運營管理基礎 4E-戴維斯英文IMChap010

1、CHAPTER 10 HUMAN RESOURCES ISSUES IN OPERATIONS MANAGEMENTChapter OverviewAs organizations strive to provide high quality goods and services, the role of the worker, as well as the manager, is changing. Employees are being empowered, which in turns changes the managers role from command and control

2、to team or group leader. In addition to these changes that are impacting job design, physical and behavioral factors must be considered.Major Points of ChapterThe role of the manager is changing from command and control to team or group leader. Many people are using the term coach.HTen skills freque

3、ntly cited as critical to a managers effectiveness are verbal communication; managing time and stress; managing individual decisions; recognizing, defining, and solving problems; motivating and influencing others; delegating; setting goals and articulating a vision; self-awareness, team building; an

4、d managing conflict.Trends in the workplace include increased diversity, more flexible work hours, more part time work and job sharing, and increased use of temporary labor.Technology is also impacting the workplace. This is especially true in terms of recruiting, telecommuting, and training and dev

5、elopment.Teams are also a vital part of todays workplace.Behavioral considerations also play a role in terms of job design.Review and Discussion QuestionsThink of three examples of ways in which an organization has changed to become more competitive. What impact do you think these changes have on th

6、e employees of the organization?Answers will vary. However, the student might pick some of the trends in job design, which include quality responsibility, cross-training, employee involvement and participation, “infbmiatingj any time any place production, automation, and meaningful and rewarding job

7、s.Which of the eight managerial roles do you practice in your role as a student,. in activities in which you participate,. in your job? Which of Cameron and Whettens ten skills do you use in these roles?Answers will vary. Whettens ten skill are verbal communication, managing time and stress, managin

8、g individual decisions, recognizing, defining, and solving problems, motivating and influencing others, delegating, setting goals and articulating a vision, self-awareness, team building, and managing conflict. The eight managerial roles are found in Exhibit 10.1.136What problems might arise from em

9、powering employees? What are some of the hurdles that managers must overcome in empowering employees? What could the organization do to address these issues?The biggest problem with empowering employees is that the decision making power is transferred to them. It is essential that they are able to m

10、ake the correct decision for your organization. Empowered employees need to develop the necessary skills to be team members. Some of these skills include problem-solving, decision-making, interpersonal communication, and team management. The organization needs to provide training to develop these sk

11、ills and create reward and incentive systems to reward both team and individual performance.Would you prefer to work in a traditional work group or in a self-managed work team? Why?Answers will vary. Although most students will generally answer that they would like to be a part of a team, not all st

12、udents want to be members of teams. Traditional work groups are well defined and structured. Job design is very precise in many cases. Many people like this structure, and not everyone makes a good team member.This chapter mentioned some of the benefits and the difficulties in implementing crossfunc

13、tional and self-managed teams. What other difficulties can you predict? What other benefits do you see?Answers will vary, as there are a large number of benefits and difficulties associated with crossfunctional and self-managed teams. The benefits mentioned by the textbook include increased producti

14、vity, quality, customer satisfaction, flexibility, streamlining of functions, and produce worker commitment. Additional benefits might include improved decision making through the synergy of the group, improved job satisfaction (also mentioned in Textbook) that will lead to less employee turnover, a

15、nd less employee absenteeism.Drawbacks mentioned in Textbook include considerable investment in time, effort, and organizational commitment. Additional drawbacks include that workers and managers must change to reflect this approach. Not everyone is willing or able to make this type of change. Great

16、er expertise will be required of workers, which will necessitate training. Additional skill will eventually translate into higher pay. Moreover, change must take place in terms of advancement and reward structures, which will take time and effort to develop and implement.Is there an inconsistency wh

17、en a company requires precise time standards and encourages job enlargement?This depends greatly on the job at hand. However, if the elements of the enriched job are well defined and standardized, there is no reason why objective standards cannot be set for enlarged jobs.As an aside, it is worth emp

18、hasizing that work simplification notions are not incompatible with any of the behaviorally oriented approaches to job design. For example, just because a worker is given autonomy in performing a task doesnt mean that the methods by which that task is accomplished shouldnt be efficient.Chapter 10The

19、 study team from one American car manufacturer observed that the Japanese used techniques such as job rotation, making workers responsible for quality control, minimal work classifications, and indirect employee participation in management. What gains can be made with this approach, in contrast to t

20、he job specialization approach? If the Japanese approach were to be adopted in a specialized job environment, what changes would have to take place for it to be successfully implemented?The results of efforts to broaden the responsibility of line workers include substantial improvement in quality an

21、d reduction in lead time. The potential for improvements in overall work methods through reduction in setups, improved material handling, and mistake proofing is much greater than through a top down approach. To achieve these results workers need to be educated in improvement methods and measures of

22、 performance consistent with quality goals must be implemented.How is technology affecting the workplace?Technology is having a tremendous impact on the workplace. One aspect is that it is splitting jobs into two categories-ones with technical skills, and ones without technical skills. It is also ha

23、ving a major impact in three areas一recruiting, telecommuting, and training and development. The Internet has now become a major part of recruiting. The Internet has helped remove geographic boundaries in this process.More and more workers are telecommuting today. Part of the reason is the reduction

24、in cost, and improvements in technology. Telecommuting in many cases is a cost savings to the company, as they do not have to maintain office space.Training and development is now a major part of many organizations. The changes in technology are requiring almost all workers to receive continuous training to keep pace.Case: AT&T Cred