Change and Culture Case Study II

CHANGE AND CULTURE CASE STUDY II Name: Grade Course: Tutor`s Name: (20, January, 2011) Change and Culture Case Study II: Job Redesigning Introduction The process of redesigning of an employees job involve changing or restructuring of the current job core elements to make it more motivating for the job performer. It may also be defined as a process of enhancing the motivational potential of a given job description through alteration of the job`s core elements. The process of job redesigning may happen in three ways ;through job enlargement where it involve alteration of activities at similar levels ,job rotation involving movement from one job description to another and finally it may occur through job enrichment which is a redesigning process intended to allow performers experience more responsibility, growth, achievement as well as recognition. Process of job redesign Before the organization carries out a job design for its staff in this case the creation of more responsibilities for the universal worker in offering of patient care services, there is a recommended procedure that must be considered to ensure that the process becomes successful and prevents impacting negatively on the operations of the organization. The process of job re-structuring is a sensitive issue considering the fact that some of its models have been tried by some organizations in the past but have encountered problems prompting their failure in implementation (Alto, 1999). First, one carrying out the redesigning process using the socio-technical model must select the organizational system or subsystem that is to be focused on and this includes carting out of studies concerning the specific group of workers that are to be involved in the process and how they relate to each other at work place. The study must also identify the larger organizational broader objectives of which the jobs redesigned are part of it and devise ways in which the process such goals can be accomplished under the new structure. In addition to that one must consider the structure of the current job classification system in the company. Secondly the manager undertaking the process, must define the relevant tasks as well as the activities in the organization and these includes the work tasks that promotes accomplishment of the organizations objectives, the unique personal or managerial skills that are required, the unique need and aspirations of the workers in such jobs, and finally the need to always keep in mind the function of the organization involved and the importance of maintaining a balance between the social and technical requirements of the organization (Feder, 2000). The third process involved in the redesigning of the job in the company is the stage of carrying out of a job analysis and this involves use of interview to acquire information from the job incumbents and their supervisors, use of direct observation or from the on-the-job experience, organizing meeting with those in high level management of the organization as well as the representatives from the human resource department, filing of questionnaire and checklists by supervisors, job incumbent and any other person familia...