Elizabeth Layman (Layman, 2011) defined the primary goals for work redesign due to the implementation of an Electronic Health Record in the field of medical records management. She pointed out the shortsightedness of simply expecting people to work harder, and instead proposed a complete overhaul at the organizational level.
The author identified the goals as organizational very early on, and goes on to clarify the goals as re-engineering, restructuring, work redesign, and job redesign, with relevance in that order. She states in no uncertain terms the need for department level goals and organizational level goals to align. She also points out the need for specific methods for task evaluation and redesign, measurable performance metrics …show more content…
This might be due to an inability to perform to expectations or the assumption that with an increase in responsibility should also come and increase in pay. One must also be mindful of this obstacle and be prepared. Layman suggests a toolbox which can be used to continually monitor job security and satisfaction, among several other metrics.
The outcome of job enrichment in health information management was a balance between the hard factors of the organization itself, the soft factors of organizational/employee behavior and motivation, and organizational context, which is the main cultural patterns within an organization. By balancing these areas, which are quite often at odds with one another, Layman created the goal alignment from the top down.
Job enrichment carried another significant, yet less tangible benefit as well. Through the reorganization and restructuring, communication increased across departments and across the organization as a whole. This change was facilitated by the introduction of the unity of command, one of the Principles of Organizational Structure. She identified four principles as: specialization, departmentalization, unity of command, and span of …show more content…
He believed focusing on a single task and breaking it down into its smallest parts was the key to high productivity. In many ways he was correct as would be evidenced years later with the introduction of what we know as the assembly line today. What specialization does not account for is the outside of the box thinking required in an ever-changing environment, such as that of healthcare. She suggested cross-training and worker autonomy when modifications are required, which are then communicated back.
Departmentalization, or the grouping of similar jobs, affords the opportunity to vary tasks without losing the advantages of specialization.
Unity of command was key in the increase in communication as the principle stated each employee must have only one boss, as this promotes clarity for the subordinate. I am sure anyone who has reported to a team lead, who then reports to an assistant manager, who then reports to a division manager, who then reports to a general manager can understand the conflicting messages an employee can receive when there are too many people in charge.
Similarly, span of control limits the number of employees any one supervisor can be responsible for. This also contributes to greater communication as the employee naturally receives more individualized attention when the number of team-members is
The author identified the goals as organizational very early on, and goes on to clarify the goals as re-engineering, restructuring, work redesign, and job redesign, with relevance in that order. She states in no uncertain terms the need for department level goals and organizational level goals to align. She also points out the need for specific methods for task evaluation and redesign, measurable performance metrics …show more content…
This might be due to an inability to perform to expectations or the assumption that with an increase in responsibility should also come and increase in pay. One must also be mindful of this obstacle and be prepared. Layman suggests a toolbox which can be used to continually monitor job security and satisfaction, among several other metrics.
The outcome of job enrichment in health information management was a balance between the hard factors of the organization itself, the soft factors of organizational/employee behavior and motivation, and organizational context, which is the main cultural patterns within an organization. By balancing these areas, which are quite often at odds with one another, Layman created the goal alignment from the top down.
Job enrichment carried another significant, yet less tangible benefit as well. Through the reorganization and restructuring, communication increased across departments and across the organization as a whole. This change was facilitated by the introduction of the unity of command, one of the Principles of Organizational Structure. She identified four principles as: specialization, departmentalization, unity of command, and span of …show more content…
He believed focusing on a single task and breaking it down into its smallest parts was the key to high productivity. In many ways he was correct as would be evidenced years later with the introduction of what we know as the assembly line today. What specialization does not account for is the outside of the box thinking required in an ever-changing environment, such as that of healthcare. She suggested cross-training and worker autonomy when modifications are required, which are then communicated back.
Departmentalization, or the grouping of similar jobs, affords the opportunity to vary tasks without losing the advantages of specialization.
Unity of command was key in the increase in communication as the principle stated each employee must have only one boss, as this promotes clarity for the subordinate. I am sure anyone who has reported to a team lead, who then reports to an assistant manager, who then reports to a division manager, who then reports to a general manager can understand the conflicting messages an employee can receive when there are too many people in charge.
Similarly, span of control limits the number of employees any one supervisor can be responsible for. This also contributes to greater communication as the employee naturally receives more individualized attention when the number of team-members is