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Point/Counterpoint: The Key to Design a Job

Introduction

In the field of Organizational Behavior, job design is considered to be one of the most studied concepts (O'Reilly, 1991). Job Design can be defined as the way in which the tasks along with entire position are organized. With the help of job design, it can be determined that what tasks are required to be done, when and how the tasks will be carried out, the number of the task to be performed, the sequence in which the tasks will be done, and the factors which can affect the tasks. This assignment is prepared with an objective to highlights both opinions that jobs should be designed around groups and the jobs should be designed around individuals. At the end, personal opinion is provided in the light of the provided analysis.

Group design is the most appropriate key to design a job

An organization comprises of a number of individuals who are then transformed into teams and groups in order to successfully complete the tasks. One of the important considerations at the time of designing a job is whether it should be designed around the groups or individuals, as some people might feel comfortable while working in groups and other consider individual recognition and accountability as most important (Weber, 1947). Groups design is considered to be the most appropriate key for designing a job because of a number of reasons as these are the groups who are considered as the ideal building blocks for an organization. The reasons for designing jobs around groups are highlighted below:

Learning and working in groups could provide members with an opportunity to share and learn values of each other and effectively utilize the resources assigned to them.

Jobs design around groups enables people to understand diversity of the organizational culture and transform their group into a team.

Groups that are smaller in size are generally considered good for people because they provide an opportunity of fulfillment of the social needs of the individual members. In groups, employees can operate as support for each other at the time of crisis and stress.

When the jobs are designed around groups, a synergetic effect is produced that cannot be achieved by an individual employee.

Groups serve as good problem finding tools. Creativity and innovations can better be promoted at group level, providing a chance to come up with novel elucidations for the effective problem solution.

At the time of operating within a particular scenario, there might be a number of decision situations. In such circumstances, a general observation is that groups make better decisions as compare to individuals.

Groups also serve as an effective implementation tool as the commitment from the members can be gained, that will enable the most successful completion of the organizational tasks.

With the help of job design around groups, individual members can be effectively controlled and are made disciplined. Impersonal quasi-legal disciplinary systems remain ineffective in controlling the individual employees; therefore, it can be ascertained that group norms serve as powerful and influential ...