Job Design At Pepperdine University Graziadio School ✓ Solved

Job Design At Pepperdine University the Graziadio School O

Job Design at Pepperdine University The Graziadio School of Business and Management (GSBM) at Pepperdine University is one of the largest business schools in the country and has the third largest part-time MBA program. The school also provides graduate education aimed at different markets including an executive MBA (EMBA), a presidential/key executive MBA (PKE), and a specialized master’s degree in organization development (MSOD).

The MSOD program’s curriculum consists of 10 four-unit classes over 22 months. Eight of the classes are conducted off-site during eight-day sessions at both domestic and international locations. The MSOD program office consists of a faculty director, a program administrator, and an administrative assistant.

In response to cost-cutting initiatives at the university level, a proposal was being considered to alter the job designs of the MSOD program staff. The MSOD Program Administrator, the focus of this application, was responsible for marketing and recruiting new students, managing the delivery logistics of the off-site program, managing the students’ registration and financial relationships with the university, and maintaining relationships with the MSOD alumni.

The marketing and recruiting duties involved working with the Program Director and the Director of Marketing for GSBM to develop marketing tactics including advertisements, brochures, conference marketing and support, and other market development activities. The recruiting process involved explaining the curriculum to prospective applicants, overseeing the application process for each applicant, working with the faculty to have qualified applicants interviewed, and managing the admissions process.

Once a class was admitted, the Program Administrator worked with various off-site facilities to establish room and board rates and catering services; managed the faculty’s travel and teaching requirements; managed various intersession activities including the final exam; managed the students’ enrollment and graduation processes including their interface with the university’s registrar and finance office and the school’s financial aid office; and coached students through the program.

After graduation, the Program Administrator served as an unofficial placement service, providing career guidance, and worked with the program’s alumni organization to sponsor conferences and other alumni activities. Each of the above activities was somewhat programmable in that they occurred at specific times of the year and could be scheduled. However, because each applicant, student, class, or graduate was somewhat unique, the specific tasks or actions could not always be specified in advance.

The MSOD Program Administrator has worked with the MSOD program for over 15 years and was a fixture in both the MSOD and the general OD communities. Year over year, the Program Administrator delivered qualified applicants in excess of available space although that task had become increasingly difficult in the face of tuition increases, increasingly restrictive corporate policies on tuition reimbursement, and the ups and downs of the economy.

He has handled both routine and nonroutine administrative details professionally, displays and reports a high level of job satisfaction and commitment to the program, and has been complimented formally and informally by the students in the program. In fact, each cohort develops its own relationship with the administrator and he becomes a de facto member of almost every class.

The alumni considered the Program Administrator a key and integral part of the MSOD program. The set of duties described above has evolved considerably over the Program Administrator’s tenure.

In particular, he has become more involved and responsible for marketing and recruiting activities, and the alumni relations duties have been added in response to alumni requests that cannot be filled by traditional university departments. In an effort to improve efficiencies, and in recognition of the MSOD Program Administrator’s outstanding productivity, a proposal was being considered by GSBM administration to change the design of his job.

The proposal suggested that the MSOD Program Administrator continue to perform all of the current duties of the position, and, in addition, provide administrative support to two PKE classes from their initial class to graduation. The duties of administrating the PKE program would be similar in nature to the delivery aspects of the MSOD program, including working with faculty to support their teaching efforts, managing textbook ordering processes, and providing different facilities logistics activities. It would not include marketing, recruiting, and alumni development activities.

He would receive additional compensation for the increased responsibilities and a title change. The new position would share, with the EMBA program administrator, the supervision of an assistant program administrator, who would in turn supervise a pool of administrative assistants. The assistant program administrator would also report to the EMBA Program Administrator.

The MSOD/PKE program administrator would be shared between the MSOD program director and a director of EMBA/PKE programs.

Paper For Above Instructions

Q.1 Describe the culture of Pepperdine University within which an individual job is enriched. Support your answer using two examples from the case study.

The culture of Pepperdine University, particularly within the Graziadio School of Business and Management (GSBM), is one that emphasizes employee involvement, commitment, and adaptability. These characteristics create an environment where individual jobs, such as that of the MSOD Program Administrator, can be enriched. Firstly, the MSOD Program Administrator's prolonged tenure of over 15 years demonstrates a strong commitment to the program, reflecting a culture that values loyalty and long-term contribution. The administrator's evolving role to take on more marketing and alumni relations responsibilities speaks to a culture that encourages growth and adaptation, recognizing the need to respond to alumni requests that larger university departments may not effectively address.

Secondly, the supportive involvement of the university administration in proposing enriched job designs for key positions like the Program Administrator indicates a recognition of the employee's contributions and a desire to enhance job satisfaction. The proposal not only seeks to recognize the outstanding productivity of the Administrator but also aims to create a more integrated role that includes additional responsibilities, thereby enriching the job through diverse tasks and increased autonomy. These examples illustrate how Pepperdine's culture fosters employee involvement and growth while aligning individual roles with broader organizational goals.

Q.2 Discuss and evaluate the following components for the MSOD program’s administrator as proposed by Pepperdine University:

-Skill variety: One of the major components of job design is skill variety, which refers to the degree to which a job requires a variety of different activities that involve different skills and talents. The MSOD Program Administrator role exemplifies high skill variety, as the administrator is required to engage in marketing, recruiting, logistical management, student coaching, and maintaining alumni relationships. This variety not only keeps the job engaging but also ensures that the administrator can develop a broader skill set that is advantageous for both the individual and the organization.

-Task identity: Task identity pertains to the degree to which a job requires completion of a whole and identifiable piece of work. The MSOD Program Administrator has a clear role in managing the entire lifecycle of student engagement from recruitment through to graduation and alumni relations. This high level of task identity fosters a sense of ownership and fulfillment in the role, as the administrator can see the direct impact of their work on the students' success.

-Task significance: Task significance emphasizes the perceived importance of one's role within the larger organizational context. The MSOD Program Administrator not only facilitates student learning but also contributes to the sustainability and growth of the program itself. By effectively managing recruitment and alumni relations, the administrator plays a crucial role in maintaining the quality and reputation of the MSOD program, which fosters a strong sense of purpose in their work.

-Autonomy: Autonomy refers to the level of independence given to an employee over their work. The proposed job design for the Program Administrator enhances autonomy by allowing them to make decisions regarding marketing strategies and alumni engagement initiatives without micromanagement. This empowerment can enhance job satisfaction as the administrator can innovate and implement their ideas to improve the program.

-Feedback: Feedback is essential in job design as it helps individuals understand their performance and areas for improvement. The MSOD Program Administrator receives consistent feedback from students and alumni, validating their efforts and achievements. This ongoing communication allows the administrator to adjust their strategies and approaches, further enhancing job satisfaction and performance.

Q.3 Explain why it is important for an individual job design to be congruent with the larger organization design. Support your answer using one example from this case study.

The congruence between individual job design and the larger organizational design ensures that every employee’s role aligns with the strategic goals and operational structures of the organization. For example, the proposed changes in the MSOD Program Administrator's job not only aim to enrich their role but also facilitate better integration with other functions within GSBM, such as marketing and alumni relations. This alignment is crucial for optimizing resource use and enhancing collaboration between departments, ultimately leading to improved organizational effectiveness.

The interdependencies between the Program Administrator and other roles in the MSOD program office underscore the need for job designs that reflect this interconnectivity. When individual roles are congruent with overall organizational strategies, they can collectively work towards achieving common objectives, leading to a more cohesive and successful unit.

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