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The document discusses internal pay structures within organizations. It describes how internal pay equity, or alignment, refers to pay relationships between jobs, skills, and competencies within a single organization. These relationships form a pay structure that should support workflow, promote fairness, and direct employee behavior toward organizational goals. The document then examines different types of internal pay structures, what shapes them, their impacts on performance and fairness, and how to determine which type of structure fits an organization best.
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This document discusses different perspectives on how organizational structures emerge and change over time. It describes the power-control view, which argues that structures are determined through political processes as those in power seek to maintain and enhance their control. Key points of the power-control model include that structural decisions are the result of divergent interests among decision-makers, and that contingency factors like technology and environment act as constraints rather than sole determinants of structure. The implications are that those in power will prefer structures with degrees of complexity, formalization, and centralization that maximize their control.
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This document discusses ways to create an internal job structure through job analysis. It provides an overview of job analysis, including its purpose to collect work information, determine job values, and translate into an organizational structure. The document outlines the general procedures for conducting a job analysis through tasks like developing preliminary job information, conducting interviews and work site tours. It also discusses the types of data collected in a job analysis, such as job duties, skills and relationships. Finally, it covers writing job descriptions, reviewing job analyses, and factors for judging the quality of a job analysis process.
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The document discusses key concepts relating to individual behavior in organizational settings. It covers three main topics: abilities (intellectual and physical), biographical characteristics, and theories of learning. For abilities, it defines intellectual abilities and notes their relevance to organizational behavior. It also outlines nine basic physical abilities. For biographical characteristics, it lists several factors like age, gender, and tenure. It then covers three major learning theories: classical conditioning, operant conditioning, and social learning theory. It also discusses concepts like shaping and reinforcement schedules.
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The document discusses job design theory and the job characteristics model. It identifies five key job characteristics (skill variety, task identity, task significance, autonomy, feedback) that are related to employee motivation, performance and satisfaction when jobs have high levels of these characteristics. It also provides examples of jobs with high and low levels of each characteristic and discusses how job design can be used to enrich jobs.
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Live case based exercise dole ib
Dole Foods is considering international expansion and must make several strategic decisions. It must determine which foreign markets to enter, when to enter them, how much resources to commit initially, and how to enter through options like exporting, licensing, joint ventures, or wholly owned subsidiaries. Key factors in these decisions include advantages and risks of early vs late entry, pressures for low costs vs local responsiveness, and whether to make or buy component parts through strategic alliances.
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Dole Food Company is looking to expand into new healthy food markets while maintaining profitability. They will introduce new organic and exotic fruit products, create an efficient supply chain, and build on their social responsibility efforts. Key recommendations include expanding into the European organic food market through a distribution partnership in Belgium, targeting high-end nutrition retailers in the US, and improving the carbon efficiency of their supply chain.
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This document provides an overview of key concepts in social psychology including social perception, attraction, conformity, group influence, attitudes and persuasion, prosocial behavior, aggression, and prejudice. It discusses classic studies that helped establish these concepts, such as Asch's conformity experiment, Milgram's obedience study, and Darley and Latane's research on the bystander effect. The document also summarizes theories for explaining various social phenomena and identifies factors that influence behaviors.
Live case based exercise dole ib
Dole Foods is considering international expansion and must make several strategic decisions. It must determine which foreign markets to enter, when to enter them, how much resources to commit initially, and how to enter through options like exporting, licensing, joint ventures, or wholly owned subsidiaries. Key factors in these decisions include advantages and risks of early vs late entry, pressures for low costs vs local responsiveness, and whether to make or buy component parts through strategic alliances.
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This document provides a 50 question multiple choice exam on chapters 5 and 6 of an Introduction to Psychology course. It covers topics related to classical and operant conditioning, as well as memory. Students are instructed to come to class the next day to turn in their scantron or take the exam in class between 10:40am and 12:00pm using their notes and book. They must print their own exam.
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Cognitive therapies aim to challenge and modify irrational thoughts and beliefs that can cause distress. Aaron Beck developed cognitive therapy to help clients overcome depression and panic disorder by stopping negative thoughts and replacing them with more objective thoughts. Behavior therapies use principles of conditioning and observational learning to modify problematic behaviors and replace them with adaptive responses, such as systematic desensitization for phobias and exposure therapy for OCD. Evaluating therapies found that while no single therapy is most effective, psychotherapy overall works as well as or better than drugs for treating psychological disorders. The therapeutic relationship and a therapist's understanding of a client's cultural and gender experiences are important for effective treatment.
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This document discusses ways to create an internal job structure through job analysis. It provides an overview of job analysis, including its purpose to collect work information, determine job values, and translate into an organizational structure. The document outlines the general procedures for conducting a job analysis through tasks like developing preliminary job information, conducting interviews and work site tours. It also discusses the types of data collected in a job analysis, such as job duties, skills and relationships. Finally, it covers writing job descriptions, reviewing job analyses, and factors for judging the quality of a job analysis process.
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The document discusses the process of designing an internal pay structure that aligns with an organization's strategy and motivates employee behavior. It explains that an internal pay structure consists of job levels, pay differentials between levels, and criteria for determining pay levels. The structure should support workflow, strategy, and fairness perceptions. Research suggests structures with few levels and small differentials may boost cooperation, while hierarchical structures with large differentials could motivate individual performance. Well-designed internal structures can reduce turnover, facilitate career progression and improve efficiency, fairness, and legal compliance.
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The document discusses evidence from surveys of employees and employers on talent management practices. It then summarizes different HR systems or "bundles" of practices found in steel production lines and their relationship to productivity outcomes. The most innovative system with careful selection, training, compensation and involvement practices had the highest productivity. The document suggests that successfully leading change to adopt more innovative HR systems can provide competitive advantages through increased productivity and quality.
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After reading the case study prepare Assignment One - Collecting I.docx
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
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The document discusses organizational structure and its key elements. It defines work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It examines how these structural elements are determined by an organization's strategy, size, technology, and environment. Structures can range from simple to complex bureaucratic to organic designs like teams or virtual organizations. An organization's structure impacts employee behavior and different implicit models may influence perceptions of appropriate structures.
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This document summarizes theories and applications of motivation. It discusses early motivation theories like Maslow's hierarchy of needs theory and Herzberg's two-factor theory. Contemporary theories covered include goal setting theory, reinforcement theory, and equity theory. The document also examines applying motivation through job design, employee involvement programs, and rewarding employees with variable pay programs and flexible benefits.
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The document discusses various theories of motivation that managers can use to motivate employees, including:
- Equity theory, which explains how perceptions of fairness affect motivation.
- Expectancy theory, which describes how expectations of rewards, effort and performance influence motivation.
- Reinforcement theory and how reinforcement can be used to motivate.
- Goal-setting theory and how setting specific, challenging goals with feedback can motivate workers.
The document advocates using an integrated model of motivation that combines elements of these theories to maximize motivating employees.
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Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
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This document discusses organizational theory and development, defining it as using social and procedural methodologies to identify and guide corporate needs in order to define an organization's identity and enhance its ability to change and improve effectiveness. It outlines classical, humanistic, and open systems theories, emphasizing a hybrid approach. It also discusses participative management styles, elements of organizational change management, and the importance of defining organizational goals through a mission and vision. The conclusion advocates for a team-based structure allowing employee input to optimize performance and dedication through lateral communication, a strong theory, committed management, and a clear mission and vision.
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The document discusses several theories of motivation including: Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic needs before moving on to higher level needs; Herzberg's two-factor theory which distinguishes between motivators and hygiene factors; and expectancy theory which proposes that effort, performance, and rewards are linked. It also discusses job characteristics theory and the motivating potential of different job design elements like skill variety, task identity, and autonomy. Finally, it covers different employee involvement programs and how they relate to motivation theories.
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The document discusses human motivation and incentives for contributing to Web 2.0 platforms. It covers theories of motivation like need theories, job characteristics approach, and reinforcement theory. It also discusses intrinsic and extrinsic motivations as well as designing incentive systems using game theory and mechanism design. A case study is presented on designing incentives for semantic annotation at a research organization through workshops, interviews, and a lab experiment comparing incentive systems.
Chapter 3Organizing the Workplace[These slides .docx
*
Chapter 3
Organizing the Workplace
[These slides are intended to be used in conjunction with Health Care Management by Donald J. Lombardi and John R. Schermerhorn, Jr. with Brian Kramer (the Text). Please refer to the Text for a more complete explanation of the materials covered herein and for all source material references.]
Copyright by John Wiley and Sons, 2006
*Organizing is the process of arranging people and other resources to work together to accomplish a goal.Organization structure refers to the system of tasks, workflow, reporting relationships, and communication channels that link the diverse parts of an organization. Restructuring is the process of changing an organization’s structure in an attempt to improve performance.
Common Organizational Structures
*
Organizing and
Management Functions
*
Formal and Informal Structures
The formal structure is the intended or official structure of an organization. An organization chart is a diagram that identifies key positions, job titles, lines of authority, and communication within an organization. An organizational chart may reveal the following about an organization:the division of worksupervisory relationshipscommunication channelsmajor subunitslevels of managementThe informal structure is the unofficial but often critical working relationships among organizational members, regardless of formal titles and relationships.
*Functional structure refers to an organizational strategy in which people with similar skills and performing similar tasks are grouped together. The major advantages of a functional structure include:efficient use of resources within and between functional areasconsistent and appropriate task assignments based on expertise and training within each functional areahigh-quality technical problem-solving;in-depth training and skill development within functionsclear career paths within functions.Some disadvantages include:creation of functional chimneysreliance on upper managementconfusion and responsibility-shifting
Functional Structures
*
Divisional StructureDivisional structures group together people who provide the same services, work within the same processes, serve similar audiences, or are located in the same area or geographical region.Potential advantages include:More flexibility in responding to environmental changesImproved coordination across functional departmentsClearer points of responsibility for delivery of services or productsExpertise focused on specific patients or customers, products, and regionsGreater ease in changing size by adding or deleting divisions.Potential disadvantages include:RedundancyInternal competitionTunnel vision
*Matrix structure combines elements of both the functional and divisional structures, using permanent cross-functional teams to integrate functional expertise with divisional focus. Potential advantages include:more interfunctional cooperation in operationsincreased flexibility in meeting chan.
Action Science 1
Action Science is an approach that aims to improve organizational effectiveness by addressing barriers to change caused by defensive interpersonal relationships and behaviors. It focuses on examining theories of action - the underlying beliefs, values, and mental models that drive behaviors. Leaders are taught to reflect on their own behaviors and challenge underlying assumptions through techniques like productive reasoning and analysis of real workplace experiences. This allows organizations to move from a Model 1 theory of action based on unilateral control and winning to a Model 2 theory that values valid information, informed choice, and internal commitment to change.
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There are three main approaches to creating internal pay structures: competency-based, skill-based, and job-based. Competency-based structures link pay to demonstrated competencies, skill-based structures link pay to all skills attained regardless of job, and job-based structures link pay to the job performed. Each approach has different procedures, employee focus, advantages, and limitations.
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The document discusses various methods for creating internal job structures through job evaluation. It describes analyzing jobs based on factors like skills, effort, responsibility, working conditions to determine each job's value. A point factor method assigns numerical values to job components and factors to quantitatively assess a job's worth. Key decisions include which evaluation method, compensable factors, factor weights to use. Benchmark jobs help define the system. Involving stakeholders is important for acceptance. The end product is a job hierarchy showing each role's relative value.
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This chapter discusses various therapies used to treat psychological disorders. It covers insight therapies like psychoanalysis and psychodynamic therapies, relationship therapies like family and couple therapy, behavior therapies using principles of conditioning, cognitive therapies challenging irrational beliefs like rational emotive therapy and cognitive therapy, biomedical therapies using drugs, electroconvulsive therapy, and psychosurgery, and evaluating the effectiveness of these different therapeutic approaches.
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This chapter discusses various psychological disorders including anxiety disorders, mood disorders, schizophrenia, and other disorders. It defines psychological disorders and explains how clinicians use the DSM-IV-TR to diagnose disorders. Some key points discussed include:
1) Anxiety disorders are characterized by frequent fearful thoughts and include generalized anxiety disorder, panic disorder, phobias, and obsessive-compulsive disorder.
2) Mood disorders involve extreme disturbances in emotion/mood and include major depressive disorder and bipolar disorder.
3) Schizophrenia is a severe disorder characterized by psychosis, hallucinations, and disorganized thinking. It has positive and negative symptoms.
4) Other disorders discussed include somatoform
Chapter 11
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Chapter 8
This chapter discusses human development across the lifespan. It covers major theories of development, including those proposed by Piaget, Kohlberg, Erikson, and others. Key stages of development are discussed, such as prenatal development, infancy, childhood, adolescence, and adulthood. For each period, important milestones and influences on development are described.
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Chapter 5
This chapter discusses three types of learning: classical conditioning, operant conditioning, and cognitive learning. Classical conditioning involves learning associations between stimuli through repeated pairings, as discovered by Pavlov. Operant conditioning involves learning through consequences, as demonstrated by Thorndike and Skinner. Cognitive learning focuses on mental processes like problem solving and insight. Applications of these learning principles include biofeedback, behavior modification, and the effects of observational learning.
Chapter 4
The document discusses various states of consciousness including sleep, dreams, meditation, hypnosis, and psychoactive drugs. It provides information on circadian rhythms and how they regulate bodily functions. It describes the stages of non-REM and REM sleep and how sleep patterns change across the lifespan. Side effects of sleep deprivation are outlined as well as various sleep disorders. Theories of dreaming and how they differ from Freud's views are summarized. Benefits of meditation and explanations of hypnosis are provided. Finally, it describes how different classes of psychoactive drugs like stimulants, depressants, and hallucinogens affect the brain and behavior.
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2) The five traditional senses - vision, hearing, smell, taste, and touch - are discussed in detail, explaining how each sense works from stimulus detection to neural transmission.
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- 1. 3 Internal alignment, often called internal equity, refers to the pay relationships between the jobs / skills / competencies within a single organization. The relationships form a pay structure that can support the workflow, is consistent among employees, and directs their behavior toward organization objectives.
- 2. 3 Compensation Strategy: Internal Equity…If done properly, it: Supports Work Flow Supports Fairness Directs Behavior Toward Organization Objectives (Motivation)
- 3. 3 Pay structure, refers to the array of pay rates for different work or skills within a single organization. The number of levels, differentials in pay between the levels, and the criteria used to determine those differences create the structure. They may vary greatly between organizations.
- 4. 3 Internal Consistency: A Typical Engineering Job Structure Hierarchy Entry Level I Engineer: Limited use of basic principles. Close supervision. Senior Engineer: Full use of standard principles and concepts. Under general supervision. Systems Engineer: Wide applications of principles and concepts, plus working knowledge of other related disciplines. Under very general direction. Lead Engineer: Applies extensive knowledge as a generalist or specialist. Exercises wide latitude. Advisor Engineer: Applies advanced principles, theories, and concepts. Assignments often self-initiated. Recognized Consultant Engineer: Exhibits an exceptional degree of ingenuity, Authority – creativity, and resourcefulness. Acts independently to uncover and resolve Level VI operational problems.
- 5. 3 What Shapes Internal Structures? EXTERNAL FACTORS: Economic Pressures Government Policies, Laws, Regulations Stakeholders Cultures and Customs (not really relevant in the US today) ORGANIZATION FACTORS: Strategy HR Policy Available Technology Employee Acceptance Human Capital Cost Implications (People) INTERNAL STRUCTURE: Levels Differentials Criteria
- 6. 3 Which Structure has the Greatest Impact on Performance? On Fairness? Structure A Structure B Layered (Classical) De-layered (Broadband) Chief Engineer Chief Engineer Engineering Manager Consulting Engineer Senior Lead Engineer Lead Engineer Consulting Engineer Senior Engineer Engineer Engineer Trainee Associate Engineer
- 7. 3 Strategic Choice: Hierarchical vs Egalitarian Egalitarian Hierarchical (Broad bands) Levels Many Fewer Differentials Large Small Criteria Person or Job Person or Job Supports: Close Fit Loose Fit Work Organization Individual Performers Teams Consistent Application Performance Equal Treatment Behaviors Opportunities for Promotion Cooperation
- 8. 3 Benefits of an Internally Aligned (Equitable) Structure Undertake training Increase experience Reduce turnover Pay structure Facilitate career progression Facilitate performance Reduce pay-related grievances Reduce pay-related work stoppages
- 9. 3 What Research Tells Us About the Effects of Various Structures Equity Theory Tournament Theory Institutional Model: Copy Others
- 10. 3- Perceived Equity of a Pay Structure (Equity Theory) MY PAY OTHERS’ PAY My qualifications Their qualifications My work performed Their work performed My product value Their product value
- 11. 3- Which Structure Fits Your Organization Best? How the work is organized Consistent among employees Directs behavior toward organization objectives