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    Design of Individual Positions

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    Phoeza Espinosa Villanueva
    This document discusses Mintzberg's design parameters for individual positions, including job specialization, behavior formalization, and training/indoctrination. It describes job specialization in terms of horizontal breadth/scope of tasks and vertical depth of control. Behavior can be formalized through positions, work flow, or rules. Training teaches job skills while indoctrination teaches organizational norms. Unskilled positions have extensive specialization and formalized behavior, while professional positions have complex work that cannot be easily specialized or formalized.

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    © All Rights Reserved
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    Design of Individual Positions

    Uploaded by

    Phoeza Espinosa Villanueva
    182 views12 pages
    This document discusses Mintzberg's design parameters for individual positions, including job specialization, behavior formalization, and training/indoctrination. It describes job specialization in terms of horizontal breadth/scope of tasks and vertical depth of control. Behavior can be formalized through positions, work flow, or rules. Training teaches job skills while indoctrination teaches organizational norms. Unskilled positions have extensive specialization and formalized behavior, while professional positions have complex work that cannot be easily specialized or formalized.

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    2. Design of Individual Positions

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    This document discusses Mintzberg's design parameters for individual positions, including job specialization, behavior formalization, and training/indoctrination. It describes job specialization in terms of horizontal breadth/scope of tasks and vertical depth of control. Behavior can be formalized through positions, work flow, or rules. Training teaches job skills while indoctrination teaches organizational norms. Unskilled positions have extensive specialization and formalized behavior, while professional positions have complex work that cannot be easily specialized or formalized.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    182 views12 pages

    Design of Individual Positions

    Uploaded by

    Phoeza Espinosa Villanueva
    This document discusses Mintzberg's design parameters for individual positions, including job specialization, behavior formalization, and training/indoctrination. It describes job specialization in terms of horizontal breadth/scope of tasks and vertical depth of control. Behavior can be formalized through positions, work flow, or rules. Training teaches job skills while indoctrination teaches organizational norms. Unskilled positions have extensive specialization and formalized behavior, while professional positions have complex work that cannot be easily specialized or formalized.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 12

    DESIGN OF

    INDIVIDUAL
    POSITIONS

    Reporter: AMERODEN, JANALODING G.


    PA 217 A
    DESIGN PARAMETERS BY MINTZBERG
    (1983)

    �Job Specialization

    �Behaviour Formalization

    �Training and Indoctrination


    JOB SPECIALIZATION

    Jobs can be specialized into ‘breadth’ or ‘scope’


    and ‘depth’.

    (a) Breath or Scope - how many different tasks and


    how broad or narrow is each of these tasks
    (horizontal job specialization)

    (b) Depth - control over the work (vertical job


    specialization)
    HORIZONTAL JOB SPECIALIZATION
    It is the predominant form of division of labor, an
    inherent part of every organization, indeed every
    human activity. Adam Smith in his ‘The Wealth of
    Nations’ showed that even in 1776, division of
    labor has been very often taken notice of as proven
    by the trade of the pin maker.

    Horizontal specialization focuses the attention of


    the worker by repetition while facilitating
    standardization and learning. In the end, it allows
    the individual to be matched to the task.
    VERTICAL JOB SPECIALIZATION
    It separates the performance of the work from the
    administration of it. Organizations specialized jobs
    in the vertical dimension in the belief that a
    different perspective is required to determine how
    the work should be done.
    PROBLEMS WITH
    SPECIALIZATION

    �Ineffective communication and control

    �Unbalance in the working

    �Lack of initiative and motivation


    JOB ENLARGEMENT
    a. Horizontal Job Enlargement - the worker
    engages in a wide variety of the tasks associated
    with producing products and services.

    b. Vertical Job Enlargement - not only does the


    worker carry out more tasks but he also gains more
    control over them.
    BEHAVIOR FORMALIZATION
    Behavior may be formalized in three basic ways:

    a. By the position – specifications being attached


    to the job itself

    b. By the work flow – specifications being


    attached to the work

    c. By rules – specification being issued in


    general
    REASONS FOR FORMALIZATION OF
    BEHAVIOR ARE THE FOLLOWING:
    a. It reduces variability, ultimately to predict and
    control it;

    b. It also used to attain precise and carefully


    predetermined coordination of work;

    c. It is also used to ensure the machinelike


    consistency that leads to efficient production; and

    d. It is also used to ensure fairness to clients.


    TRAINING AND
    INDOCTRINATION
    The intention of this is to ensure that the jobholder
    develops the necessary behaviors before beginning
    to work.

    Training refers to the process by which job-related


    skills and knowledge are taught.

    Indoctrination is the process by which


    organizational norms are acquired.

    Both amount to the internalization of accepted


    patterns of behavior in the workers.
    RELATING THE POSITION DESIGN
    PARAMETERS
    Specialization, formalization, and training and
    indoctrination are completely independent design
    parameters. In essence, two fundamentally different
    kinds of positions are unskilled and professional.
    Unskilled because the work is highly rationalized with
    extensive specialization in both the horizontal and
    vertical dimensions, and it is often coordinated and
    controlled by direct formalization of behavior.

    Professional because the work is complex, it cannot


    easily be specialized in the vertical dimension of
    formalized by the organization’s techno structure.
    SHUKRAN!
    THANK YOU!

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