Back to Basics: Facilitating Engagement in Modern Work Environments

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This document discusses how work environments have changed and the need to facilitate engagement in modern work settings. It predicts that future work will be less focused on specific job properties and more on allowing self-managing individuals and teams to coordinate using technology to achieve collective goals. It also discusses substitutes for leadership like feedback from work itself, technology support, workplace context, and knowledge to work independently from supervisors. The document questions if previous results on this topic are sound and considers implications if true, such as a second organization of less sophisticated employees and how this model could be applied globally with both employees and independents.

Business Technologie

Back to Basics:
Facilitating Engagement in
Modern Work Environments
Terri L. Griffith
Emma Nordbäck
John E. Sawyer
Ron E. Rice
terri.es/1gabIhp

Workforce Premise
Employees
Non-
Employees

Workforce Premise
Employees
Non-
EmployeesWork Design
Leadership?

Three R’s and a D
Relationships to City Labs,
Social Media Privacy &
Lists…

But First,
Do Non-Hierarchical
Design Features Matter?

Social Facilitation
and the
Beginnings of Social Psychology

1986

“In the last chapter of our 1980 book on work redesign, we made
some predictions about how work would be designed in the future—
and we got it exactly wrong….
…[in the future] less concerned with the properties of specific jobs
and more with ways of exploiting technological advances to help self-
managing individuals and teams efficiently coordinate what they do
in pursuit of collective purposes.”

Substitutes (Compliments) for
Leadership
Feedback from the Work Itself
Technology Support
Workplace/Context
Knowledge to Work Independent of
Supervisor

Our Quest
Are these results sound or have we missed
something? If sound, I think this is a big deal.
We will have a second organization of less
sophisticated employees soon.
How might we do this globally with both
employees and independents? (which gets us
closer to answers for basic education)

terri.es/1gabIhp
CityWorkLife project funded by Tekes
and our Universities

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Case Number 39 Andy Grove of Intel: Entrepreneur Turned Executive Andy Grove, one of the three founders of Intel Corporation, was asked three questions by Peter F. Drucker in a 1986 interview. The three questions appear below along with Dr. Grove’s responses. QUESTION 1 If there were one thing to tell a young man or woman who starts out with their own new business and wants to build it, what is the one absolutely essential thing you would tell them? If I had one shot at getting something into a person’s mind or heart in this situation, it would be the concept of submerging their own self and putting it behind the interests of the enterprise. They should not put themselves ahead of the enterprise. And I can’t say that emphatically enough. Whatever problems I have seen all come from people wanting to succeed personally, wanting to be right personally, wanting to win an argument personally, wanting an organization change to propel them ahead personally, without considering what impact that desire or that change has on the organization. Particularly when you are in the small boat with a number of other people—close proximity and pressures are high and tension is high. Getting into the people’s mind that you won’t get there any faster by positioning yourself at the bow of the boat; you’ll only get there faster if you row faster and move the boat forward. If you can get this into the founding people’s hearts and minds, you have won automatically the majority of the battles that will come up. The only thing that matters is the enterprise. You cannot succeed if the enterprise does not succeed. And if the enterprise succeeds, there will be enough success to go around and you’ll get your share. So, my admonishment to any person in that situation is, Don’t put your ego ahead of the enterprise, because you will lose. What is right matters, not who is right. QUESTION 2 What did you have to learn to do and what did you have to learn not to do at the beginning, when the three of you sat down and began to build the company and the business? And then how did this change once the company was successful and very large? The job [initially] was very simple conceptually. You needed to do a certain number of things today, a certain number of things tomorrow, and a certain number of things by the end of the month. And unlike in a company like Intel today, where we are very preoccupied with the process of how to do things, we knew what to do and somebody went and did it. This lack of interest in the process of how you are doing things started to give way to more thought to the [formal] process maybe about three years into the life of the company. For the first three years, there was no game plan; people just did things that they were naturally attracted to, and very rarely did they collide. We only hired people with very specific skills; there was no training involved. We were concerned with people right from the very beginning of the company. The nature of the con ...

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Running Head: Apple Organization 3 Apple organization Student Name Institutional Affiliation Apple Organization Apple delivers the best user experience evident in their products, but still, there are still crucial areas within the facets of the organization that needs improvement and design. Despite leading concerning innovation all over the world, Apple is in dire need of strong marketing vision to spearhead the company forward regarding development. It is important to acknowledge the fact that Apple has outstanding pricing strategies with commitments to designing each foundation of its hardware to produce compelling customer electronic experience. Primarily one of the areas that need improvement in Apple is pricing. Despite the fact that Apple offers the best user experience in their products it is also however crucial to acknowledge the fact that their products are getting increasing exorbitant in developing economies. By all accounts, it is not possible for everyone to afford their products, therefore, cutting down the prices a little bit would contribute profoundly in leveraging the companies’ profits regarding distribution and sales. Consequently, entering other markets is a big challenge for Apple. Innovations dealing with wireless headphones and Apple TV, for instance, has become a thing of the past since Apple is limited and reluctant in exploring other market basements. It is crucial to note that with the expertise and experience they have in their industry it appeals to logic if they persist in limiting themselves to specific products. Besides distribution of cash, the international warranty also needs a lot of improvement and design. Currently, a different warranty is limited to specific areas for instance instead of services for assurance are offered in particular countries. Finally, Apple organization has not pushed the agenda of acquisition front until the now specific specification is vital in ensuring the improvement of the company. Reference Kaplan, R. S., & Norton, D. P. (1995). Putting the balanced scorecard to work. Performance measurement, management, and appraisal sourcebook, 66, 17511. Running Head: Conflict Resolution in HR 1 Conflict Resolution in Human Resource Management By (Writer’s Name) Course Professor Name of the Institute October 21, 2017 Part A Briefly, describe the elements of Group Dynamics and give at least 2 examples of conflict resolution within an HR context. Group Dynamics Grouping of more than two person having mutual goals, values and are independent relationship refers as a group. There are different types of groups depending on their work, nature, and goals. In this question, we deal with the business group in human resource management. It is important to see that acceptance, leadership, purpose, and communication is four aspects which form a group. A common observation is that in routine, we see two or more then persons collaborate and communicate with each other f ...

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Week 7 Discussion post As we continue our search and research to gain understanding about Organizational behavior. Starting with chapter fifth teen This week we are faced with the study of organizational structures and their foundations. Carful analysis shows that the structure of an organization has a large impact on behavior. To begin to fully understand organizational structure we must first define what this term is. Organizational structure defines how job tasks are formally divided, grouped, and coordinated (Robbins, S. & Judge T.). Managers can find help when developing organizational structure by following the seven key elements of organizational structure. 1. Work specialization, or division of labor, the degree to which tasks in an organization are subdivided into separate jobs (Robbins, S. & Judge T.). This is when are job is divided up into several steps and each step is worked on by a different individual. Which then creates the concept of specialization for employees. 2. Departmentalization is the basis by which jobs are grouped together (Robbins, S. & Judge T.). The jobs must be grouped together so common tasks can be coordinated. 3. The Chain of command is an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom (Robbins, S. & Judge T.). This element has lost a lot of its power through the years and is now less and less important. 4. The span of control describes the number of subordinates a manager can efficiently and effectively direct (Robbins, S. & Judge T.). 5. Centralization is the degree to which decision making is concentrated at a single point in an organization (Robbins, S. & Judge T.). Decentralized decision making is the degree to which decision making is pushed down to the managers closest to the action or to workgroups (Robbins, S. & Judge T.). 6. Formalization refers to the degree to which jobs within an organization are standardized (Robbins, S. & Judge T.). this element allows employees as great deal of freedom to exercise discretion in their work. 7. Boundary spanning occurs when individuals form relationships with people outside their formally assigned groups. When developing and implementing the organizational structure using these elements it is key that the manager does not fall to creating hierarches that overly limit employee’s empowerment and autonomy (Robbins, S. & Judge T.). The next chapter we were assigned this week is chapter sixteen and here we learned about the cultures that are established within organizations. Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations (Robbins, S. & Judge T.). just like the structures of organization, there are seven primary characteristics that seem to capture the essence of an organization’s culture. 1. Innovation and risk taking. The degree to which employees are encouraged to be innovative and take ...

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1. Back to Basics: Facilitating Engagement in Modern Work Environments Terri L. Griffith Emma Nordbäck John E. Sawyer Ron E. Rice terri.es/1gabIhp

2. Workforce Premise Employees Non- Employees

3. Workforce Premise Employees Non- EmployeesWork Design Leadership?

4. Three R’s and a D Relationships to City Labs, Social Media Privacy & Lists…

5. But First, Do Non-Hierarchical Design Features Matter?

6.

7.

8. Social Facilitation and the Beginnings of Social Psychology

9.

11. “In the last chapter of our 1980 book on work redesign, we made some predictions about how work would be designed in the future— and we got it exactly wrong…. …[in the future] less concerned with the properties of specific jobs and more with ways of exploiting technological advances to help self- managing individuals and teams efficiently coordinate what they do in pursuit of collective purposes.”

12.

13. Substitutes (Compliments) for Leadership Feedback from the Work Itself Technology Support Workplace/Context Knowledge to Work Independent of Supervisor

14.

15. Our Quest Are these results sound or have we missed something? If sound, I think this is a big deal. We will have a second organization of less sophisticated employees soon. How might we do this globally with both employees and independents? (which gets us closer to answers for basic education)

16. terri.es/1gabIhp CityWorkLife project funded by Tekes and our Universities