Lecture 4 MBF2213 | Operations Management Prepared by Dr Khairul Anuar

1. Lecture 4MBF2213|Operations Management Prepared by DrKhairulAnuar L4: People, Jobs and Organisation

2. Layout and flow Operations strategy Process design Supply network design Improvement Layout and flow Design Planning and control People, jobs and organization Process technology Product/service design

3. Key operations questions • People, jobs and organization – Slack et al. identify the following key questions: • Why are people issues so important in operations management? • How do operations managers contribute to human resource strategy? • What forms can organization designs take? • How do we go about designing jobs? • How are work times allocated?

4. The elements of job design

5. Operations in practice – W. L. Gore • How does W.L. Gore’s approach to managing its human resources seem to differ from more conventional companies? • What do you think are the advantages and disadvantages of W.L. Gore’s approach?

6. People on operations Understand organization design Contribute to human resource strategy People, jobs and organization Design the working environment Allocate work times Design individuals’ and groups’ jobs

7. Human resource strategy Alignment with business strategy (Strategic partner) The operation Assisting in resolving operating issues (Employee champion) Managing transformation and change (Change agent) Recruit Develop Deploy HR processes and procedures (Administrative expert)

8. Human resource strategy (Continued)

9. Is it ‘googley’? How did Google’s approach to recruitment reflect it’s human resources strategy?

10. Causes of stress at work and what could be done

11. U-form organizations give prominence to functional groupings of resources Group headquarters Marketing Operations Finance Dept.A Dept.C Dept.B Dept.A Dept.C Dept.A Dept.C Dept.B Dept.B

12. Division A Division B Division C The M form separates the organization’s resources intoseparate divisions Group headquarters Marketing etc. Operations Marketing Marketing etc. etc. Operations Operations

13. Matrix form structures the organization’s resources so that they have two (or more) levels of responsibility Group headquarters Division A Division B Division C Marketing Operations Human resources Finance

14. N form organizations form loose networks internally and externally Organization A headquarters Org D Org B Group A Group F Org E Org C Group E Group B Group D Group C

15. The main influences on job design, work time allocation and the design of the working environment Flexible working ‘Scientific’ management Ergonomics Design the working environment Allocate work times Design individuals’ and groups’ jobs Team working ‘Behavioural’ approaches Division of labour

16. quality speed dependability impacts on flexibility cost health and safety quality of working life The objectives of job design Job design

17. Division of labour Dividing the total task down into smaller parts, each of which is accomplished by a single person or team. Promotes faster learning. Advantages Makes automation easier. Ensures that non-productive work is reduced. Leads to monotony. Can result in physical injury. Disadvantages Is not particularly robust. Can reduce flexibility.

18. Work measurement Method study Method study is the systematic recording and critical examination of existing and proposed methods of doing work, as a means of developing and applying easier and more effective methods and reducing costs. The application of techniques designed to establish the time for a qualified worker to carry out a specified job at a defined level of performance. Work study Work study A generic term for those techniques, particularly method study and work measurement, which are used in the examination of human work in all its contexts, and which lead systematically to the investigation of all the factors which affect the efficiency and economy of the situations being reviewed in order to effect improvement.

19. Standard performance Standard performance is the rate of output which qualified workers will achieve without over-exertion as an average over the working day provided they are motivated to apply themselves to their work.

20. Qualified worker A qualified worker is one who is accepted as having the necessary physical attributes, intelligence, skill, education and knowledge to perform the task to satisfactory standards of safety, quality and quantity.

21. Resources and flow: job design Method study: SREDIM Method study seeks to improve methods of production –it embraces layout, environment, material and labour and usage. • Select task to be studied • Record present method • Examine the facts critically • Develop best method • Install the new method • Maintain by regular checks.

22. Basic time + allowances = standard time Work measurement Standard times are the building blocks of process design – they represent the time needed for a qualified worker to carry out specific jobs at defined levels of performance.

23. Ergonomics Ergonomicsis concerned primarily with the physiological aspects of job design – i.e., with the human body and how it fits into its surroundings. Ergonomics How the person interfaces with the environmental conditions prevalent in his or her immediate working area. How the person interfaces with the physical aspects of his or her workplace.

24. Ergonomics (Continued)

25. Ergonomics (Continued) Using anthropometric data, ergonomics can guide how people interface with their workplace.

26. Forearms approximately horizontal Seat back adjustability Good lumbar support Seat height adjustability Leg room and clearance to allow postural changes Foot support if needed No excess pressure on underside of thighs and backs of knees Space for postural change, no obstacles under desk Ergonomics (Continued) Ergonomics in the office environment

27. Screen: stable image, adjustable, readable glare/reflection free Adequate lighting Adequate contrast, no glare or distracting reflections Window covering Keyboard usable, adjustable, detachable, legible Distracting noise minimized Work surfaces: allow flexible arrangements, spacious, glare free Software appropriate to task, adapted to user, no undisclosed monitoring Ergonomics (Continued) Ergonomics in the office environment

28. Ergonomics (Continued) Ergonomics – How the person interfaces with the environmental conditions prevalent in his or her immediate working area. For example, people working in extreme conditions.

29. Behavioural approaches – Hackman and Oldham’smodel of job design Performance and personal outcomes Core job characteristics Mental states Techniques of job design Combining Skill variety Experienced meaningfulness of the work High internal work motivation tasks Forming natural Task identity work units High quality work performance Experienced responsibility for outcomes of the work Establishing Task significance client relationships High satisfaction with the work Autonomy Vertical loading Knowledge of the actual results of the work activity Low absenteeism and turnover Opening Feedback feedback channels

30. Job enrichment Job enlargement Behavioural approaches – Job enlargement and enrichment More tasks which give increased responsibility autonomy or decision-making Original job tasks More tasks of the same type

31. Team working Team working – where staff, often with overlapping skills, collectively perform a defined task and have a high degree of discretion over how they actually perform the task. For example – a team of nurses sharing the responsibility to care for patients

32. Empowerment Empowerment means more than autonomy. It means giving staff the ability to change how they do their jobs and the authority to make changes to the job itself, as well as how it is performed.

33. Empowerment (Continued) Empowerment – McDonald’s lets families share jobs. It allows family members to cover each others jobs. Members of the same family working in the same outlet are able to work each others shifts without giving any prior notice or getting a manager’s permission.

34. Flexible working Flexible working – Increasingly some people are expected to do their jobs while traveling, with only occasional visits to their ‘home’ location.

35. Staff treated as a cost Division of labour Self-managed method study Scientific management Ergonomics Behavioural approaches Empowerment Team working Staff treated as a resource Flexible working Control versus commitment Emphasis on commitment and engagement of staff Emphasis on managerial control