This document discusses the relationship between organizational structure, strategy, and workflow in organizations, highlighting various types of structures such as bureaucratic, flat, and boundary-less organizations. It emphasizes the importance of motivational theories, teamwork, and job design in enhancing employee performance and satisfaction. Additionally, it includes guidelines on conducting job analysis and research paper writing, encouraging critical thinking and proper sourcing of information.

1. I. Work: The organizational Perspective
Organizational structure refers to the formal or informal
relationships between people in an organization. Work flow is
the way work is organized to meet the organization’s production
or service goals. In this section, we discuss the relationship
between strategy and organizational structure, and the use of
work-flow analysis.
· Strategy and Organizational Structure:
· An organization develops a business strategy by establishing a
set of goals based on:
· An analysis of environmental opportunities and threats.
· A realistic appraisal of how the business can deploy its assets
to compete most effectively.
· The business strategy selected by management determines the
structure most appropriate to the organization. Whenever
management changes its business strategy, it should also
reassess its organizational structure.
· A company would select a defender strategy when it is
competing in a stable market and has a well established product.
· Work can be efficiently organized into a structure based on an
extensive division of labor, with hierarchies of jobs assigned to
functional units such as customer services, power generation,
and accounting.
· Management is centralized and top management has the
responsibility for making key decisions.
· Vertical (Top-Bottom) organizational structure.
· A company would select a prospector strategy when operating
in uncertain business environments that require flexibility.
· Control is decentralized so that each division has some
autonomy to make decisions that affect its customers.
· More flatter organizational structure.
· Management select HR strategies to fit and support its

2. business strategies and organizational structure.
· Designing the Organization: Designing an organization
requires choosing an organization structure that will help the
company achieves its goals most effectively. The three basic
types of organizational structures are
· Bureaucratic Organization:
· A pyramid-shaped organizational structure that consists of
hierarches with many levels of management.
· Likely used by companies that adopt a defender business
strategy.
· Top-down management approach.
· Based on a functional division of labor.
· Rigid boundaries that separate workers from one another
caused by work specializations.
· Specific job description.
· Flat Organization:
· An organization structure that has only few levels of
management and emphasizes of decentralization.
· Encourage high employee involvement in business decisions.
· Likely to be divided into units or tams that represent different
products, services, or customers.
· Boundaries are reduced because employees work as team.
· Horizontal career bath that cross functions.
· General job description.
· Boundary-less organization:
· An organizational structure that enables an organization to
form relationships with customers, suppliers, and/or
competitors, to pool organizational resources for mutual benefit
or encourage cooperation in an uncertain environment.
· Emphasis on teams whose members may cross-organizational
boundaries.
· Share many characteristics of flat organizational structure.
· Work-Flow Analysis: is the process of examining how work
creates or adds value to ongoing process in a business. Work-
flow analysis looks at how work move from the customer (who

3. initiate the need for work) through the organization (where
employees add values to the work in a series of value-creating
steps) to the point at which the work leaves the organization as
a product or service to the customer. Work-flow analysis can be
used to tighten the alignment between employees’’ work and
customers’ need.
· Business Process Reengineering: Is a fundamental rethinking
and radical redesign of business processes to achieve dramatic
improvements in cost, quality, service, and speed. By taking
advantage of computer technology and different ways of
organizing human resources, the company may be able to
reinvent itself.
II. Work: The Group Perspective
A team or a group is a small number of people with
complementary skills who work toward common goals for which
they hold themselves mutually accountable. In the flat and
boundary-less organizational structures, teamwork is an
imperative. Teams can vary significantly in size, from 2 to 80
members. Most teams have fewer than 10 members, with 5 to 6
members considered to be an optional team size.
· Self-Managed Teams (SMT):
· Are responsible for producing an entire product, a component,
or ongoing service.
· In most cases, SMT members are cross-trained on different
tasks assigned to the team.
· Members of SMT have many managerial duties

4. · Work scheduling.
· Selecting work methods.
· Ordering materials.
· Evaluating performance.
· Disciplining team members.
· HRM practices are likely to change in the following ways
when SMTs are established:
· Peers, rather than supervisors, are likely to evaluate individual
employee performance.
· Pay practice are likely to shift from pay based on seniority or
individual performance to pay focused on team performance
(bonuses for example).
· Rather than being based solely on input from managers and
HR staff, decisions on new hires may include a decisive amount
of input from team members.
· Teams’ leaders are likely to step forward and identify
themselves.
· Shared leadership practice among team members.
· Because team members often initially lack the skills necessary
for the team to function successfully, it may take several years
for an SMT to become fully operational. A company can hasten
this evaluation by using its HR department to train employees in
different skills:
· Technical Skills.
· Administrative Skills.
· Interpersonal Skills.
· Problem-Solving Team: A team consisting of volunteers from
a unit or department who meet one or two hours per week to
discuss quality improvement, cost reduction, or improvement in
the work environment.
· The special-Purpose team: A team or task force consisting of
workers who span functional or organizational boundaries and
whose purpose is to examine complex issues. For example,
introducing a new technology, improving the quality of a work
process that span several functional units, or encouraging
cooperation between labor and management in a unionized

5. setting.
· The Virtual Team: A team that relies on interactive technology
to work together when separated by physical distance.
III. Work: The Individual Perspective
Motivation can be defined as that which energize, direct, and
sustains human behavior. In HRM, the term refers to a person’s
desire to do the best possible job or to exert the maximum effort
to preform assigned tasks. Motivation theories seeks to explain
why employees are more motivated by and satisfied with one
type of work than another. It is essential that managers have a

6. basic understanding of work motivation because highly
motivated employees are more likely to produce a super-quality
product or service than employees who lack motivation.
· Two-Factor Theory: The two-factor theory of motivation,
developed by Frederic Herzberg, attempts to identify and
explain the factors that employee find satisfying and
dissatisfying about their jobs.
· According to Herzberg, there are two set of factors that motive
employees:
· Motivators: are internal job factors that lead to job satisfaction
and higher motivation. In the absence of motivators, employees
will probably not be satisfied with their work or motivated to
perform up their potential. Some examples of motivators factors
are:
· The work itself.
· Achievement.
· Recognition.
· Responsibility.
· Opportunities of advancement.
· Hygiene or Maintenance: are external factors to the job, they
are located in the work environment. The absence of hygiene
factor can lead to active dissatisfaction and demotivation and,
in extreme situations, to avoidance of work altogether. Hygiene
factors include:
· Company policies.
· Working conditions.
· Job security.
· Salary.
· Employee benefits.
· Relationship with supervisors and managers.
· Relationship with coworkers.
· Relationship with subordinates.
· According to Herzberg, if management provides the
appropriate hygiene factors, employees will not be dissatisfied
with their jobs, but neither will they be motivated to preform at

7. their full potential. To motivate workers, management must
provide some motivators.
· Work Adjustment Theory: Since every worker has unique
needs and abilities, the work adjustment theory suggests that
employees’ motivation levels and job satisfaction depend on the
fit between their needs and abilities and the characteristic of the
job and the organization.
· Goal-Setting Theory: This developed by Edwin Locke,
suggests that employees’ goals help to explain motivation and
job performance. According to Locke, managers should apply
this theory taking into mind the following:
· Goals should be clear and specific.
· Difficult goals yet attainable.
· In many cases, employees’ self-established goals motiving
them more than managerial-assigned goals.
· Using feedback as a source to increase employees’ motivation.
· Job Characteristic Theory: Developed by Richard Hackman
and Greg Oldham, job characteristic theory states that employee
will be more motivated to work and more satisfied with their
jobs to the extent that jobs contain core characteristics. These
core job characteristics create conditions that allow employees
to experience critical psychological states that are related to
beneficial work outcomes, including high work motivation. The
strength of this theory is determined by the intensity of the
individual employee’s need for growth.
· Five core job characteristics activate three critical
psychological states. The core job characteristics are:
· Skill variety: The degree to which job requires the person to
do different things and involves the use of number of different
skills, abilities, and talents.
· Task Identity: The degree to which a person can do the job
form beginning to end with a visible outcome.
· Task signification: The degree to which the job has a
significant impact on others (both inside and outside the
organization).
· Autonomy: The amount of freedom, independence, and

8. decision the employee has on the job.
· Feedback: The degree to which the job provides the employee
with clear and direct information about job outcomes
performance.
· The three critical psychological states affected by those core
characteristics are:
· Experienced meaningfulness: The extent to which the
employee experience the work as important, valuable, and
worthwhile.
· Experienced responsibility: The degree to which the employee
feels personally responsible for the result of the work.
· Knowledge of results: The degree to which the employee
understand on a regular basis how effectively s/he is performing
the job.
· Skill variety, task identity, and task significant are all linked
to experienced meaningfulness. Autonomy is related to
experienced responsibility. Feedback is related to knowledge of
results.
· A job characteristics that enable an employee to experience all
three critical psychological states provides high internal work
motivation, high quality work performance, high satisfaction
with the work, and low turnover and absenteeism.
IV. Designing Jobs and Conducting Job Analysis
All the theories of employee motivation suggest that jobs can be
designed to increase motivations and performance.
· Job Design: Job design is the process of organizing work into
the tasks required to perform a specific job. There are three
important influences of job design. Work-flow analysis,
Business strategy, and Organizational structure. There are five
approaches to job design:
· Work Simplification:
· Work simplification assumes that work can be broken into
simple, repetitive tasks that maximize efficiency.
· This approach to job design assigns most of the thinking
aspects of work to managers and supervisors, while giving the

9. employee a narrowly defined task to perform.
· Work simplification can utilize labor effectively to produce a
large amount of standardized product.
· This approach can be efficient in a stable environments but
less effective in a changing environment where customers’
demands custom-built product of high quality.
· Leads to high-level turnover and low level of satisfaction.
· Does not provide value to customers.
· Job Enlargement:
· Job enlargement is the process of expanding a job’s duties.
· Used to redesign jobs to reduce fatigue and boredom among
workers performing simplified and highly specialized work.
· Job Rotation:
· Job rotation is the process of rotating workers among different
narrowly defined tasks without disrupting the flow of work.
· Used to redesign jobs to reduce fatigue and boredom among
workers performing simplified and highly specialized work.
· Job Enrichment:
· Job enrichment is the process of putting specialized tasks back
together so that one person is responsible for producing a whole
product or an entire service.
· This approach is directly applies job characteristics theory.
· Team-Based Job Designs:
· This approach focus on giving a team, rather than individual, a
whole and meaningful piece of work to do.
· Team members are empowered to decide among themselves
how to accomplish the work.
· Likely to be used in flat and boundary-less organizational
structure.
· Job Analysis: is the systematic process of collecting
information used to make decisions about jobs. Job analysis
identifies the tasks, duties, and responsibility of a particular
job. A task is a basic element of work that is a logical and
necessary step in performing a job duty. A duty consists of one
or more tasks that constitute a significant activity performed in
a job. A responsibility is one of several duties that identify and

10. describe the major purpose or reason for the job’s existence.
· Methods of Gathering Job Information:
· Interviews
· Observation
· Diaries
· Questionnaires
· Internet-based data collection
· The uses of job analysis:
· Legal Purpose
· Recruitment
· Selection
· Performance appraisals
· Compensation
· Training and career development
· Job Description: Job description is a summary statement of the
information collected in the job-analysis process. A written
document identifies, defines, and describes a job in terms of its
duties, responsibilities, working conditions, and specification.
Job description can be general or specific.
· Elements of job description:
· Identification information
· Job title
· Location
· Sources of job analysis information
· Job Summary
· Short statement that summarizes the job’s duties,
responsibilities, and place in organizational structure.
· Job duties and responsibility
· Explain what is done on the job, how it is done, and why it is
done.
· Often lists the job’s three to five most important
responsibilities.
· Job specifications and minimum qualifications
· Job specification lists the workers knowledge, abilities, and
skills (KSAs) that is needed to perform the job.
· Minimum qualification are the basic standards a job applicant

11. must have achieved to be considered for the job.
How to Write a research Paper
Step one: Choose a topic:
Choose a topic which interests and challenges you. Your
attitude towards the topic may well
determine the amount of effort and enthusiasm you put into your
research.
Focus on a limited aspect, e.g. narrow it down from "HRM" to
"Compensation" to "benefits". If you
are uncertain as to what is expected of you in completing the
assignment or project, please feel free
to ASK me.
Select a subject you can manage. Avoid subjects that are too
technical, learned, or specialized. Avoid
topics that have only a very narrow range of source materials.
Step Two: Find Information:

12. Surf the Net.
For general or background information, check out useful URLs,
general information online, almanacs
or encyclopedias online such as Britannica. Use search engines
and other search tools as a starting
point.
Pay attention to domain name extensions, e.g., .edu (educational
institution), .gov (government), or
.org (non-profit organization). These sites represent institutions
and tend to be more reliable, but be
watchful of possible political bias in some government sites. Be
selective of .com (commercial) sites.
Many .com sites are excellent; however, a large number of them
contain advertisements for products
and nothing else. Network
Solution
s provides a link where you can find out what some of the other
extensions stand for. Be wary of the millions of personal home
pages on the Net. The quality of these

13. personal homepages vary greatly. Learning how to evaluate
websites critically and to search
effectively on the Internet can help you eliminate irrelevant
sites and waste less of your time.
The recent arrival of a variety of domain name extensions such
as .biz (commercial businesses), .pro,
.info (info on products / organizations), .name, .ws (WebSite),
.cc (Cocos Island) or .sh (St. Helena) or
.tv (Tuvalu) may create some confusion as you would not be
able to tell whether a .cc or .sh or .tv site
is in reality a .com, a .edu, a .gov, a .net, or a .org site. Many of
the new extensions have no
registration restrictions and are available to anyone who wishes
to register a distinct domain name
that has not already been taken. For instance, if Books.com is
unavailable, you can register as
Books.ws or Books.info via a service agent such as

14. Register.com.
To find books in the Library use the OPAC (Online Public
Access Catalog).
Check out other print materials available in the Library:
• Almanacs, Atlases, AV Catalogs
• Encyclopedias and Dictionaries
http://www.networksolutions.com/domain-name-
registration/popup-extensions.jsp
http://www.library.cornell.edu/olinuris/ref/research/webeval.ht
ml
• Government Publications, Guides, Reports
• Magazines, Newspapers
• Vertical Files
• Yellow Pages, Zip or Postal Code and Telephone

15. Directories
Check out online resources, Web based information services, or
special resource materials on CDs:
• Online reference materials (including databases, e.g. SIRS,
ProQuest, eLibrary, etc.)
• Wall Street Executive Library
• Index to Periodicals and Newspapers (e.g. MagPortal.com,
OnlineNewspapers.com, etc.)
• Answers.com - an online dictionary and encyclopedia all-
in-one resource that you can install
on your computer free of charge and find one-click answers
quickly.
• Encyclopedias (e.g.Britannica, Canadian Encyclopedia,
etc.)
• Magazines and Journals (e.g. Time, National Geographic,
Maclean's, Newsweek, etc.)

16. • Newspapers (e.g. Los Angeles Times, New York Times,
USA Today, The Toronto Star, Vancouver
Sun, etc.)
• International Public Library
• Subject Specific software (e.g. discovering authors,
exploring Shakespeare, etc.)
Check out public and university libraries, businesses,
government agencies, as well as contact
knowledgeable people in your community.
Read and evaluate. Bookmark your favorite Internet sites.
Printout, photocopy, and take notes of
relevant information.
As you gather your resources, jot down full bibliographical
information (author, title, place of
publication, publisher, date of publication, page numbers,
URLs, creation or modification dates on

17. Web pages, and your date of access) on your work sheet,
printout, or enter the information on your
laptop or desktop computer for later retrieval. If printing from
the Internet, it is wise to set up the
browser to print the URL and date of access for every page.
Remember that an article without
bibliographical information is useless since you cannot cite its
source.
Step Three: State your problem or question:
Do some critical thinking and write your thesis statement down
in one sentence. Your thesis
statement is like a declaration of your belief. The main portion
of your essay will consist of arguments
to support and defend this belief.

18. For example, I want to see the Impact of 2030 vision on the HR
field in Saudi Arabia. Then my research
problem will be focused on that and will try all the arguments
that justify my thesis or hypothesis.
http://www.aresearchguide.com/006-099.html#025.5
http://www.executivelibrary.com/
http://magportal.com/
http://www.onlinenewspapers.com/
http://www.answers.com/
http://www.britannica.com/
http://www.thecanadianencyclopedia.com/index.cfm?PgNm=Ho
mePage&Params=A1
http://www.aresearchguide.com/006-099.html#050
http://www.time.com/time/
http://www.nationalgeographic.com/
http://www.macleans.ca/
http://www.msnbc.msn.com/id/3032542/site/newsweek/
http://www.aresearchguide.com/006-099.html#070
http://www.latimes.com/

19. http://www.nytimes.com/
http://www.usatoday.com/
http://www.thestar.com/
http://www.vancouversun.com/
http://www.vancouversun.com/
http://www.ipl.org/div/subject/
Step Four: make a tentative outline:
points must relate to the same major topic that you first
mentioned in your capital Roman numeral.
Example of an outline:
I. Introduction
a. The link between Human Resources and motivation
b. Deferent definition of motivation
c. Why motivation is important
d. The map for your research

20. II. Motivation Psychological approaches
a. Herzberg’s theory of motivation
b. Maslow’s hierarchy of needs
c. Two factors theory
d. How each theory can affect the motivation of the employee?
III. Personality and motivation (motivation among different
type of employee’s personality)
a. What is personality
b. Identifying different types of personality
c. Our personality Vs. others
d. Motivators by personality types
IV. Motivation and diversity
a. What is diversity

21. b. The link between diversity and motivation
c. The impact of diversity on the employee’s motivation
V. Setting goals
a. Goals and motivation
b. Setting smart goals
c. Evaluating and adapting
VI. Motivation on the job
a. The key factors
b. Creating a motivational organization
c. Creating a motivational job
d. Creating a motivational employee
VII. Application of motivation in a workplace environment

22. a. Example form Saudi Arabia
b. Example form outside of KSA
c. What the different?
VIII. Conclusion
a. Final argument
b. Summing up
c. Take home message
The purpose of an outline is to help you think through your
topic carefully and organize it logically
before you start writing. A good outline is the most important
step in writing a good paper. Check
your outline to make sure that the points covered flow logically
from one to the other. Include in your
outline an INTRODUCTION, a BODY, and a CONCLUSION.

23. Make the first outline tentative.
Step Five: organize your notes:
Organize all the information you have gathered according to
your outline. Critically analyze your
research data. Using the best available sources, check for
accuracy and verify that the information is
factual, up-to-date, and correct. Opposing views should also be
noted if they help to support your
thesis. This is the most important stage in writing a research
paper. Here you will analyze, synthesize,
sort, and digest the information you have gathered and
hopefully learn something about your topic
which is the real purpose of doing a research paper in the first
place. You must also be able to
effectively communicate your thoughts, ideas, insights, and
research findings to others through

24. written words as in a report, an essay, a research or term paper,
or through spoken words as in an
oral or multimedia presentation with audio-visual aids.
Do not include any information that is not relevant to your
topic, and do not include information that
you do not understand. Make sure the information that you have
noted is carefully recorded and in
your own words, if possible. Plagiarism is definitely out of the
question. Document all ideas borrowed
or quotes used very accurately. As you organize your notes, jot
down detailed bibliographical
information for each cited paragraph and have it ready to
transfer to your Works Cited page.
Devise your own method to organize your notes. One method
may be to mark with a different color
ink or use a hi-liter to identify sections in your outline, e.g.,

25. IA3b - meaning that the item "Accessing
WWW" belongs in the following location of your outline:
I. Understanding the Internet
A. What is the Internet
3. How to "Surf the Net"
b. Accessing WWW
Group your notes following the outline codes you have assigned
to your notes, e.g., IA2, IA3, IA4, etc.
This method will enable you to quickly put all your resources in
the right place as you organize your
notes according to your outline.
Step sex: write your first draft:

26. Start with the first topic in your outline. Read all the relevant
notes you have gathered that have been
marked. Summarize, paraphrase or quote directly for each idea
you plan to use in your essay. Use a
technique that suits you, e.g. write summaries, paraphrases or
quotations on note cards, or separate
sheets of lined paper. Mark each card or sheet of paper clearly
with your outline code or reference,
e.g., IB2a or IIC, etc.
Put all your note cards or paper in the order of your outline, e.g.
IA, IB, IC. If using a word processor,
create meaningful filenames that match your outline codes for
easy cut and paste as you type up your
final paper, e.g. cut first Introduction paragraph and paste it to
IA. Before you know it, you have a well
organized term paper completed exactly as outlined.

27. If it is helpful to you, use a symbol such as "#" to mark the spot
where you would like to check back
later to edit a paragraph. The unusual symbol will make it easy
for you to find the exact location
again. Delete the symbol once editing is completed.
Step seven: revise your outline and draft:
Read your paper for any content errors. Double check the facts
and figures. Arrange and rearrange
ideas to follow your outline. Reorganize your outline if
necessary, but always keep the purpose of
your paper and your readers in mind.
Step eight: TYPE FINAL PAPER
All formal reports or essays should be typewritten and printed,
preferably on a good quality printer.

28. Read the assignment sheet again to be sure that you understand
fully what is expected of you, and
that your essay meets the requirements as specified by your
teacher. Know how your essay will be
evaluated.
Proofread final paper carefully for spelling, punctuation,
missing or duplicated words. Make the effort
to ensure that your final paper is clean, tidy, neat, and
attractive.
Aim to have your final paper ready a day or two before the
deadline. This gives you peace of mind and
a chance to triple check. Before handing in your assignment for
marking, ask yourself: "Is this the
VERY BEST that I can do?"