and changes that leaders can execute in an organization and as new task are assigned and restructuring is executed, jobs can be distorted and employees can be leave. In conclusion, job enrichment, if not systematically and accurately
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
understand the concepts on how to apply these tasks in management and be successful at
It is a fundamental HRM activity and plays the key role in deciding on the actual job structure which is, “identifying the relevant tasks and activities and allocating them across employees in a way that allows the organization to reap benefits from specialization”, but also bundle job tasks in order to use possible synergies between the different tasks (Foss, Minbaeva, Pedersen & Reinholt, 2009, p.873). There are two major approaches to job design, these are the job enrichment approach “which attempts to make the job more interesting, challenging, and significant by adding dimensions such as variety, autonomy, feedback, and control” and the job engineering approach “which attempts to make jobs more efficient by improving work methods, tools, and task-goal structure through activities such as time-and-motion studies and goal setting” (Umstot, Bell & Mitchell, 1976,
How are the principles of job enrichment applied in this case? By the addition of added tasks on higher levels of skill, with added responsibility and accountability. Doing so eliminated the monotony of the tasks at hand. Although adding levels of work to the process added to the levels of stress on the job. Therefore, these actions may not match every situation. Only adding overload.
Organizations face massive challenges in attracting and retaining a high-quality and productive workforce. Companies are continually looking for new ways to keep their employees satisfied at all levels in order to harness greater productivity and ideas from people while keeping them motivated and happy. One real challenge examined earlier is the need to transform General Motors to be a much more productive and fully utilized organization by examining the hourly workforce. This is a great change from the traditional "us versus them" mentality of the past between management and the union.
Moreover, the Burke-Litwin model associates leadership with the ability to provide direction. This direction can steam from the need of change and can come from anyone in the organization in order to serve the organizational needs. The model lists “vision change; using one’s intuition, influence, persuasive and presentation skills; and rewarding people with personal praise and providing opportunities to learn new skills (Burke, 2014).”
To employ our technical and human resources with optimum efficiency, we must ensure that managers are carefully selected, appropriately trained, and work together to achieve our long-range goals.
A solid theoretical foundation is required to lead and manage change. For efficient and effective change to take place it must be intentional. Leadership set the tone and the direction of an organization allowing it or hindering it to change and adapt. Leader can use tactics and skills to create an organic change environment with the right change models and interventions when the organization is most ready for change.
Leadership can be defined as the way through which one individual has impacts and influences the attitudes and behavior of other people at a workplace. The tasks of leaders in corporations include organizational as well as departmental activities. Leaders are responsible fr coordination of these activities so as to reach the goals successfully by motivating and inspiring team members. (DUYGULU, Ethem and Ciraklar, Nurcan, 2008). Besides, leaders are supposed to resolve issues by avoiding conflicting situations related to work and strive to boost progress on achieving the overall objectives of a company. Moreover, great leaders provide the required knowledge,
Planning and leading the change: Vision leads to change. Unless there is adequate planning with clear delegation of task, change fails. According to Kotter’s 8-step change model, the leader needs to be aware and define the urgency of the change project and disseminate the urgency to recruit a team that is convenience of the need for the change. The vision of the change project needs to be clear to be understood making effective communication imperative. In any leadership there is always some kind of obstacle that is faced, there will be someone that will try to resist the change; it is the duty of the leader to find ways to check for barriers and remove the obstacle by empowering the team. It is always beneficial to have a short-term vision where the company can see the progress of the change as team build on to the long-term vision. And finally, it is imperative that the change in noticed by others in the day-to-day activity. A leader that plans in leading change will be successful if these steps are followed especially in a hospital setting where there is diverse group of people working towards a common
The team needs to establish a policy and procedure which would be a step toward an organizational structure. This process will be a framework that defines formal reporting relationships between the different levels of management. For example, the guidelines can be used as a protocol of the process managers needs to follow to assist their employees through the change process. The team also needs to provide in house trainings for all departments so employees can be aware and implement the new changes. The training will increase skill level and improve staff productivity.
Prioritising – Employees must be able to decide what tasks are important and carried out first and what tasks are less important and so should be completed later in the day or
Leaders are those who have a great influence on the lives of many people. This is especially relevant in today’s organizations, which face extreme time changes and an increasingly growing complexity (Yukl, 1998).
Most of the human beings are goal driven towards their success and there are many ways to achieve one’s goals. A person can either be self-driven towards a goal or be pushed by a system towards it. Many companies change their system by doing job redesigns and there are a lot of factors to include in the job redesigning process. A company’s system is based on the company’s organizational goals and the organizational behaviour. HIS (Health Information Services) is aware that work at department level is the final results which a department achieves at the end of every month and the work at employee level is to finish the tasks that are assigned by the head of the departments every month. There are four stages to achieve organizational goals. They
This list of tasks is probably already more than can be performed by one person. As a result, there are probably several people on the team performing these tasks and they may have a variety of job titles, including 'enterprise architect' and 'product owner' (or even 'business analyst').