Please Read and answer the question below!! Will Rate

1. What elements in the external environment drove the organization design changes at KBJ and why?

a. Economic

b. Social

2. What changes needed to be implemented in order to go from 9 layers to 3 in terms of the job design?

3. In changing the job design would this be considered job enrichment or job enlargement and why?

BUSINESS DILEMMA redesigned You're the Manager ... What Would You Do? E COMPANY: KBJ Beef Processing Equipment THE PLACE: Casper, Wyoming YOUR POSITION: President KBJ Beef Processing is one of the largest livestock equipment manufacturers in the United States. With the decrease in beef consumption over the past ten years, the company has remained successful through a organizational structure. Originally, KBJ OP- erated with nine layers of management, which were re- duced to three with the arrival of a new president, John Suede. The standing joke with employees when they name and his reorganization plans was "Suede's going to turn our business inside out." Suede's reorganization utilized teams to accom- The company es- tablished work teams and trained them to set their pish tasks within the organization. with the appropriate departments and levels, evaluate own production goals and schedules, communicate and report profitability, evaluate performance, address needs, and determine raises. The autonomous, wered work teams have proved to be one the most successful strategies that Suede implemented. learned of Suede's ave bach and Jose em- hiring Fee's tion Tjob em- from the lor nake irect Ough empowered KBJ also introduced flexible work schedules for its employees, allowing them to come in earlier or later as their individual needs warranted. The flexible schedules demonstrate KBJ's vote of confidence in its employ- ees. Suede monitored the system during the first year after implementation and found abuse to be minimal. Employees want to be on the job, working in groups they enjoy and enhancing the company's performance. KBJ Processing cattle grazing near Devils Tower in The reorganization has also given managers great Wyoming, opportunity because each position in the organization can be held for no more than one and a half years. Even like the ability to solve problems on their own. Before, those employees who do not enter management post with all the layers of management and hierarchical re- tions are still compensated extremely well and given porting relationships, nothing was solved, settled, or opportunities to rotate jobs and cross-train. Also, the fixed very quickly. company has made a concerted effort to eliminate jobs KBJ's new structure has allowed it to restore prof- that it does not consider intrinsically satisfying within itability and increase employee motivation and produc- the corporate structure. Secretarial positions, for ex- tivity in an increasingly pressured Industry. ample, were eliminated, and all employees are now re- sponsible for processing their own work, a step which QUESTIONS required some computer training for a small number of Employees like the new system and gain a far existence when you greater appreciation of their productivity through the ma- this and and inate the employees. 1. What is the significance of reducing the layers of management in KBJ? 2. Evaluate the team approach implemented in KBJ versus the approach (Suede) became president. What caused you to implement the new structure? 3. Why is it key to have employees responsible for most aspects of their job in the team setting? What is the role of communication? indi- form. Suede makes all financial summaries available comprehensive cost/output assessments they per- on the computers that each work group has in its sta- tion. Everyone knows exactly how the company is per- doing so. Employee surveys indicate they especially forming; employees work hard and are rewarded for 233 stre- ority ht to Chapter 8 Organizing: Designing Jobs, Departments, and the Overall Organization