Business Process and Job (Re)Design

1. Chapter 12 Business Process andJob (Re)Design

2. Learning Objectives • Recognize how end-user computing introduces change at the organizational, work group, and individual levels throughout the organization. • Explain why business process redesign is a critical competence for contemporary organizations. • Describe the four basic phases of business process redesign methodology. • Explain the difference between command-and-control management and empowerment. • Describe how to establish boundaries to create empowerment while maintaining appropriate managerial control.

3. Learning Objectives 2 • Discuss the need for job (re)design. • Differentiate between task analysis and job analysis. • Identify various approaches to business process and job redesign. • Explain the major characteristics of jobs that motivate workers. • Identify core job dimensions to be considered when designing jobs. • Choose appropriate techniques for redesigning jobs. • Evaluate the way organizations are using technology to redesign jobs.

4. Business Processes, Work Groups, and Jobs • Structure • People • Both workers and customers • Process • Technology

5. Business Process Redesign (BPR) • Diagnosis • (Re)Design • Initial process redesign • Process walkthrough • Prototype • Pilot testing • Final process design

6. Business Process Redesign (BPR) • Implementation • Implementation plan • Initial field implementation • Phased rollout • Institutionalization

7. Approaches to Job Design • Job enlargement and job rotation • Job enrichment • Job characteristics approach • Skill variety • Task identity • Task significance • Autonomy • Job feedback

8. Approaches to Job Design • Sociotechnical (Systems) Approach • Quality of work life (QWL) programs • Empowerment • Perspectives on job design approaches

9. The Relationship Between Technology, Business Process, & Job Design • IT changes jobs several ways • Procedures for completing tasks may change • Job boundaries may change • Automation creates new tasks • Technology creates new tasks

10. The Relationship Between Technology, Business Process, & Job Design • Computer-mediated work • Coping with computer logic • Worker frustration • Altered social structure • De-skilling versus enhancing jobs • Changes in organizational structure and communications • Technology as an enabler for job and work group design

11. The Redesign of Jobs • Characteristics of motivating jobs • Work seen as meaningful • Workers responsible for results • Workers know their results • Growth satisfaction • Meeting employee’s desire for growth

12. The Redesign of Jobs • Designing jobs for individuals • Task combination • Forming natural work units • Establish client relationships • Vertically loading jobs • Establishing feedback channels

13. The Redesign of Jobs • Designing self-managing work groups • Criteria for group effectiveness • Work group meets or exceeds standards of quality and quantity • Group experience meets personal needs of members • Social process maintains or enhances capability of members to work together • Composition of work groups

14. The Redesign of Jobs • Analyzing opportunities for work redesign • Consultants • Mission statement of the work unit • Work flow analysis • Observations and interviews • Survey instruments • Physical layout

15. The Redesign of Jobs • Technology, business process, and job design in perspective • Improved performance • Rethinking the way products and services are produced and delivered • Technology as an enabler

16. Summary Key Terms: • Accountability • Authority • Business process redesign (or reengineering) • Command and control management • Computer-mediated work • Core business process • De-skilling • Empowerment • Enhancing • Job • Job design • Job enlargement • Job enrichment • Job rotation • Quality of work life (QWL) • Responsibility • Self-managing work groups • Sociotechnical systems • Third wave management • Two-factor theory of motivation

17. Next: Innovation and Strategic Planning Chapter 13