The Division of Work - Example

Professional Business Report (Not an Essay) Table of Contents Introduction 3 Division of Work 4 The Changing Face of the Workplace 7 Comparison and Contrast of ‘Division of Work’ and ‘Changing Face of the Workplace’ 9 Conclusion 10 References 12 Introduction The principle of division of work is that each person would do a specific function that would collectively get an assigned task completed in a highly efficient manner. Proper division of work assists the management to effectively define the job roles along with responsibilities amid the employees and thus ensures proper execution of the organisational process. It is in this context that a formal structure is provided by the framework of division of work to an organisation and its pattern of management for the efficient planning and implementation of its strategies. It is by means of this structure that the purpose and work of the organisation is conceded (Mullins, 2005). However, the division of work can be observed to become increasingly challenging as the workplace environment within organisations is observed to change at a rapid pace. It is in this context that people must respond to the change with flexibility and openness to learn new skills (Kelly Services Inc., 2011). The paper will emphasise on the assessment of the process of division of work in the modern organisations taking into consideration the roles played by division of work, its influencing factors such as location, and nature of the work among others. This paper will also aim at considering the changing face of the workplace referring it to be a significant challenge while implementing division of work. Division of Work The main purpose of division in the structure of an organisation is to develop better coordination among the members with their activities respectively so that the given tasks and the goal or objectives of the organisation can be effectively attained. Structure is clearly important for any organisation irrespective of its size which plays a major role in the organisational success. The proper distribution of works, the characterisation and classification of the responsibilities can be recognised among the members of the organisation on individual and casual basis with the virtues of division of work (Bratton & Gold, 2001). With growing size, however, there is an increasing need for a cautiously designed and determined form of organisations. There is need for an organisational structure and its continual review to ensure that it is the most suitable form for the particular organisation and to maintain its growth and development with the changing scenario within and outside the workplace (Mullins, 2005). The most commonly used source for grouping performance is according to the specialisation and the use of the same set of resources or the shared expertise of the members or staff. It is one of the most significant matters for decision in each organisation as to which activities are important enough to be organised into separate functions, departments or sections (Smith, 2009). Organisations, in the modern day context are often observed to focus on the grouping activities taking into account the aspects of specialisation, use of the same set of resources, and/or shared expertise of employees (Murphy & Willmott, 2010). When division of work is executed within an organisation on the basis of product and/or service, the group of employees and their contributions are measured in a collective sequence in semi-independent units. This type of grouping is more frequent in the widely diversified organisations which can be further regarded as a means of sub-dividing the organisational branches into segments (Mullins, 2005). Figure 1: Division of Work by Product or Service Source: (Mullins, 2005) Another influencing factor of division of work process is regarded as the location of the business which defines the ease of product/service availability to the consumers according to their particular needs or requirements. The location of the business generally forecasts the growth of the organisation in the target market of the organisation. Division of work is totally based upon the nature of the work performed by the members of the organisation. Some special common features such as quick decision making, accuracy, security, confidentiality, where local conditions need first-hand information are not readily available to the organisations. When common processes are used in a range of different activities, this may also be used as the basis of division of work. Division of work may also be implemented according to the time scales. It must identify the need or the requirement of the customers in a specific period of time. It is on this basis that the plan must be developed regarding a set of actions to attain higher customer satisfaction (Mullins, 2005). The responsibilities given to the employees also depend largely on their experiences when implementing the process of division of work. It will help the employees to perform competently in the workplace and will also motivate them to help other employees to meet their assigned targets. Work may also be planned intentionally to give a variety of tasks as well as responsibilities to improve and satisfy or to assist in the training of staffs (Mullins, 2005). It is in this context that the growth of the organisation also depends upon its customers due to which becomes essential for the organisation to identify their requirements (Mullins, 2005). Thus, to satisfy its customers, the company needs to set strategies emphasising on the ingredients or contents of the product, its affordable price, its availability in the first entrance of the customers to the point of sale in a particular place. It is in this context that division of work within organisations shall assist in identifying these factors more efficiently and thus facilitate the internal strengths of the organisation (Moshal, 2009). It has also been observed that individual relationships amid the employers and employees also have a potential impact over the process of division of work. A concept that has been useful in discussing individuals’ relationships with their employers is that of a psychological contrast which refers to the unrecorded expectations perceived by employees as well as employers from each other. The psychological contrast can create either a positive or a negative relationship within the manager and an individual which in turn can create a strong influence over the efficiency of division of work (Mathis & Jackson, 2011). The Changing Face of the Workplace One of the major challenges that organisations often have to face while implementing the process of division of work relates to the rapidly changing face of the workplace. People come to work with an organisation for many reasons. The reward system is not always the leading reason that is considered by people while opting for a job in a particular organisation (George, 1992). For many, it is the opportunity to work for a leader in an industry or for an organisation that provides significant consideration on training and rewards progressive career opportunities. It is in this regards that the business environment is continuously changing with changing growth prospects and increasingly complex career opportunities. This influences the identification of employee requirement for the organisation which again affects the division of work to a certain extent (Kelly Services Inc., 2011). Furthermore, the psychological effect between the individual and the organisation, forecasts the reflection of the chances for employee retention. The aspect of performance also acts as a major defining factor in this regards. The performance of every individual employee can change on basis of three components, i.e. their abilities, their efforts and their supports which are normally present within every individual which are again highly influenced by the aspect and efficiency of motivational approaches considered by the prospective organisations (Griffith Gazette, 2006). In this regards, motivation is often referred as a complex and individualised process. It is worth mentioning that with the due effect of changes taking place within as well as outside the organisational workplace also tends to have a substantial impact over the motivational aspect of the employees. Thus, the managerial strategies must be broad enough to address the motivation concerns of individuals at work reassessing the process of division of work on a continuous basis (Kezar, 2001). Changes in the workplace again tend to create an impact over the motivational aspects perceived by the employees in relation to job satisfaction, thus, influencing the efficiency of division of work. In its most basic sense, job satisfaction is a positive affecting factor resulting from evaluating an individual’s job experiences. Hence, the measurement of job satisfaction can be regarded as essential for the organisations which intend to divide the workforce efficiently. The measurement process in this context includes employee-employee relationships, employee-employer relationships, pays and benefits, performance recognitions and communications with managers and executives (Sobey School of Business, 2007). Notably, with due effect of continuous changes in the workplace, repeatedly cited reasons for decline in self-confidence to be productive as perceived by the employees include more demanding and stressful workloads, meagre relationships with management, and less confidence in compensations and other rewards (Mathis & Jackson, 2011). These factors can again be observed to create a substantial impact on employee commitment of morale influencing their acceptance of change which in turn tends to define the efficiency of division of work. Comparison and Contrast of ‘Division of Work’ and ‘Changing Face of the Workplace’ In relation to changing face of the workplace, it can be stated that the new technology and rising international trade have changed the structure as well as created an unfeasible effect in the organisations. Computers have revolutionised the entire process and raised the skill requirements in the workplace. Up-and-coming technologies, globalisation along with the information revolution are also increasing requirement of high accomplished employees. Where the existing employees might not be trained or the changing culture in the organisation might affect on the productivity as well as on the entire process which might create a hindrance against achieving their objectives. From the perspective attaining the ultimate goals or objectives in the organisation in case of workplace diversity it is required to merge the objectives of the organisation with the changing workplace objectives. With regard to division of work, it can be said that it is quite inter-related to the changing scenario of the workplace. It has been observed that changing scenario of the workplace in the modern day organisations helps to decide upon the division of labour. The division of labour in existing organisations are based upon the requirements of the job roles. The job roles are also changing according to the modern day consumer requirements. Therefore, it has become paramount for an organisation to decide upon the division of work according to the capability of an individual which in turn helps the organisation to satisfy the demands of the consumers in an efficient way. However, proper division of work is crucial in order to satisfy the personal job related aspirations of an individual. It can significantly motivate an individual to surpass the expectations from him of the organisation. Conclusion The structure of an organisation, in relation to division of work, gradually affects on its productivity and economic efficiency. It also creates an influence over the morale and job satisfaction perceived by the workforce. Getting the structure right is the first step in the organisational performance which indicates the necessity of efficient division of work (Mullins, 2005). It can be apparently observed with reference to the above discussion, that efficiency of division of work depends largely on the employee morale, job satisfaction as well as their relationship with their peers and employers. Relationship between individuals and their employers can be expressed differently based on the situation from encouraging to critical which in turn affects their acceptance to change. Competent employees who are satisfied with their employers and who know what is expected who have less earnings potentials are assets to the organisation and are easily controllable when implementing division of work (Mathis & Jackson, 2011). Conclusively, it can be stated that when a minimum number of employees are satisfied with their job profile, when employee attrition rate is high, and when the remaining employees are also observed to be inefficient, the organisation faces various challenges in terms of division of work. References Bratton, J. & Gold, J., 2001. Human Resource Management. Routledge. George, K. D., 1992. Industrial Organisation. Routledge. Griffith Gazette, 2006. The Changing Face of the Workplace. Griffith University. [Online] Available at: http://www.griffith.edu.au/__data/assets/pdf_file/0009/38736/changing-face-workplace.pdf [Accessed March 23, 2012]. Kelly Services Inc., 2011. The Changing Face of the Workplace. Careers. [Online] Available at: http://www.kellyservices.co.nz/NZ/Careers/Career-Tips/The-Changing-Face-of-the-Workplace/ [Accessed March 23, 2012]. Kezar, A. J., 2001. Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations. ASHE-ERIC Higher Education Report, Vol. 28 (4). Mathis, R. L. & Jackson, J. H., 2011. Human Resource Management: Essential Perspectives. Cengage Learning. Moshal, B. S., 2009. Organisational Theory and Behaviour (2Nd Edition). Ane Books Pvt Ltd. Mullins, L. J., 2005. Management and Organisational Behaviour. Prentice Hall. Murphy, J. & Willmott, H., 2010. Organization Theory and Design. Cengage Learning EMEA. Smith, J. R. 2009. The Elements of Industrial Management. BiblioLife. Sobey School of Business, 2007. The Changing Face of the Workplace. The Workplace Review. [Online] Available at: http://www.smu.ca/academic/sobey/workplace/archives/WPR_novIssue.pdf [Accessed March 23, 2012]. Read More