10. #WorkDesign
It is true that many specific, well-defined jobs
continue to exist in contemporary organizations. But
we presently are in the midst of what we believe are
fundamental changes in the relationships among
people, the work they do, and the organizations for
which they do it (p. 466).
Oldham & Hackman (2010)
http://dash.harvard.edu/bitstream/handle/1/5339439/FutureOfJobDesign--
Final.pdf
11. #WorkDesign
Move away from pure focus on
“leaders” and toward practices of:
Anticipation
Visioning
Creating flexible alternatives
Initiation of change
Extrapolating from Ireland & Hitt, 1999
12. #WorkDesign
The knowledge to work
independently comes from
feedback from the work,
technology, & {not?] location
We validate a model that takes us from job design to work design. These
are the factors we can offer to modern workers looking to take on more of
their own job crafting (Griffith, Nordbäck, Sawyer, & Rice, 2015)
Wed (2-3:30)
18. #WorkDesign
What does Google know
about how we all work?
First drafts versus final drafts. What emails get answered? When should a
particular person get a particular kind of email -- route it that way. Physical
activity and productivity…
28. #WorkDesign
Move away from pure focus on
“leaders” and toward practices of:
Anticipation
Visioning
Creating flexible alternatives
Initiation of change
Extrapolating from Ireland & Hitt, 1999
31. #WorkDesign
Electronic Dependence &
Copresence
Gibson, C. B., Gibbs, J. L., Stanko, T. L., Tesluk, P., & Cohen, S. G. (2011). Including the
“I” in virtuality and modern job design: Extending the job characteristics model to
include the moderating effect of individual experiences of electronic dependence and
copresence. Organization Science, 22(6), 1481-1499.
32.
33. #WorkDesign33
Gibson, C. B., Gibbs, J. L., Stanko, T. L., Tesluk, P., & Cohen, S. G.
(2011). Including the “I” in virtuality and modern job design: Extending
the job characteristics model to include the moderating effect of
individual experiences of electronic dependence and copresence.
Organization Science, 22(6), 1481-1499.
Editor's Notes
Let’s start with some data
About 200 a week?
12/29/2014
12/29/2014
Depiction by John Trumbull of Washington resigning his commission as commander-in-chief
Most of these books are focused on interpersonal leadership – leadership that looks like this with
The light shining down on the leader.
http://westerncivguides.umwblogs.org/2012/05/01/population-growth-pre-post-industrial-revolution/
The focus on interpersonal leadership made sense following the Industrial revolution. People moved
To be closer to their work. Now the trend is in the other direction (with perhaps an exception for
Silicon Valley)
http://scottberkun.com/2013/how-many-companies-are-100-distributed/
Scott Berkun’s book, The Year Without Pants chronicled his time at Automattic, a fully distributed co.
Kerr, S., and Jermier, J.M., "Substitutes for Leadership: Their Meaning and Measurement", Organizational Behavior and Human Performance, 22(1978, pp. 375-403.
Jermier, J.M., and Kerr, S., "Substitutes for Leadership: Their Meaning and Measurement—Contextual Recollections and Current Observations", The Leadership Quarterly, 8(2), 1997, pp. 95-101.
How could I use this data to improve on my own work strategies? What could my team do?
Mozilla Developer Network
Opportunities to leverage systems platforms for work
Gibson, C. B., Gibbs, J. L., Stanko, T. L., Tesluk, P., & Cohen, S. G. (2011). Including the “I” in virtuality and modern job design: Extending the job characteristics model to include the moderating effect of individual experiences of electronic dependence and copresence. Organization Science, 22(6), 1481-1499.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279.
