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Management - Vikhanskiy OS

2.3. Work Parameters

The parameters of the work are determined on the basis of the results of its analysis. The parameters of the work include its scale, complexity and relationships, in which its contractor enters with other employees.

The scope of the work is associated with the content of the work presented earlier in the chapter and represents the number of tasks or operations that the worker responsible for this work must fulfill. Usually, the more tasks or operations a worker has to perform, the more time it will take for him.

The complexity of the work, as its parameter, is primarily of a qualitative nature. It reflects the degree of independence in decision-making and the degree of ownership of the process. In practice, the complexity of the work depends on the personal characteristics of the performer and the delegated rights to implement it. Very often in management it is possible to meet the people occupying formally identical posts in the organization, but carrying out different in complexity of work. This manifests the informal side in the management of the organization.

Both parameters, the scale and complexity of the work, make one job different from the other, not only within the same organization, but also in different organizations. This is clearly illustrated in Fig. 6.4.

Fig. 6.4. Scale and complexity of work. Differences by type of work

For example, a dean of a university or a department head in a hospital can simultaneously be both a professor and a therapist, respectively, but the work of the first in terms of the tasks performed is much "larger" than the latter, as it includes a number of managerial functions along with the performance of purely professional duties. The level of problems solved by the secretary of the head physician of the hospital or by the assembler is lower than that of the therapist or the employee servicing the CNC machine at the plant.

The highly specialized work includes those that have only a few tasks or operations (ie, a low scale of work), the implementation of which is carried out with the help of prescribed means (low complexity of work). Widespread work has opposite characteristics of the parameters considered. In large organizations, the gap between these two types of work is very great. It is right to determine the scale and complexity of the work managers are helped to correctly and clearly formulated missions, goals and objectives of the organization.

Under the relationship of work in its design is understood the establishment of interpersonal links between the executor of work and other employees both about the work itself, and in connection with other types of work in the organization.

Consideration of relations as a parameter used in the design of work, is a bridge to the formation of the structure of the organization. This is due to the completion of the organizational separation of functions in the form of working relations. The connections between functions, or rather between work in an organization, constitute, as will be shown below, the basis of its structure (Figure 6.5).

Figure 6 5 Transition from task to structure in the organization

The management's decision on the nature and nature of the work relationship is closely related to such elements of the structure as the scope of manageability and the creation of work sites, services and units in the organization. This also has a connection with the group's cohesion and organizational culture.

So, the unjustifiably large size of a group doing common work makes it difficult to establish friendly and interested relations between its members, which adversely affects the effectiveness of the work performed. The reason for this is a rare opportunity for a large number of people to communicate with each other both in work and in personal terms. As a result, the cohesion of the group suffers and an important source of job satisfaction for those who need socialization and self-affirmation through establishing appropriate relations with their colleagues disappears.

Creating the work sites, services and units, the management of the organization largely proceeds from the practical use of those work relationships that were obtained during its design. Functional commonality of the work allows them to be grouped together within the same group of employees, and within the group they can arrange work according to the hierarchy levels depending on personal qualities and delegated rights. The commonality of interests in the "horizontal" and "vertical" allows participants in the process of work to establish a social relationship that satisfies them.

Thus, the methods of work analysis allow managers to design work for the tasks to be accomplished and the expected result. However, before turning to the question of the relationship between work and result, let us consider the problem of the individual's perception of the content of the work.