These indicators assist the managers and directors in setting goals. Managers will use these areas as starting points for brainstorming, and may break them down further using techniques such as SOFT (successes, opportunities, failures and threats) and PESTLE (Political, economic, social, technological, legal and ecological).
Once these areas have been broken down, the goals can be set. For example the goals may address a threat or failure, or try to exploit a success or opportunity to gain maximum impact.
In these three areas there …show more content…
These may contradict each other but it is possible to balance them. Lastly te organizational context needs to be evaluated.
How are the principles of Job enrichment applied in this case?
In the middle of the report (Layman, 2011) there are eleven actions that the company took to try to increase job enrichment. Some of these were compound: more than one action was taken to tackle the same problem.
Firstly the roles were looked at, and a total of twenty-nine new roles identified. This was to make sure that the current staff were now overworked, while still keeping up with changes within the industry. Even with this influx of people there were initiatives to work smarter (Layman, 2011) These included many of the techniques mentioned on p336-337 of the text book, including using role rotation so that if someone left they would retain the knowledge, job enrichment for many reasons, but mainly to increase moral, as well as changes to the supervisory roles, giving more power to the workers. These all fed into one another: once role rotation and job enrichment have taken place, employees will be in a better place to make their own decisions. This in turn increases both productivity and moral while making sure that the product is to …show more content…
How did this impact the hob enrichment on motivation and communication in the HIS departments?
Now we shall turn to the outcomes, these were analysed using many different tools: from periodic reviews, surveys, flow charts to reports. These could then be analysed by the managers and directors so that they can identify any problems and find a way to solve them. Fixed processes were put in place to monitor the outcomes, meaning that there were clear requirements and measurable.
This change is constant, and coming from all areas described above, this then meant that to keep up, and make sure to continually create a stimulating and motivating environment, with efficient lines of communications the managers and directors needed an approach such as this. If the approach was used, there is a good chance that the organisational change would be successful: they used most of the recommended techniques from the