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MGT423 Assignment The Relax Lines Inc. (Essay Sample)

Instructions:

Hartzell, S. (2015). Types of job redesign: Job enrichment, enlargement & rotation. Intro to Business. https://www(dot)youtube(dot)com/watch?v=y8X0HCGKaLA
Wrzesniewski, A. (2015). Job crafting - Amy Wrzesniewski on creating meaning in your own work. Re:Work with Google. https://www(dot)youtube(dot)com/watch?v=C_igfnctYjA
Now for a more in-depth view of job design dig into the following two readings. Pay special attention to the concepts of job rotation, job enrichment, and job enlargement. Also, pay attention to the core job characteristics such as task variety, autonomy, etc. discussed in both readings:
Bauer, T., & Erdogan, B. (2012) Chapter 6.1: Motivating employees through job design. Introduction to Organizational Behavior. Flatworld Knowledge. http://2012books(dot)lardbucket(dot)org/books/an-introduction-to-organizational-behavior-v1.0/s10-01-motivating-employees-through-j.html
Griffin, R. (2007). Chapter 6: Organization structure and design. Principles of Management. Houghton Mifflin, New York. http://college(dot)cengage(dot)com/business/griffin/sas_principles/1e/assets/students/know_bank/griffin_sas_KB_6.1.pdf
Wrzesniewski, A. (2014). Chapter 6: Engage in job crafting. In Dutton, J. E., & Spreitzer, G. M. (eds). How to Be a Positive Leader: Small Actions, Big Impact. San Francisco, CA, USA: Berrett-Koehler Publishers. [EBSCO eBook Collection]
Dik, B. J., & Duffy, R. D. (2012). Chapter 7: Job crafting. Make Your Job a Calling: How the Psychology of Vocation Can Change Your Life at Work. West Conshohocken, PA: Templeton Press. [EBSCO eBook Collection]
In the background materials you had a chance to view some videos and read about the traditional “top down” approach of job redesign as well as the newer “bottom up” approach of job crafting. Before starting on this assignment, make sure you have thoroughly reviewed the videos and readings and understand the key job redesign and job crafting strategies. Once you have finished reviewing the background materials, apply what you’ve learned to the specific scenarios and questions below. Make sure to cite at least one of the required readings for each answer, and try to cite at least four of the readings or videos in your answer. Your paper should be 4–5 pages in length:
Relax Lines, Inc. is a luxury cruise line that has hired you as a job crafting consultant for two groups of their employees. The first group is the ship crew. The crew have responsibility for safety, navigation, and maintenance of the ship. The second group is the hospitality staff. The hospitality staff is tasked with making sure the passengers are enjoying themselves and are properly entertained with various events that this staff plans and prepares. Before arriving at the cruise line to do interviews and make recommendations, you first need to do some reading on what general approach you will use. As a first step, review Dik and Duffy (2012), where they discuss task crafting, relational crafting, and cognitive crafting. Which of these three types of job crafting do you think would be most appropriate for the ship crew, and which one do you think would be most appropriate for the hospitality staff? Also, read up on “job-crafting swap meets” in Wrzesniewski (2014). Do you think a swap meet would be appropriate for either ship crew members or hospitality staff? Any other strategy from Wrzesniewski (2014) that you think would be useful for either pilots or online marketers?
The ABC Corporation has a team of telemarketers. The job description for the telemarketers is pretty basic: They call up potential customers who have visited his company’s web page and requested information about the product. Telemarketers’ performance evaluations depend mostly on their monthly sales as well as customer satisfaction surveys, and they receive monthly feedback reports. Their supervisor gives them some initial training, but these telemarketers have a lot of freedom to choose how and when to call customers. For example, they are free to customize their own sales pitch as long as they don’t mislead potential customers. Also, they are not required to fill out a time card or work at the office (they can work from home, if they want). As long as they are making enough monthly sales they are free to set their own schedules. While the telemarketing team is performing well, the company is concerned about high turnover among telemarketers and wants to do some job enrichment. Which of the five core job dimensions discussed in Bauer and Erdogan (2012) or page 9 of Griffin (2007) do you think should be revised the most during a job redesign intervention? Which ones do you think do not need to be revised? Explain your reasoning and cite some of the required readings in your answer.
Suppose a sports injury clinic has three main practitioners. First, there is a general practitioner doctor who does the basic diagnosis of the injury and works with the patient to come up with an overall treatment program. This doctor also prescribes medicine as needed. Then there is a surgeon who specializes in sports injuries. This doctor only does surgery. Finally, there is a physical therapist who helps patients with exercise programs to help them recover. The owner of the clinic though becomes worried that these three practitioners are becoming bored and dissatisfied with their jobs and there is concern they might all leave unless their jobs change. However, given the high degree of training required for each of their specializations management is not sure how to go about making their jobs less monotonous and more rewarding. In general, would you recommend management undergoes a traditional job redesign approach or a job crafting approach? Which specific job redesign strategy or job crafting strategy would you recommend? For example, if you choose job redesign discuss whether you would recommend job rotation, enlargement, enrichment, etc. If you choose job crafting, refer to one of the specific strategies or interventions discussed in Wrzesniewski (2014) or Dik and Duffy (2012).
Create a table with the definitions of the three main types of job redesign (job enlargement, job rotation, job enrichment) and the three main types of job crafting (task crafting, relational crafting, and cognitive crafting). Then write two paragraphs explaining which of the three types of job crafting are most similar to any of the three types of job redesign, and on what you think are the key differences between job crafting and job redesign based on the definitions in your table.

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MGT423
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The Relax Lines Inc. is a tour line with two departments; the initial is the boat team that is answerable for the protection, steering and upkeep of the ship. The other crew is the hospitality staff which is responsible for the entertainment and enjoyment of passengers while within the ship. The company wants to craft the jobs of the two different groups of employees present in the ship.
Job crafting refers to making change to the job but not contradicting to change within the job. There are three categories of job crafting: task, relational and cognitive crafting (Dik &Duffy, 2012). It refers to the changes that employees make to redefine the boundaries that make up their jobs or tasks. The best job crafting strategy for the ship crew is relational crafting which refers to the crew redefining their interpersonal interactions and relations to the clients or passengers, the hospitality crew and themselves. This will help identify the impacts of their (ship crew) activities on other people in the ship. They may try to establish relation boundaries and sustain these relations with other people at work and aim at reducing avoiding contact with others.
For the hospitality crew the most appropriate crafting strategy for their job is cognitive crafting where their efforts interpret their tasks, relations with other and the job as whole in ways that show importance of their work. For example, the work of the hospitality crew is to make that clients in the ship are having fun and enjoy the entertainment they provide. This means that they have to think that if they don’t provide good cleaning, food and beverage services and entertainment the clients will be dissatisfied, hence they are supposed to put meaning to their work.
Job crafting swap meets by Wrzesniewski (2014) refers to permitting groups of employees to have discussions about how they may improve the strategy of their jobs. This really appropriate for the ship crew as they will be able to craft their jobs in accordance to their strengths and passion therefore increasing performance. The other strategy useful to pilots or online marketers is increasing autonomy and support as advised be her. This means giving freedom to employees to have control over their work schedules. This also refers to giving them freedom to use their expertise at different levels as long as they produce good results.
The second scenario is on a cooperation called ABC which has a team of telemarketers whose work is to call and inform customers who have accessed the company’s page on the products available. These marketers have been given freedom of when they will perform their functions as long as their sales on a monthly basis is high. Example of freedoms the telemarketers have include; being allowed to work from home, ability to call customers whenever and however they wish and freedom to set their own time and work schedules. Despite all these privileges are bestowed on them the company is worries about the high number of turnovers among the telemarketers hence are looking for ways to enrich the job positions in the company.
According to Bauer and Erdogan (2012) there are five occupation scopes that can be used in organizations to achieve job improvement. These job dimensions are also referred to as job characteristics by Griffin (2007). These fundamental job dimensions are; skill variety which refers to the degree by which the job requires different set of skills that are necessary for a job or activity to be accomplished. The other characteristic is task identity which a job is identified if it has a beginning, an end and a tangible outcome, the other is task significance which is the extent at which the job affects internal and ext...

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