LESSON 4: PLANNING

WHAT IS PLANNING?
PLANNING is the process of determining objectives and organizational
goals, establishing strategies and integrating coordinated activities in the
organization to achieve the goals and objectives.
Planning sets a direction for an organization in achieving its goals. A
manager must know that planning is one of the tasks that they need to
perform effectively. Planning plays an important part in the success of
meeting organizational objectives. It is like a map that outlines how an
organization will meet or accomplish a goal. It involves making decisions,
choosing alternative courses of actions and developing strategies for the
organization to help them get to where they want to go.
Planning is the first and most important function of management. It is
needed at every level of management. In the absence of planning all the
business activities of the organization will become meaningless. The
importance of planning has increased all the more in view of the increasing
size of organizations and their complexities.
TYPES OF PLANNING

Figure 1
SINGLE USE PLANS
It is a set of activities designed for a specific goal that.is unlikely. to be
repeated the future. Most of the time a single use plan is used for a particular
time period; it is developed for a one-time project or event.
Single use plan is used Once to meet the needs of well-defined
situations in a timely manner. Budgets are single-use plans that commit
resources to activities, projects, or programs (Schermerhorn, 1999).
Example: University of Santo Tomas prepares a plan for its upcoming
400 years’ celebration. These plans involve the activities that will be used
during the celebration like the parades, fireworks and concerts.

Purpose or Mission:
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The mission or purpose identifies the basic function or task of an
enterprise. Every organization has or should have a purpose so that its
working becomes meaningful. The purpose or mission is assigned to every
organization by the society. The purpose of a business is to produce and
distribute goods or services, the purpose of public works department is to
construct and maintain roads, the purpose of courts is to interpret and apply
laws and so on. The purpose is a standing plan in a business organization
which defines its basic purpose in the light of which other actions are
designed.
An organization’s purpose consists of a long term vision of what it seeks to do
and the reasons why it exists. The organization’s mission indicates exactly
what activities the organization intends to engage in now and in future.

STANDING PLANS
It is an ongoing plan designed without a determined time period. It is
often created to achieve a continuing set of goals. Standing plans are usually
policies, rules, procedures and program developed to serve as guidelines or
methods to be followed in accomplishing particular objectives. Example:
Schools have a standing plan for students who failed in a particular course
subject. The school will offer a remedial class or a summer class for the
concerned students.
In some instances, standing plans can be modified or changed to
adapt to situations or to suit the business needs as required. Example: Many
businesses have a policy which states "The customer is always right". Often
times, this policy is altered due to several reasons. Sometimes it overlaps
other policies particularly the time-period policy in returning an item to a store.
 Standing plans in the form of organizational policies and procedures
are designed to be used over and over again. They set guidelines that, direct
behavior in uniform directions for certain types of situations regardless of
where or when they occur in an organization. (Schermerhorn, 1999).

Purpose or Mission:
ADVERTISEMENTS:
The mission or purpose identifies the basic function or task of an
enterprise. Every organization has or should have a purpose so that its
working becomes meaningful. The purpose or mission is assigned to every
organization by the society. The purpose of a business is to produce and
distribute goods or services, the purpose of public works department is to
construct and maintain roads, the purpose of courts is to interpret and apply
laws and so on. The purpose is a standing plan in a business organization
which defines its basic purpose in the light of which other actions are
designed.
An organization’s purpose consists of a long term vision of what it
seeks to do and the reasons why it exists. The organization’s mission
indicates exactly what activities the organization intends to engage in now
and in future.

CONTINGENCY PLANS
Managers must able to detect changes before they happen. It is about
thinking ahead and preparing for the worst-case scenario. Since the future
cannot be predicted with a high degree of certainty, contingency plans need
to be prepared (Koontz & Weihrich, 2004). It involves identifying an
alternative course of action to be taken and implemented if the initial plans do
not work
Example: Contingency plans are important for most common situations
especially when an unexpected problem occurs like a machine stops working
in the middle of the production process. Managers need to come up with a
back-up plan.

BENEFITS OF PLANNING
Planning reduces uncertainty. Managers cannot accurately predict the
demand of the products and services in advance given this scenario. A
manager should be able to plan and anticipate by looking ahead the needs of
the organization including the costs or the budget in order to handle the future
demand.
Planning create goals that is used in controlling. Every time a manager tries
to control his subordinates without any plan is pointless. They need to know
where they are headed and will the efforts of the subordinates' leads in
achieving the goal of the organization.
Planning gives direction. All managers should take a preliminary look
at possible future opportunities and see them clearly and completely, know
where they stand in light of their strengths and weaknesses, understand
problems they wish to solve and why and know what they expect to gain
(Koontz & Weihrich, 2004).
Planning improves performance of the people within an organization
(managers and employees) because planning provides a sense of direction.
It also shows advantages in anticipating opportunities which can lead to
quality output and higher profit.
Planning improves coordination of work. It helps synchronizing the
process or activities which reduces overlapping activities (redundancies),
Poor planning of activities can lead to greater expenses that directly affect the
budget and the efficiency of the organization.

LEVELS OF PLANNING

Table 1
LEVELS OF TIME HORIZON
MANAGEMENT
STRATEGIC TOP 3-7 years
PLANNING
TACTICAL PLANNING MIDDLE 1-3 years
OPERATIONAL FRONLINE Less than 1 year
PLANING

STRATEGIC PLANNING
Strategic Planning involves analyzing and determining objectives and
deciding what actions are needed to be taken to achieve them. Developing
strategy is a never ending job of crafting the story line for success. Each big
acquisition or divestiture on a big Research and Development investment,
changes the company's position and the possibilities for the future (Lauer,
2008). The to level managers are responsible for the development of the
plan. The length of the planning horizon will cover 3-7 years that is why
strategic planning is also called long range planning.
TACTICAL PLANNING
Tactical Planning is a set of procedures for translating broad strategic
goals and plans into specific goals and plans that is relevant to a distinct
portion of the organization, such as a functional area like marketing (Bateman
& Snell, 2008): The length of the planning horizon will cover 1-3 years or less.
The creation of the Tactical plans is the responsibility of the middle
managers. 'It is important that a tactical planning is aligned with the strategic
planning.
OPERATIONAL PLANNING
It deals with limited scope and focus on specific areas. It processes of
setting b, short-range objectives and determining in advance how they will be
accomplished. (Lussier, 2006) It is used to identify the procedures and
resources needed by the lower level managers. Frontline or operational
managers are the one responsible in developing this plan. The length of the
planning horizon usually covers less than one year. Operational planning
must be updated time to time to address the changing needs of the
organization.
The following facts show the advantages of planning and its importance for a
business organization:
(1) Planning Provides Direction:
Under the process of planning the objectives of the organization are
defined in simple and clear words. The obvious outcome of this is that all the
employees get a direction and all their efforts are focused towards a
particular end. In this way, planning has an important role in the attainment of
the objectives of the organization.
For example, suppose a company fixes a sales target under the
process of planning. Now all the departments, e.g., purchase, personnel,
finance, etc., will decide their objectives in view of the sales target.
In this way, the attention of all the managers will get focused on the
attainment of their objectives. This will make the achievement of sales target
a certainty. Thus, in the absence of objectives an organization gets disabled
and the objectives are laid down under planning.

(2) Planning Reduces Risks of Uncertainty:

Planning is always done for future and future is uncertain. With the
help of planning possible changes in future are anticipated and various
activities are planned in the best possible way. In this way, the risk of future
uncertainties can be minimized.
 For example, in order to fix a sale, target a survey can be undertaken
to find out the number of new companies likely to enter the market. By
keeping these facts in mind and planning the future activities, the possible
difficulties can be avoided.
(3) Planning Reduces Overlapping and Wasteful Activities:
Under planning, future activities are planned in order to achieve
objectives. Consequently, the problems of when, where, what and why are
almost decided. This puts an end to disorder and suspicion. In such a
situation coordination is established among different activities and
departments. It puts an end to overlapping and wasteful activities.
Consequently, wastages move towards nil, efficiency increases and
costs get to the lowest level. For example, if it is decided that a particular
amount of money will be required in a particular month, the finance manager
will arrange for it in time.
In the absence of this information, the amount of money can be more
or less than the requirement in that particular month. Both these situations
are undesirable. In case, the money is less than the requirement, the work
will not be completed and in case it is more than the requirement, the amount
will remain unused and thus cause a loss of interest.
(4) Planning Promotes Innovative Ideas:
It is clear that planning selects the best alternative out of the many
available. All these alternatives do not come to the manager on their own, but
they have to be discovered. While making such an effort of discovery, many
new ideas emerge and they are studied intensively in order to determine the
best out of them.
In this way, planning imparts a real power of thinking in the managers.
It leads to the birth of innovative and creative ideas. For example, a company
wants to expand its business. This idea leads to the beginning of the planning
activity in the mind of the manager. He will think like this:
Should some other varieties of the existing products be manufactured?
Should retail sales be undertaken along with the wholesales?
Should some branch be opened somewhere else for the existing or old
product?
Should some new product be launched?
In this way, many new ideas will emerge one after the other. By doing
so, he will become habituated to them. He will always be thinking about doing
something new and creative. Thus, it is a happy situation for a company
which is born through the medium of planning.
(5) Planning Facilitates Decision Making:
 Decision making means the process of taking decisions. Under it, a
variety of alternatives are discovered and the best alternative is chosen. The
planning sets the target for decision making. It also lays down the criteria for
evaluating courses of action. In this way, planning facilitates decision making.
(6) Planning Establishes Standards for Controlling:
By determining the objectives of the organization through planning all
the people working in the organization and all the departments are informed
about ‘when’, ‘what’ and ‘how’ to do things.
Standards are laid down about their work, time and cost, etc. Under
controlling, at the time of completing the work, the actual work done is
compared with the standard work and deviations are found out and if the
work has not been done as desired the person concerned are held
responsible.
For example, a laborer is to do 10 units of work in a day (it is a matter
of planning), but actually he completes 8 units. Thus there is a negative
deviation of 2 units. For this, he is held responsible. (Measurement of actual
work, knowledge of deviation and holding the laborer responsible falls under
controlling.) Thus, in the absence of planning controlling is not possible.

LESSON 5: THE NATURE OF A GOAL IN ORGANIZATION

An organization needs to have a goat to drive every member from the

top management down to the lower of organization towards a common
desired outcome, in this c.an GOALS as a desired outcome or that needs to
be by an individual or the entire organization. Before planning organization, it
needs to establish a set goats or objectives to as a foundation of the
planning.

Goals are outcome statements that define what an organization is

trying to accomplish, both programmatically and organizationally. Goals are
usually a collection of related programs, a reflection of major actions of the
organization, and provide rallying points for managers. For example, Wal-
Mart might state a financial goal of growing its revenues 20% per year or
have a goal of growing the international parts of its empire. Try to think of
each goal as a large umbrella with several spokes coming out from the
center. The umbrella itself is a goal.

Figure 8
 Once you have planned your project, turn your attention to developing
several goals that will enable you to be successful. Goals should be SMART -
specific, measurable, agreed upon, realistic and time-based.

A goal might be to hold a weekly project meeting with the key

members of your team or to organize and run a continuous test programme
throughout the project.

The acronym SMART has several slightly different variations, which

can be used to provide a more comprehensive definition of goal setting:

Characteristics of Goal

A goal should be: S.M.A.R.T.

Specific, it means that goal must be accurate and well defined.

Measurable. it pertains that goal have to be quantifiable.

Attainable. it refers that goal need to be achievable and manageable

Relevant, it means that goal be important and significant

Time-bound, it means that goal should have a target date or date of

completion

Types Goals

Short—Term Goal is a type of goal that needs to be achieved in a

short period Of time. One may achieve this goal in a day, week, month or
year. It is more manageable and results are easily available once a task is
completed. Other people use short term goal as motivation towards achieving
larger goats because of its characteristics which is more achievable and it
gives manager or a person a sense of satisfaction.

Long Term Goal is a type of goal that deals in the future because it
need to be achieve over a longer period of time and typically not achievable in
one simple step. Often times goals set in this period is more meaningful but
achieving this goal requires greater effort and focus that is why it is important
to manage and maintain a positive attitude and outlook.

The Importance of Decision Making

Figure 9
What Is Decision Making?
Decision Making is a process of choosing and selecting best possible
alternatives; A decision is useless unless they are not acted on or
implemented. All managers in different level perform different functions and
possess various skills; one of the important skills all managers need to
acquire is the conceptual and decisional skills. This is one basic
qualification of effective managers and one major criterion needed for
success in management.
Decision making is important to achieve the organizational
goals/objective within given time and budget. It searches the best
alternative, utilizes the resources properly and satisfies the employees at the
workplace. As a result, organizational goals or objectives can be achieved
as per the desired result.

Types of Decision

Programmed Decision
A programmed decision is a type of decision that is highly structured
wherein procedures in a decision are provided with predetermined decision
rules. A type of decision that have been encountered before which 'involves
established procedures, policies and rules. Programmed Decisions are
made in response to repetitive situation.

Example: Miguel is an employee. of the bank. He always arrives late

for work; with this he expects a deduction from his salary. A manager uses a
programmed decision since these instances have been encountered before,
and the manager will apply the company policies regarding tardiness.
Non-Programmed Decision

A non-programmed decision is a type decision that is unstructured with no clear

procedures for making a decision. This requires a special form of decision. It deals with
developing or creating a possible solution and all alternatives should be evaluated.

Example: When the typhoon "Ondoy" (September 2009) brought unexpected

heavy rains which causes massive flooding of key cities of Metro Manila. Government
officials use non dos t programmed decisions 'in handling these unforeseen events.

Basic Decision Making Process

1. Identify the problem

The first stage in the decision making process is the identification of the
problem. It involves the assessment of the situation. A manager should be able to
identify the difference between the current and desired state of affairs. A problem
can be an opportunity; in this case the manager should continually search and.
scan the environment for the greater advantage that the organization may gain.

2. Gather information about the problem

The second stage is gathering information. It is important to call the necessary
information related to the problem. A manager s be able determine reliable
information from inaccurate information the manager fails to seek all essential
information, it may result generating poor quality decisions. In this stage, managers
expected to find the source of the problem to better understand scenario in order to
realize what kind of information is needed.

3. Develop alternative solutions

The next step in making a decision .is to generate alternative Brainstorming is

one of the best decision making methods; it is also good method in developing an
alternative solution. In this method you are able to generate many ideas. In
organizations, manager usually rely on education and experience as well as knowledge
of the situation to generate alternatives. In addition, they may seek information from
other people such as peers, subordinates and supervisors (Griffin & Moorhead, 2012).

4. Analyze the alternatives

In the analyzing of the alternatives stage, a manager needs to determine the

advantages and disadvantages of each alternative. A manager needs to examine
all the alternatives against each criterion before making a final decision. is
important to use all the information in evaluating each option to minimize the
discrepancy between the desired state and the current state. .1n evaluating
alternatives, it, is necessary to include the different factors such as the benefits, the
costs, the acceptability, the impact and the risk involved.

5. Select the best alternative

After evaluating the alternatives, the next step is to choose the best alternative.
This is the most crucial stage of the Decision Making Process. A manager needs to
realize the best possible alternative also known as maximizing and not just choosing
an • alternative that is acceptable enough that meets the minimal requirements but
not necessarily the perfect one which is commonly known as satisfying. If possible
the manager. may still use additional criteria and obtain more information in making a
choice. A manager often includes others in making a final decision.

6. Implement an alternative

Once a manager has already made a decision, it is time tb put things in action.
The Implementation will be the next Step. For an implementation to be able to
succeed, commitment and proper motivation from the manager and other people who
are involved in a decision process is needed. In this stage proper use of good
management skills is needed because a manager need to presume that during
implementation period problem may still arise or occur that is the reason why
managers still need to develop a contingency plan.
 7. Evaluate the decision

The evaluation is the final step of the decision making process. In this final step, a
manager needs to examine the consequences of the decision both positive and
negative. Evaluation stage will be made easier if the solution involves are clear.
objectives that include measurable targets and timetables (Schermerhorn, 1999), An
evaluation system should provide feedback especially if the desired state was not
achieved. A corrective action 'is necessary.

Importance of Mission and Vision

Strategic planning is a key function of an organization’s management that helps

to set priorities, allocate resources, and ensure that everyone is working towards
common goals and objectives. However, for strategic planning to be effective, there are
two important tools that are needed – a vision and a mission statements. These serve
as a guide for creating objectives and goals in the organization, thus providing a road-
map that is to be followed by everyone.

Unfortunately, despite the importance of vision and mission statements, many

organizations do not have them. In other cases, the two statements are lumped together
as one or used interchangeably despite their distinctive differences. This creates a
confusion in the organization that makes it harder to achieve the set objectives and
goals.

Mission Statement

An organization mission is the reason for its existence. It is expressed in its

mission statement the purpose of an organization. A mission statement serves as the
basis for organizational goals which provides more detail. It also describes the scope
of the mission (Stevenson & Chuong, 2010), It guides the actions of the organization
and describe what the organization does. Managers often times use mission
statement as a guide in making decisions because it focuses on the company's
present state.
Vision Statement

An organization vision is a mental image of a possible and desirable future state

of the organization. The best visions are ideal and unique. Ideal, if it communicates a
standard of excellence and a clear choice of positive values. Unique, if it
communicates and inspires pride in being different from other organization; the vision
statement clarifies the long-term direction of the company and its strategic intent
(Bateman & Snell, 2008). It sets the direction to the organization. Vision statement can
influence a manager's decision. It can influence his or her's way of the management of
the organization and its resources. It simply answers the question "Where do you want
to go?

Criteria in Preparing Mission Statement

When preparing a mission statement keep in mind these five basic criteria:
 It should be clear and easily to be understood
 If possible, keep it shod the idea/ mission statements tend to have three to four
sentences.
 It should describe what your company does, who does it for, how you do it and
why
 It should include the core competencies, values, moral and ethical positions that
are expressed in your business.It should be able to withstand the changes and
aim for the substances by putting your mission statement at work.
LESSON 6: ORGANIZING

What Is Organizing?

According to Robbins (2012 p.293), organizing is defined as arranging and

structuring work to accomplish organizational goals. It is also defined as the
management function that determines how the firm's resources are arranged and
coordinated; the deployment of resources to achieve strategic goals.
According to Kreitner (2007 p.249), the cooperative social system involves the
coordinated efforts of two or more people pursuing a shared purpose is called
organization.

Structure of the Organization

According to Robbins (2012), Organizational structure is the formal arrangement
of jobs within an organization. Dubrin (2012) stated that Organization structure is the
arrangement of people and tasks to accomplish organizational goals.
Organization structure represents a detailed arrangement of job functions per
department that is accorded to the employee scope of responsibility. The mentioned
responsibilities are geared towards the attainment of the established goals and
objectives.
The structure can also be done while the work is subdivided into the
departments; this method is called departmentalization (Dubrin, 2012).

Types of Departmentalization

According to Dubrin (2012 p. 270-274), there are three types of

departmentalization namely these are functional, geographic and product. service.
Functional departmentalization is an arrangement that defines departments by the
function each one performs, such as accounting and purchasing.
 Figure 10.1 — Functional Departmentalization

Geographic departmentalization is an arrangement of departments according to the

geographic area and/or territory served.

Figure 10.2 — Geographic Departmentalization

Product-service departmentalization is the arrangement of departments according to

the products or services they provide.

Figure 10.3 — Product-service Departmentalization

The departmentalization structures can also be called as the organization charts
which serves many purposes. Organizational design is a process that involves
decisions about the following six key elements, work specialization,
departmentalization, chain of command, span of control, centralization and
decentralization, and formalization.

Job Design – is the process of laying out the job responsibilities and duties. It also
includes the description on how these are performed (Dubrin, 2012 p.230).

Job specification – refers to the list of the knowledge, skills, abilities, and other
characteristics (KSAOs) that an individual must have to perform a particular job (Noe,
et. al 2007 p. 111).
According to Dubrin (2012), dimensions refer to what an incumbent actually does on
the job. Understanding these dimensions leads to an understanding of the nature of the
work. There are four dimensions with sub-dimensions of job design; these are task
characteristics, knowledge characteristics, social characteristics and contextual
characteristics.

Task Characteristics refers to the focus on how the work itself is accomplished, the
range and nature of the tasks associated with a particular job. It can be expressed in
four sub-dimensions:
1. Autonomy, in general, refers to how much freedom and independence the
incumbent has to carry out in his or her work assignment. The freedom aspect
includes (a) work scheduling, (b) decision making, and (c) work methods.
2. Task Variety refers to the degree to which the job requires the worker to use a wide
range of tasks. Task significance indicates the extent to which a job influences the
lives or work of others, whether it is inside or outside the organization.
3. Task Identity reflects the extent to which a job involves a whole piece of work that
can readily be identified.
4. Feedback from job refers to the extent to which the job provides direct and clear
information about task performance. The focus is on feedback directly from the job
itself, as opposed to feedback from others (Dubrin, 2012 pp.231-232).

Knowledge Characteristics refers to an obvious job dimension. It is the demand for

knowledge, skill, and ability placed on a job holder because Of the activities built into
the job. This can be expressed in five sub dimensions:

1. Job complexity refers to the degree of the job tasks are. Th is measure the
complexity and difficulty the job is to perform. Wo rk that involves complex tasks
requires high-level skills and is mentally demanding and challenging.

2. formation processing refers to the degree a job requires attending to and processing
of data and information. Dubrin emphasizes that information is the result of making
data useful, such as making sense of a survey about customer satisfaction.

3. Problem solving refers to the degree a job requires unique ideas or solutions, It also
involves diagnosing and solving non-routine problems and either preventing or
fixing errors.

4. Skill variety refers to the extent a job requires the incumbent to use a variety of skills
to perform the work. Skill variety and task variety are not the same thing. The use
of multiple skills is different from the performance of multiple tasks.

5. Specialization refers to the extent a job involves performing specialize tasks or

processing specialized knowledge and skill (Dubrin, 2012 pp.232-233).

Social Characteristics relate to the interpersonal aspects of a job or the extent

the job requires interaction with others. Social support refers to the degree a job
involves the opportunity for advice and assistance from others in the workplace. It often
contributes the job holder's well-being of being able to turn to co-workers for technical
assistance. It can be expressed in three sub-dimensions:
1. Interdependence reflects the degree the job depends on others — and others
depend on the job — to accomplish the task.
2. Interaction outside the organization refers to how much the job requires the
employee to interact and communicate with people outside the organization.
3. 3) Feedback from others refers to the extent other workers in the organization
provide information about performance (Dubrin, 2012 p.233).

Contextual Characteristics refer to the setting or environment of the job such as

working in extreme temperatures. It can be expressed in foot sub. dimensions:
1. Ergonomics indicates the degree to which a job allows correct posture or movement
2. Physical demands refer to the level of physical activity or effort required for the job,
particularly with respect to physical strength, endurance, effort, and activity
3. Work conditions relate to directly to the environment the work is performed. It
includes the presence of health hazards, noise, temperature, and cleanliness of the
workplace
4. Equipment use reflects the variety and complexity of the technology and equipment
incorporated in to the job (Dubrin, 2012 p, 233-234).

Job Specialization and Job Design

According to Dubrin (2012 pp.235-236), Job specialization is the degree a job
holder performs a limited number of tasks, there are various advantages and
disadvantages of Job specialization.

Advantages
1. When employees perform the same task repeatedly, they become highly
knowledgeable and highly skilled
2. Many employees derived status and self-esteem from being experts at some task.
3. Specialize jobs at lower occupational require less training time and Jess learning
ability.
Disadvantages
1. Coordinating the work force can be difficult when several employees do small pads
of one job.
2. Somebody must take responsibility for pulling together the small pieces of the total
task.
3. They become bored by performing a narrow range of tasks.

Job description is a written statement of the key features of a job along with the
activities required to perform effectively by the job holder (Dubrin, 2012 p. 236).
This explains how sometimes a job description is required to be modified to fit the job. It
can be done depending on the current task needed for a particular job.
Job enrichment is an approach in including more challenges and responsibilities in
jobs to make them more appealing to employees.

The following are the characteristics of job enrichment:

Direct feedback. Employees should receive immediate evaluation of their work. This
feedback can build into job or provided by the supervisor.
1. Client relationship. A job is automatically enriched when an employee has a client or
customer to serve. The client can come from within the organization or outside it..
Serving a client is more satisfying to most people than performing work solely for a
manager.
2. New Learning. An enriched job allows its holder to acquire new knowledge. The
learning can stem from job experiences or from training programs associated with
the job.
3. Control over method. When a worker has some control over which method to
choose to accomplish a task, his or her task motivation generally increases.
4. Control over scheduling. The ability to schedule one's work contributes to job
enrichment. Scheduling includes the authority to decide when to tackle which
assignment and having some say in setting working hours.
5. Unique experience. An enriched job exhibits unique qualities or features.
6. Control over resources. Another contribution to enrichment comes from having
some control over resources such as money, material, or people.
7. Direct communication authority. An enriched job provides workers the opportunity to
communicate directly with people who use their output.
8. Persona/ accountability. In an enriched job, workers take responsibility for their
results.