Which of the following is true of how job design and job analysis have functioned in the past quizlet?

Functional structures are very efficient, with little redundancy across units, and provide little opportunity for self-cannibalization. However, these structures tend to be inflexible and insensitive to subtle differences across products, regions, or clients. Alternatively, because of their work-flow focus, semi-autonomous nature, and proximity to a homogeneous consumer base, divisional structures tend to be more flexible and innovative. They can detect and exploit opportunities in their respective consumer bases faster than the more centralized functionally structured organizations. In addition, the perceived autonomy that goes along with divisional structure means that most employees prefer it and feel they are more fairly treated than when they are subject to centralized decision-making structures. However, on the downside, divisional structures are not very efficient because of the redundancy associated with each group carrying its own functional specialists. In addition, divisional structures can 'self-cannibalize' if the gains achieved in one unit come at the expense of another unit.

Sets with similar terms

Determine the Jobs Suitable for Telecommuting. Jobs that require face-to-face contact with customers or the use of specialized equipment, or require a physical presence, such as security guards aren't candidates. Also, determine eligibility criteria to assess who is or who is not eligible to telecommute based on their types of jobs or collective bargaining agreements, for example.

Establish formalized telecommuting guidelines. The guidelines could cover hours of availability, office reporting periods, performance expectations, and weekly progress reports or email updates.

Identify the equipment. The equipment needed for telecommuting should be specified. What equipment is the firm providing? What equipment is the teleworker providing? Who provides technical assistance in the event of equipment disruption?

Keep telecommuters informed. Physical separation can make telecommuters feel isolated and invisible. Department and staff updates, including telecommuters on project teams, requiring their attendance at meetings, and "chat room" discussions can keep telecommuters "in the loop."

Recognize when telecommuting is not working. State in telecommuting policies that the arrangement can be terminated when it no longer serves the company's needs or if the employee's performance declines.

a process for determining the human characteristics needed to perform successfully within an organization.

"Another way to think about this relationship, though, is to view competencies as sets or groupings of specific KSAOs that allow employees to perform specific organizational functions (Reilly & McGourty, 1998).

For example, "interpersonal communication" may be considered a competency.

That competency, in turn, may consist of several KSAOs such as (1) the knowledge of different communication styles, (2) the skill to communicate positive and negative feedback to individuals, and (3) the ability to understand what individuals need to hear from their supervisor to increase their motivation."

"Competency modeling may parallel job analysis in that both involve describing jobs in a careful and methodical way so that HR practices such as selection and placement can be based on this information (Schippmann et al., 2000).

Differences have been observed as well. For example, competency modeling is believed to be more worker oriented and job analysis more task oriented (Schippmann et al., 2000).

Competency modeling is usually much broader in focus because it tries to build a full framework for HR functioning by defining the responsibilities, skills, knowledge, abilities, personal attributes, and business challenges that are relevant for a particular organization (see Sanchez and Levine [2009] and Stevens [2012] for a thorough comparison of the two approaches). "

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