Question

The focus of this assignment is on three different approaches to work design:

The Engineering Approach

The Motivational Approach

The Sociotechnical Approach

Create a 5-minute presentation (5-6 slides) demonstrating your knowledge of one of the three work design approaches. Use at least two other resources outside of the course material. Include voice-over in your presentation to explain the material presented in your slides. You may use Kaltura to create a recorded presentation.

Include items such as:

Overview/focus areas for this approach

Types of jobs/companies that would benefit from this design

Examples of jobs/companies currently using this design

How would you integrate this design in an organization?

Answer 1

Answer:

Engineering Approach mean

The engineering approach is a way of analyzing risk in insurance by employing a professional engineer's expertise on an insurable item. The data produced by the engineer is then used for risk reduction and premium pricing.

When the owner of a commercial building insures their property, the insurance company might employ an engineer to inspect the property itself and study the possible risks in it. The designer presents their assessment to the organization and this assessment will fill in as a reason for suggestion and the cost of the premium. On the off chance that the specialist considers, for instance, that the alert framework is substandard or a portion of the materials are helpless against flame, the insurance agency may request that the protection candidate roll out the important improvements to their property before the organization issues them a strategy.

As a small-business owner, you may be keenly aware that you need to keep your employees motivated and on task. However, you may fall back on the motivational methods previous bosses of yours may have used simply because that's all you know. Once you examine the range of motivational approaches successful businesses use, you can choose the approach that suits your personality, your business and the types of employees you have.

External Motivation

When you offer rewards such as cash bonuses, recognition through plaques and ceremonies, promotions and improved benefits, you are using external motivation. It's difficult to contend against the adequacy of this methodology, on the grounds that everybody who works for you is doing as such for the budgetary reward. Many employees are willing to work harder and more efficiently to earn external rewards such as extra vacation time or even a new job title.

Self-Fulfillment

Psychologist Abraham Maslow suggested a hierarchy of internal needs each person has. These include the need for self-esteem, the need to reach one's potential and the need to feel safe and secure. In the event that you offer a working environment condition that fulfills your representatives' inside necessities, they will be more persuaded to come to work every day and to be profitable so they can keep coming to work.

Teamwork

Many employees find satisfaction in being part of a team. They are motivated to support their peers and get support from their peers. Creating teams in your workplace can help employees relate to each other and share common goals. This can increase motivation. Each team should have a leader who is responsible for keeping teams on task and motivating all members to participate fully.

Stakeholder Motivation

When employees feel they have a stake in how well your business does, they may be motivated to help it succeed. For instance, when a specialist has a solid sense that your business is helping him feed his family and pay his bills and offering him the possibility to develop, he may convey a solid feeling of direction to work. What's more, employees who are part of the decision-making process may feel they have a responsibility for making those decisions fruitful.

The sociotechnical approach to organizational structure was developed in England during the late 1940s by Eric Trist and his colleagues at the Tavistock Institute of Human Relations. These researchers conducted seminal studies on the coal mining industry, where the introduction of new technology had shifted the social patterns of work so profoundly that productivity and job satisfaction were negatively affected. Accordingly, administrators and laborers in a general sense redesigned their work designs, coming back to the little group, synergistic process that had won before the motorization of the business.

In these and subsequent studies across a variety of work settings, Trist and his colleagues found that technical changes in an industry (e.g., increased automation) consistently produce profound changes in the social aspects of work as well. They became convinced that work must be conceptualized as a joint social and technical process and that the so-called self-regulating work group is the essential building block of effective organizations.

Following the initial Tavistock studies, further experiments in the design of work according to sociotechnical principles proceeded slowly in the United Kingdom, India, and Europe during the 1950s. Support for the methodology was reinforced in the mid 1960s, when the administration of Norway upheld a work and the executive’s exertion to present Trist's standards of "modern majority rule government" into industry there. Profoundly broadcasted early instances of work planned around sociotechnical standards in the United States incorporate the General Foods plant in Topeka, Kansas, and the Procter & Gamble plant in Lima, Ohio. In the years since those early efforts, sociotechnical principles have been widely applied in a variety of work settings. The approach is commonplace today and has come to be viewed as a major category of organizational theory.

Although there are no universally accepted defining principles and assumptions of the sociotechnical approach, the following ideas are commonly identified with this approach: