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At this point in the course, you have many things to keep in your
mind about organizational behavior. Chapter 14 addresses job design to
the organizational behavior model.
As Chapter 14 implies, models are often oversimplified and leave out
the complicating factor of individual differences (refer back to Figure
3.1 on page 83). Herzberg pointed out that not every job or person is a
fit for enrichment. Businesses and their strategies differ and the kinds
of skills, procedures, and behavior required on the factory floor is
quite different from those required for a leading-edge design shop. In
addition, people with the same abilities and personalities may be at
different levels in terms of satisfying their needs (e.g., Maslow’s
hierarchy). It should be no surprise to you that both job and
organizational design are situational and interdependent with many other
concepts involved in the “management of human energy.”
1. In either designing the job, or in hiring to fill the job, does
your organization consider any of the individual factors that might
influence success? Explain your answer and consider the following
factors:
– Cultural differences in the people (Chapters 1 and 2)
– Personality factors like MBTI type, conscientiousness, locus of control, and hardiness
– Where a person is in satisfying their higher- and lower-level needs (Chapter 5)
2. In your organization, are there any jobs that appear to have been
successfully designed (either initially or as they have “evolved”) using
ideas like those described in the textbook? Anchor your comments in the
achievement of the three critical states described on page 525, and in
the achievement of “engagement” as described on pages 526-527.