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Chapter 10 Human resource issues in operations management, after studying this chapter you will be able to: Describe the changing role of the manager from one of command and control to that of being a team leader and coach, and the additional skills required; identify the emerging trends that are dramatically changing the way in which people work; define the concept of employee empowerment and show how it impacts management and the organization;...
DAVIS F O U R T H E D I T I O N AQUILANO CHASE chapter 10 Human Resource Issues in Operations Management © The McGraw-Hill Companies, Inc., 2003 PowerPoint Presentation by Charlie Cook Chapter Objectives Chapter Objectives • Describe the changing role of the manager from one of command and control to that of being a team leader and coach, and the additional skills required • Identify the emerging trends that are dramatically changing the way in which people work • Define the concept of employee empowerment and show how it impacts management and the organization • Distinguish between traditional work groups, selfmanaged teams, and cross-functional teams âTheMcGrawưHill FundamentalsofOperations Companies,Inc.,2003 Management4e 102 ChapterObjectives(contd) ChapterObjectives(contd) ã Present the various ways in which technology is affecting jobs and the workplace • Introduce both behavioral and physical factors that should be taken into consideration when designing jobs Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 10–3 The New Managerial Role The New Managerial Role • Coping with a rapidly changing environment (downsizing and restructuring) • Identifying new and innovative ways to produce more with fewer workers and fewer organizational layers • Motivating employees who now feel less committed to organizations than in the past • Assisting workers in taking responsibility for their work âTheMcGrawưHill ã Managing the flow of information Fundamentals of Operations Management 4e Companies, Inc., 2003 10–4 The New Managerial Role The New Managerial Role • Overseeing the work of employees that work from remote locations • Managing diversity in the organization to: –Improve creativity and decision making –Make the organization more responsive to a wider variety of customers –Reduce employee turnover,by preventing conflicts, discrimination, communication breakdowns, and legal actions FundamentalsofOperations Management4e âTheMcGrawưHill Companies,Inc.,2003 105 ExpandedManagerialSkillSet ExpandedManagerialSkillSet ã Being able to communicate verbally (including the ability to listen) • Managing time and stress • Managing individual decisions • Recognizing, defining, and solving problems Fundamentals of Operations Management 4e Source: Kin Whetten and David Cameron, Developing Management Skills (New York: Harper Collins, 1995) • Motivating and influencing others • Delegating • Setting goals and articulating a vision • Being self-aware • Able to build teams ã Managing conflict âTheMcGrawưHill Companies,Inc.,2003 106 EightDifferentManagerialRolesand Eight Different Managerial Roles and Their Required Core Competencies Their Required Core Competencies Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 Exhibit 10.1a 10–7 Source: R.E Quinn, S.R Faerman, M.P Thompson, and M R McGrath, Becoming a Master Manager: A Competency Framework (New York: John Wiley and Sons, 1996), p 23 Eight Different Managerial Roles and Eight Different Managerial Roles and Their Required Core Competencies (cont’d) Their Required Core Competencies (cont’d) Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 Exhibit 10.1b 10–8 Source: R.E Quinn, S.R Faerman, M.P Thompson, and M R McGrath, Becoming a Master Manager: A Competency Framework (New York: John Wiley and Sons, 1996), p 23 Managers: Then and Now Managers: Then and Now • Then –Always had more technical expertise –Could solve all problems –Had the primary responsibility for how their department worked –Knew exactly what was going on in their department Fundamentals of Operations Management 4e • Now –Rarely knows it all (and admits it!) –Doesn’t try to it all alone –Seldom tells other exactly what to –Includes others in decisions about the department © The McGrawHill Companies, Inc., 2003 10–9 Emerging Trends in the Workplace Emerging Trends in the Workplace • Increasing Diversity in Workforce Demographics • Increasing Use of Flexible Work Hours • Part-Time Work and Job Sharing • Increasing Use of Temporary Labor • The Impact of Technology –Recruitment –Telecommuting –Increase in training and development © The McGrawHill Fundamentals of Operations Companies, Inc., 2003 Management 4e 10–10 Emerging Trends in the Workplace Emerging Trends in the Workplace (cont’d) (cont’d) • Increasing Emphasis on Teamwork –Self-managed or self-directed work teams • Autonomous teams responsible for identifying problems, and measuring outcomes –Cross-functional work teams • Teams within organizations that have representatives from different areas of the firm Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 10–11 Employee Turnover Employee Turnover • Employee Turnover Costs –Loss of knowledge –Loss of output –Hiring costs –Termination costs • The Hiring Process –An effective hiring process reduces turnover by screening out individuals that not have the required characteristics or skills necessary for them to succeed on the job © The McGrawHill Fundamentals of Operations Companies, Inc., 2003 Management 4e 10–12 Job Design Job Design • Issues in Job Design –Quality as part of the worker’s job –Cross-training workers for multi-skilled jobs –Employee involvement and team approaches to designing and organizing work –“Informating” ordinary workers through telecommunications network and computers –Any time, any place production –Automation of heavy manual work –Organizational commitment to providing © The McGrawHill meaningful and rewarding jobs for employees Fundamentals of Operations Companies, Inc., 2003 Management 4e 10–13 Job Design (cont’d) Job Design (cont’d) • Job Design –Tasks and sequences that have to be accomplished and are within an individual’s job assignment –Micromotion: the smallest work activity –Element: two or more micromotions –Task: two or more elements that comprise a complete activity –Job: A set of all the tasks that must be performed by a worker © The McGrawHill Fundamentals of Operations Companies, Inc., 2003 Management 4e 10–14 Factors in Job Design Factors in Job Design Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 Exhibit 10.2 10–15 Behavioral Considerations in Job Design Behavioral Considerations in Job Design • Degree of Labor Specialization –Dividing tasks into small increments of work, resulting in efficient operations due to highly repetitive tasks –Job Enlargement (Horizontal Enlargement) • Redesigning a job, usually by increasing the number of tasks, to make it more interesting –Job Enrichment • Broadening a job description to include both more tasks and greater worker involvement in the planning and design of the work to be done Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 10–16 Advantages and Disadvantages Advantages and Disadvantages of Labor Specialization of Labor Specialization Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 Exhibit 10.3a 10–17 Advantages and Disadvantages Advantages and Disadvantages of Labor Specialization of Labor Specialization Exhibit 10.3b Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 10–18 Physical Considerations in Job Design Physical Considerations in Job Design • Work Task Continuum –Manual tasks • Put stress on large muscle groups, causing fatigue –Motor tasks • Involve speed and precision in physical movements –Mental tasks • Involve rapid decision making base on certain types of stimuli Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 10–19 Work Task: Continuum (Human Work) Work Task: Continuum (Human Work) Fundamentals of Operations Management 4e © The McGrawHill Companies, Inc., 2003 Exhibit 10.4 10–20 ... types of stimuli Fundamentals? ?of? ?Operations? ? Management? ?4e © The McGrawHill Companies, Inc., 2003 10–19 Work Task: Continuum (Human Work) Work Task: Continuum (Human Work) Fundamentals? ?of? ?Operations? ?... © The McGrawHill Fundamentals? ?of? ?Operations? ? Companies, Inc., 2003 Management? ?4e 10–12 Job Design Job Design • Issues in Job Design –Quality as part of the worker’s job –Cross-training workers for multi-skilled... areas of the firm Fundamentals? ?of? ?Operations? ? Management? ?4e © The McGrawHill Companies, Inc., 2003 10–11 Employee Turnover Employee Turnover • Employee Turnover Costs –Loss of knowledge –Loss of