Productivity Management Based On Productivity Science For Self-Recreating Organization in A Brazilian Multinational Company

Third International Conference on Production Research
Americas Region 2006 (ICPR(ICPR-AM06)

IFPR ABEPRO - PUCPR - PPGEPS
PRODUCTIVITY MANAGEMENT BASED ON PRODUCTIVITY

SCIENCE FOR SELF-RECREATING ORGANIZATION
IN A BRAZILIAN MULTINATIONAL COMPANY
Katsumi Abe
Meisei University, Tokyo abe@mi.meisei-u.ac.jp
Jos Jean Paul Zanlucchi de Souza Tavares
University of So Paulo, So Paulo jose.zanlucchi@poli.usp.br
Abstract:
Employees morale and motivation are key elements for self-recreating organization,
which management has to take into consideration for productivity improvement with
limited capital investment at production line. This is the essential way of the
management for enhancement of work member productivity based on the human
semantics. It is not, however, unusual that there is a mismatch between workers' real
needs and the available managements given by the organization, which could be
crucial problem to both workers and the management. In order to elucidate the situation
of the mismatch structurally, this study applies the questionnaire system [1] designed in
the S-F scheme. It is based on the KIS Productivity scheme for Self-Recreating
Organization (SRO) in productivity science. The original idea of Self-Recreating
Organization (SRO) for the research has been proposed by Kurosawa [2]. The
research for Japanese companies on this theme has been carried on; the reports were
made at the 17th ICPR [3] and the 18th ICPR [4]. This study develops it further on the
case study for a Brazilian multinational company.
Keywords:
Knowledge Intensive Staff (KIS) Member Productivity scheme, Self-Recreating
Organization (SRO), productivity science, S-F scheme, organizational productivity,
morale and motivation, fuzzy similarity and connectivity matrix.
Introduction
The organizational climate has been studied many, but there are few works on KIS
productivity (KIS: Knowledge Intensive Staff members) connected to the organizational

climate. This study applies the Kurosawas questionnaire system [5] [6]based on the SF scheme in productivity science. It constructs a questionnaire system for the
organization, where the structure of workers needs for higher performance can be
made clear in the four dimensions as is illustrated in Fig.1; they are (S) Drives to Work,
(s) Communication, (f) Organizational Effectiveness, and (F) Performance or
Satisfaction [7].
-Dimension form
Form of the thing

Functionally it represents
a goal gratification
function
-Dimension Function
FunctionFunctionally it
represents roles and role
playing.
Performance
Satisfaction
Organizational
Effectiveness
Organizational
Productiveness/
Productivity
through Morale
Motivation
Drives to Work
S-Dimension Substance
Substancefoundation of
the systemFunctionally it
represents potential or
hypothesis
Communication
s-Dimension
system/structure
Structureelements plus law

Functionally it represents a
functional system of
systematizationstrategy setting.
Fig.1 Structure of Organizational Productiveness/Productivity by SS-F Scheme
First it is explained the diagnostic survey, where the questionnaire system is designed
uniquely based on the S-F scheme. Second, the collected data are processed by fuzzy
operations so as to quantify the relationships between the dimensions, where the
analytical tools used are fuzzy contingency table analysis, fuzzy similarity matrix, fuzzy
connectivity matrix, and principal component analysis. Third, the situations of each
dimension, especially the consciousness gaps between superiors and subordinates are
quantified as to the consciousness responses about the organizational climate from the
members; superiors and the subordinates. It will suggest the appropriate managerial
policy for the SOR that should be taken by the top of decision makers in the
organizations concerned.

Framework of Diagnosis
Diagnosis of organization situation
What is the fundamental of organizational productivity? The S-F scheme proposed

originally by Kurosawa is very useful to explain this, which has the four basic
dimensional categories described in the introduction descried above. Fig.1 shows a
concrete expression of the four dimensions of organizational climate [8]. The four
dimensional categories influence each other, which is called a phase-movement with a
counter clockwise or a clockwise or sometimes opposite angle (s-F or S-f). The S-F
scheme has a multi-stage structure. At the first stage, it represents the total structure of
organizational productivity, which consists of four dimensions, S, s, f, and F;
A={S,s,f,F}, as is shown in Figure 1, and the each dimension consists of four subdimensions, and the each sub-dimension consists of four sub-sub dimensions of S, s, f,
and F.
Fig.2 SS-F Scheme applied to the questionnaire

system
While the S-dimension is a repeller the potential source of energy for the organization,
the F-dimension is an attractor as the total result from the organizational activity. The
dimensions of s and f are the intermediate saddles between the S and the F, which acts
to receive the energy/results and to develop them into the following dimension. The
potentials of each dimension in the phase-movement of S-F scheme flow from the

dimension with a higher potential to the one with a lower potential; that is, SsfF
as the set theory and SsfF as the flow of potential energy in the depth phasemovement with a counter clockwise. In the surface phase-movement with a clockwise,
they act in reverse order. That is the principal mechanism of phase-movement in the SF scheme [9]. The S-F scheme in Fig.1 shows the dynamism of developing the
organizational productiveness/productivity in that way.
Fig.3 The detailed structure of the four dimensions of organizational climate
Fig.2 shows the S-F scheme applied to the questionnaire system, which has a threestage structure; 64 questions are allocated with corresponding to each dimension.
What is asked at each dimension is shown in Fig.3. This study treats the psychological

relation between group managers and their subordinates, and in particular detects the
gaps in the consciousness. The Kurosawas questionnaire system [10] has carefully
constructed so as to collect their consciousness proper to each dimension. The SRO
Questionnaire for the Subordinates in the appendix is an example of actual 16
questions to subordinates at the dimension of S1-Drives.
A Case
Case Study
Study for the Company
Company A
A
This study has tentatively surveyed small organizations in Brazil. One of them, who
engage in working on a new nano pump development to require a new specific
application patent, is taken here to explain the diagnosis for organization. Some of the
questions, which are designed for Japanese workers, would not go down well with
Brazilian workers. Since the survey treats the psychological relation between managers
and their subordinates, as is explained above, some questions refer to workers values
and traditions; they might not be easy to answer because of different cultures between
two nations. However, this time does not take account of these problems at this stage.
3.1 Total Situation of Organizational Climate

The survey has collected the degree of consciousness of 5 ranks from 3 superiors and
3 subordinates of the company; all persons engaged have been questioned. It is rather
small organization; however, referring to the size of organization, it has no problem at
all for this diagnostic method, because the survey does not deal the statistics but
examine the organization as if the doctor diagnosed his/her patients.
The degree of consciousness of 5 ranks are transferred to the scores by weighting to
represent the positive/negative aspects of each category, thus Negative aspect 1: 0.0,
Negative aspect 2: 2.5, Neutral aspect 3: 5.0, Positive aspect 4: 7.5, and Positive
aspect 5: 10.0.
The bar chart in Fig.4 shows average values of each dimension S1, s1, f1, and F1 at
the first stage of S-F scheme in Fig.2, which is appraised for the 64 questionnaires by
all respondents. The total situation for the climate of this company is not bad. The
potential of this company at S-dimension, which is the source of energy for the selfrecreating organization, is fairly high; however, it does not seems to have been
activated; they are conscious of negative aspect in accordance with the counter
clockwise of SF. They feel that the outcome of business (F-dimension) is less than
the expected. It is said that the company such as showing a negative aspect in

accordance with the counter clockwise of S-F scheme would be in the situation of
declining tendency. Of course; it might not be the case for this company.
Fig.4 Total situation for the organizational

climate
Fig.5 Consciousness gap between superiors and

subordinates for the total organizational
organizational climate
Fig.5 shows the consciousness gap between superiors and subordinates for the climate
of this company, which corresponds to each dimension appraised by all staffs of the
organization shown in fig.4. AS is pointed earlier that the staffs are conscious of
negative aspect in accordance with the counter clockwise of SF, it shows a similar

tendency for both superiors and subordinates. The positive consciousness of superiors
is higher than that of the subordinates, the pattern of which is commonly seen; in
general, the superiors would tend psychologically to overestimate their management.
3.2 Consciousness Gap between Superiors and Subordinates

According to Fig.5 which shows the consciousness gaps between superiors and the
subordinates, they have very similar consciousness; there are not significant
differences. In general, there should be gaps in the consciousness between them; see
the case of a Japanese company in Appendix, where there are large gaps except for
the ones for Colleague Relations (S2) and Communication Pattern (s2) at the
dimension of Communication (S1). In Japan, it is quite normal to make efforts to keep a
good relationship with the colleagues. They enjoy quite often the so-called after-five
communication in drinking/chatting together with colleagues including the superiors at
pub or somewhere else. The fact might have been appeared as a very small
consciousness gap at (S2) Colleague Relations and (s2) Communication Pattern.
nd
nd
Fig.6 Consciousness gaps between superior and subordinate at the 2 stage
However, they feel different consciousness at (f2) Vertical Relations and (F2) Team
Work Atmosphere in the case of the organization shown in Appendix. One of the main
works in this diagnosis is to make clear the consciousness gaps and the effects on the
other dimensions. It is very important to know that in the S-F scheme the S-dimension
is the potential source of energy for the organization; the F-dimension is the total result

from the organizational activity; the dimensions of s and f intermediate between the Sdimension and the F-dimension so as to revitalize the organization. It is therefore
important to elucidate the structures and the functions of intermediate dimensions of s
an f.
Fig.7 to Fig.10 shows the detail of gap patterns for each dimension at the 3rd stage.
Here, it is referred to the most characteristics at intermediate dimensions
3.2.1 ss-dimension:
dimension: Communication (see Fig.8)
It has been observed very low valuations at the following dimensions, for which the real
questions made to the subordinates are shown as well.
(1) s4: Admiring High Performance of (S) Colleague Relations.
Do you think such an organizational climate is valuable to keep and sustain the work
section as that all the members are frankly delighted in making appraisal of colleagues
success?
rd
rd
Fig.7 SS-Dimension at 3 stage: Drives
No gap has been seen between superiors and the subordinates in the consciousness
for this question. Brazilian people might not think so or the question itself might not fit
for the values of Brazilian people?
(2) s5: Informal Communication of (s) Communication Pattern.

Do you think that the members in this work section do not pay more attention to having
associations with colleagues or superiors or subordinates outside the job?
Apart from the job, Brazilian people might not take an interest in associating the
colleagues or superiors or subordinates? This custom might be unique only to
Japanese.
(3) s15: Mutual Rivalry of (F) Team Work Atmosphere.
In this work section, is there full of mutual rivalry training toward solving the difficulties
in the job?
The term of mutual rivalry means not hostile rivalry but friendly rivalry. The
subordinates put highly positive scores than those given by the superiors.
rd
rd
Fig.8 ss-Dimension at 3 stage: Communication
3.2.2 ff-dimension: Organizational Effectiveness (see Fig.9)

This dimension represents functionally a goal gratification function or administering
function; therefore, what the situation at this dimension should be is very important; it
should be the key to the successful organization. In particular, middle managers and
KIS (Knowledge-Intensive Staffs) must play an important role in this dimension.
Referring to Fig.9, the total situation of this dimension is not bad, because the potential
energy of S flows to develop them into the F-dimension with being mediated by
functions of s and f (see (F) Leadership Style (see Fig.9). However, the situation could
be tightened up with improving (s) Pattern of Decision Making of f-Dimension; very low

valuations are given at (f7) Clarity of the Goal in the (s) Pattern of Decision Making (see
Fig.9), for which the real questions made to the subordinates is In your work section,
are goals and policies clearly shown?
rd
rd
Fig.9 ff-Dimension at 3 stage: Organizational Effectiveness
rd
rd
Fig.10 FF-Dimension at 3 stage: Performance/Satisfaction
The subordinates are very negative attitude to this question; why it is so should be
asked.

3.3 Relationship Analysis between Dimensions by Fuzzy Graph

The capability of organization is structured by using the S-F scheme shown in Fig.1. It
is thought that total capability of the organization should be highly maintained with
positive consciousness of the members in every dimension of the S-F scheme. That is
that the structure has (a) high potential capacity of each dimension; S, s, f, F and (b)
good relations between the dimensions. This section shows the quantitative diagnosis
of organizational capability; (a) to determine the potential capability of each dimension,
which is obtained through aggregating the capability evaluations of dimension by work
members, and (b) to evaluate the relations between the potentials of each dimension.
Each members evaluation about each dimensions capability is set on the evaluation
matrix for coefficients of the fuzzy similarity matrix and fuzzy connectivity matrix.
It is desirable to express the consciousnesses surveyed as the degree of fuzzy

membership by a possible membership function, however; at this stage, it is
determined to treat the scores obtained as direct fuzzy membership degrees of the
group members consciousness, which are revalued between 0 and 1, supposing that
the membership function is a 45 diagonal liner line. The first operation is to calculate
the matrixes for fuzzy similarity and fuzzy connectivity by fuzzy contingency table
analysis [11][12]. Fuzzy similarity matrix defines some weakness and strength of the
organization. Fuzzy connectivity matrix provides some suggestions where the
organization needs to have the actions required for the organization manager to
improve the employees morale and motivation.
(1) Case of (S) Colleague Relations of Communication (s-Dimension)

Fig.11 Graphs of fuzzy similarity and fuzzy transitive closure (S) Colleague Relations of
Communication (s-Dimension). Since the potential gaps between S (0.83) and F (0.25)
and between f (0.83) and F (0.25) are great, the weakest relationship appears between
them (0.42). The weak relationship follows between s and F (0.58). Fuzzy similarity
relation does not have a direction.

Fig.11 Graphs of fuzzy similarity and fuzzy transitive closure (right)

(S) Colleague Relations of (s(s-Dimension) Communication
The connectivity relation shows the direction of the relationship (see Fig.13); therefore,
it makes clear that it is caused rather by the weakness of connectivity coefficient of
FS (0.26) and Ff (0.26), and Fs follows by (0.42). On the basis of the information
given by the fuzzy relationship analysis, it tries to find out the actions required for the
organization managers to improve the organizational climate to raise the employees
morale and motivation.
By using -cut (see Fig.12), the relationships between the dimensions become clear.
When it is taken R0.75 and over, the relations between F-f and F-S are separated;
Dimension F is completely isolated and f-s is also separated when the -cut is taken
R0.83. They suggest that there is a managerial problem of (s) Good Friendship in this
organization.
There can be seen a dispersion of relationships between the dimensions. The

dispersion can be reduced so as to optimize the state of the relational structure. The
fuzzy transitive closure shows the possibly maximum state of the relational structure

(Fig.11, right). In this case, it shows that there are relational improvements in the S-f
(i.e. 0.460.63) and F-f (i.e. 0.540.63).
Fig.12 Fuzzy similarity relations and -cut
Fig.13 Graphs of fuzzy connectivity

connectivity and transitive closure
(2) Case of (s) Pattern of Decision Making of (f-Dimension) Organizational

Effectiveness
It is interpreted, as is explained above in the case of Colleague Relations. They
suggest in this organization that there are managerial problems of (f) Clarity of the
Goal, and (s) Devotion of the members to the Decision. The potential at those
dimensions must be heightened to improve their weak linkages.

Fig.14 Graphs of fuzzy similarity and fuzzy transitive closure (right)

(s) Pattern of Decision Making of (f(f-Dimension) Organizational Effectiveness
Fig.15 Fuzzy similarity relations and -cut

Fig.16 Graphs of fuzzy connectivity and transitive closure
Conclusion
The diagnosis of organizational productiveness proposed in this paper is in a figurative

sense just like that a medical doctor diagnoses a patientan organization is treated as
an organism. The F-dimension checks the present state of health for the organization;
the f-dimension judges the effectiveness of management: the s-dimension sees the
policy/strategy; the S-dimension values the psychological will/attitude toward work.
These diagnoses are carried out by the structural questionnaire system designed
based on the S-F scheme.
The information obtained from the organization diagnosis should be shared with both
superiors and subordinates through a periodical group meeting to improve the
organizational climate.
One of the key factors for the organizational climate is making a good communication
between superiors and subordinates, for which the final stage is to have an individual
counseling; counseling meeting with an individual subordinate, in particular who has
extreme and influential opinions for the organization, could be the key to improve the
organizational climate based on morale and motivation.
Participation of work members in the job management must be a target of the scheme
for work member productivity management, because subjectivity of workers or
psychological situation of workers must be the most important factor; the performance

of worker is decisively influenced and even determined by
the work member
productivity management based on morale-motivation nexus.
Acknowledgments;
Professor Kurosawa, Professor Emeritus of Tokyo Institute of Technology has given us
a lot of useful advises, ideas, and referential materials; the original idea for this
research has been proposed by him, for which we greatly appreciate.
Appendixes
SRO Questionnaire for the Subordinates
This enqute is carried for the purpose of SRO survey. SRO: Self-Recreating
Organization originated by Professor K. Kurosawa.
1 Is your job full of motivation and interest?
2 Are you suited to your present work?
3 Are you happy enough to be able to discipline for your job capability?
4 Is your job what you want to do?
5 Do you believe that working is a thing which gains respectful?
6 Are you working with nice colleagues?
7 Are you working under a nice supervisor?
8 Are you developing your ability and capacity through job achievement?
9 Is your job meaningful for your life?
10 Is your job societally meaningful?
11 Do you place a high value of the social mission on the management in your work
section?
12 Do you expect that the company can achieve a high business performance?
13 Do you think it will gain you respects to achieve a high performance?
14 Do you feel happy because you are working with nice colleagues whom you can
respect?
15 Do you carry your job efficiently because the goal has been set clearly in your work
section?
16 Do you have a strong consciousness of competition with colleagues?

63 Do you think that there is agreement between you and your corporation in respect of
the ideal purposes?
64 Do you consider your present job meaningful for your life?
The same text of questionnaires above can be used for the superiors by asking Do
your subordinates instead of Do you
S uperior
S ubordinates
10
P o sitive
9
8
7
A ve rage
6
5
4
N e gative
3
2
(S )
D rive s
(f)
(s)
C o m m u n ic atio n
(F )
O rga n iza tion a l

P e rfo rm an c e
E ffe ctiv en e s s
0
S
S
nd
Consciousness gaps between superior and subordinate at the 2nd stage

Manufacturing sector of a company in Japan

Evaluation Matrix
M em ber
N o.1
0.45
0.48
0.90
0.48
N o.2
0.43
0.55
0.63
0.45
N o.3
0.75
0.70
0.68
0.73
N o.4
0.63
0.75
0.80
0.75
N o.5
0.53
0.60
0.78
0.78
N o.6
0.65
0.63
0.40
0.60
N o.7
0.65
0.68
0.70
0.75
N o.8
0.88
0.68
0.78
0.75
N o.9
0.58
0.55
0.60
0.68
N o.10
0.63
0.73
0.68
0.83
FSM(R)
Fuzzy Similarity Matrix
Fuzzy
Contingency
Table
Analysis
S 1.00
s 0.92
FSM(R) =
f 0.84
F 0.90
0.92
1.00
0.88
0.93
0.84
0.88
1.00
0.88
0.90
0.93
0.88
1.00
S 1.00
s 0.94
FCM(R) =
f 0.91
F 0.96
0.91 0.78 0.84
1.00 0.83 0.89

0.94 1.00 0.89
0.97 0.87 1.00
FCM(R)
Fuzzy Connectivity Matrix
Procedure for making fuzzy similarity matrix and fuzzy connectivity matrix
REFERENCES
[1]
Kurosawa
K.
(2001),
Work
Member
Productivity
Improvement
through
Organizational Revolution: General Scheme of Practice and Example, 2002, Revised

and Extended Edition, for XII World Productivity Congress, Hong Kong Beijing, 2001,
29 pages.
[2] Kurosawa K., 2004, Theory for the Organization Productiveness SRO , Japan
Academy of Productivity Science, Meisei University Abe Laboratory, pp.1-48.
[3] Nayuki M. and Abe K. (2003), Empirical Study on Organizational Productivity
th
Management from Productivity Science Point of View, 17 ICPR, Proceedings.

[4] Nayuki M. and Abe K. (2005), Productivity Management based on Productivity
th
Science for Self-Recreative Organization (SRO), 18 ICPR, Proceedings.

[5] Kurosawa K., 2004 (1), Theory for the Organizational Productiveness SRO ,
Japan Academy of Productivity Science, Meisei University Abe Laboratory, 1-48.

[6] Kurosawa K., Work Member Productivity Improvement through Organizational

Revolution: General Scheme of Practice and Example, 2002, Revised and Extended
Edition, for XII World Productivity Congress, Hong Kong Beijing, 2001, p.29.
[7] Kurosawa K. (1989), Diagnostic System for KIS Productivity Organizational
Climate Nexus, Journal of the University of the AIR, No.7, pp.65-88.
[8] Kurosawa K., 1991, Productivity Measurement and Management at the Company
Level: The Japanese Experienced, Elsevier, Chapter 2.
[9] Harada K., 2001, Discover of Group Theory, Iwanami, ch.1.
[10] Kurosawa K., , Questionnaires for Diagnosing the Organizational Climate, Japan
Academy of Productivity Science, Meisei University Abe Laboratory, 1-47.
[11] Kurosawa, K. Work Member Productivity Improvement through Organizational
Revolution: General Scheme of Practice and Example, 2002, Revised and Extended
Edition, for XII World Productivity Congress, Hong Kong Beijing, 2001, p.29.
[12] Yamashita, H., et al. Fuzzy Approach to Educational Technology, Waseda
University Press, 1993, chap. 4.

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Third International Conference on Production Research

Americas Region 2006 (ICPR(ICPR-AM06)