Week 4 Discussion Post – Business mgmt.
Week 4 Discussion
Enriching Jobs and Organizational Functionality
This week’s readings have addressed how the nature and design of an organization’s jobs can potentially influence the job satisfaction and the degree of motivation of employees, as well as impact the entire culture and productivity of the organization.
Based on your reading for this week:
Post by Day 3 a 150- to 500-word statement in the Discussion thread that answers all of the following questions:
- How can managers enrich or enlarge employees’ jobs?
- What reactions, both positive and negative, might an employee have to a change in responsibilities or duties, and why?
- How might job enrichment or enlargement impact an organization’s culture, productivity, and profitability?
Support your work with specific citations from the Learning Resources. You are allowed to draw from additional sources to support your argument, but you must cite using APA standards. All quoted material must be identified, cited, and referenced per APA standards.
You are encouraged to enrich your posting with your personal examples, experience, or insights.
Edit your postings carefully for spelling, grammar, and punctuation errors.
Respond by Day 6 with at least 75 words each to two or more of your colleagues’ postings in one or more of the following ways:
- Ask a probing question.
- Share an insight from having read your colleague’s posting.
- Offer and support an opinion.
- Make a suggestion.
- Expand on your colleague’s posting.
Please note that that you are expected to post and respond to class Discussions a minimum of 2 different days each week (1 day to submit your post, another to respond to your colleagues). Points will be deducted if you do not participate in the course Discussion on at least on 2 days during the week.
Return to this Discussion in a few days to read the responses to your posting and responses. Note what you have learned and the insights that you gained as a result of participating in this Discussion.
- Jones, G. R., & George, J. M. (2014). Essentials of contemporary management (6th ed.). New York, NY: McGraw-Hill.
- Chapter 7, “Designing Organizational Structure” (pp. 222–257)
This chapter addresses the different ways of structuring an organization. The authors emphasize the ways in which environmental, technology, and human factors can and should influence the choice of organizational structure. This discussion flows into an explanation of designing jobs, grouping jobs, and then forming divisions within an organization that may be based on functional, geographic, product, or market areas. The criteria and variations in global structures are also discussed. Finally the authors explain the establishment of lines of authority, communication, and collaboration.
Focus on the definitions and concepts provided throughout this chapter. Think about an organization that you have been a part of or are familiar with. Did that organization appear to have been rationally organized to achieve specific criteria? Were responsibilities clearly delineated? Were there unnecessary obstacles to communication or collaboration? Was technology adapted to the organization’s design, or was the organization’s structure adapted to take advantage of new technology? Was the structure of the organization truly efficient and effective? Did the organization’s structure influence the productivity and morale of employees? How might you go about changing the structure of that organization?
- Chapter 8, “Control, Change, and Entrepreneurship” (pp. 258–295)
This chapter addresses the importance of organizational control and of designing a control process, as well as how technology and the establishment of control systems can facilitate organizational control. Two categories of control processes are examined. (1) “Output control” focuses on quantitative indicators of output, production, quality, satisfaction, and the achievement of goals, objectives, and targets. (2) “Behavior control” focuses on directing and influencing the behavior of employees and groups of employees through the use of goals, objectives, policies, procedures, rules, boundaries, and direct supervision. Lastly, control is discussed as an important element of change management and of entrepreneurship.
Focus on the definitions and concepts provided throughout this chapter. Think about an organization that you have been a part of or are familiar with. Did the managers and supervisors have effective control over their areas of responsibilities? When the managers and supervisors wanted something changed or done, did this get changed or done in an efficient manner? Did the managers and supervisors really know what was occurring within their areas of responsibilities? Were there clear standards of performance and personal conduct, and how were these standards monitored and enforced? Were there goals, objectives, or targets for all functional areas? Was progress toward those goals, objectives, or targets continually monitored?
- Chapter 9, “Motivation” (pp. 296–325)
This chapter addresses the nature of human motivation and introduces you to various theories that explain various aspects of motivation. Those theories include the family of “needs” theories, as well as expectancy theory, equity theory, goal-setting theory, and two learning theories. The chapter ends with a discussion of various ways in which money, in the form of compensation, has been used to influence employees’ behavior and performance.
Focus on the definitions and concepts provided throughout this chapter. Try to see how each of the theories complements the other theories. Ask yourself, what does each motivational theory contribute to your understanding of human motivation? What are the differences and the relationship between job satisfaction and motivation? What is the difference between attempting to motiv
- Chapter 7, “Designing Organizational Structure” (pp. 222–257)
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