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1. Operations Management
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2. Job Design versus the job
 Job design: techniques to structure work to meet both
behavioral and physical needs of employees.
 Various changes in job design over the years.
 Change towards ensuring more flexibility in the
physical environment and employees’ work
orientation
 Adoption of flexible, diverse, reintegrated and
cooperative workforce with the help of multi-purpose
equipment.
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3. Job Design today
 Inclusion of quality control - employee empowerment
 Workers cross-trained to perform multi-skill jobs, in
line with companies’ increasing efforts at downsizing.
 Employees increasingly involved, team approaches
adopted in work design and organization.
 Increasing ‘informating’ of work - automation of work
and revision of fundamental structures of work.
 Automation of heavy manual works
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4. ‘Behavioral Model’ and Job Design
of Branch Employees
 Behavioral Model: focus on elements of job design to
enhance positive work-related behaviors of workers,
such as job satisfaction.
 Key features of contemporary job design:
1. labor specialization
2. job enrichment
3. Socio-technical systems.
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5. ‘Behavioral Model’ and Job Design
of Branch Employees
 Enrichment: related to job enlargement. Aimed at
overcoming the negative effects of specialization.
 Horizontal enlargement: when worker performs more
and various tasks.
 Vertical enlargement: when worker acquires some
managerial roles - organizing, planning and inspecting
the production process
- meant to broaden a worker’s influence in the
organization’s transformation process.
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6. ‘Behavioral Model’ and Job Design
of Branch Employees
 Socio-technical system: interaction between workers and
technology.
 Seeks to develop jobs related to technologies used in
production in line with the needs of workers and work
teams.
 Premise: individuals or teams work best when work
activities logically integrate and incorporate various
principles of job design:
I. task and skill variety
II. Feedback
III. task identity
IV. task autonomy
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