Job specialisation (or job simplification) p235: Refers to the narrowing down of activities to simple, repetitive routines: used in industries where many of the employees are illiterate or inexperienced Job expansion p236: Almost the opposite of job simplification the process of making a job less specialised through: – Job rotation performing different jobs for a set period of time – Job enlargement from the thinking of industrial engineers) the employee carries out a wider range of – activities of approximately the same level of skill, it is thus more interesting because it is more varied Job enrichment implemented by adding depth to the job: – Based on Herzberg’s two-factor theory of motivation Herzberg argued that job rotation and job enlargement do not enhance employee motivation - a worker should be provided with actual control over the task to be more motivated Involves increasing the number of tasks a worker does and the control the worker has over the job Two more forms: work teams and the job characteristics model Delegation p236: The process through which managers assign a portion of their total workload to others authority is also passed on to – an employee. Managers delegate for the following reasons: Promotes succession planning Enables manager to get more management work done Subordinates profit from delegation to develop decision-making and problem-solving skill – Managers remain accountable for subordinates The parity principle: Neither managers nor subordinates should be held responsible for things beyond their control or influence Authority and responsibility should be co-equal Principles of Effective Delegation p237: Explain the reasons for delegating Set clear standards and goals Ensure clarity of authority and responsibility Involve subordinates Request the completion of Provide performance training Provide feedback to the subordinate The Advantages of Delegation p237: Managers who train their staff to accept more responsibility are in a good position themselves to accept more authority and responsibility from higher levels of management
Job specialisation (or job simplification) p235: Refers to the narrowing down of activities to simple, repetitive routines: used in industries where many of the employees are illiterate or inexperienced Job expansion p236: Almost the opposite of job simplification – the process of making a job less specialised through: Job rotation – performing different jobs for a set period of time Job enlargement from the thinking of industrial engineers) – the employee carries out a wider range of activities of approximately the same level of skill, it is thus more interesting because it is more varied Job enrichment – implemented by adding depth to the job: Based on Herzberg’s two-factor theory of motivation Herzberg argued that job rotation and job enlargement do not enhance employee motivation - a worker should be provided with actual control over the task to be more motivated Involves increasing the number of tasks a worker does and the control the worker has over the job Two more forms: work teams and the job characteristics model Delegation p236: The process through which managers assign a portion of their total workload to others – authority is also passed on to an employee. Managers delegate for the following reasons: Promotes succession planning Enables manager to get more management work done Subordinates profit from delegation – to develop decision-making and problem-solving skill Managers remain accountable for subordinates The parity principle: Neither managers nor subordinates should be held responsible for things beyond their control or influence Authority and responsibility should be co-equal Principles of Effective Delegation p237: Explain the reasons for delegating Set clear standards and goals Ensure clarity of authority and responsibility Involve subordinates Request the completion of Provide performance training Provide feedback to the subordinate The Advantages of Delegation p237: Managers who train their staff to accept more responsibility are in a good position themselves to accept more authority and responsibility from higher levels of management
MNG2601-study_notes_2012_final.docx