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chapter 10 Human Resource Issues in

Operations Management PowerPoint
Presentation
by
Charlie
Cook
 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, self-
managed teams, and cross-functional teams.
 Chapter Objectives (cont’d)
• 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.
 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.
• Managing the flow of information.
 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.
 Expanded Managerial Skill Set

• Being able to • Motivating and

communicate verbally influencing others
(including the ability to • Delegating
listen) • Setting goals and
• Managing time and articulating a vision
stress • Being self-aware
• Managing individual • Able to build teams
decisions
• Managing conflict
• Recognizing, defining,
and solving problems

Source: Kin Whetten and David Cameron, Developing

Management Skills (New York: Harper Collins, 1995).
 Eight Different Managerial Roles and
Their Required Core Competencies

Source: R.E. Quinn, S.R. Faerman, M.P. Thompson, and M. R. McGrath, Becoming a Master Exhibit 10.1a
Manager: A Competency Framework (New York: John Wiley and Sons, 1996), p. 23.
 Eight Different Managerial Roles and
Their Required Core Competencies (cont’d)

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. Exhibit 10.1b
 Managers: Then and Now
• Then • Now
–Always had more –Rarely knows it all
technical expertise (and admits it!)
–Could solve all –Doesn’t try to do it
problems all alone
–Had the primary –Seldom tells other
responsibility for exactly what to do
how their department –Includes others in
worked decisions about the
–Knew exactly what department
was going on in their
department
 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
 Emerging Trends in the Workplace
(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
 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 do not have the
required characteristics or skills necessary for
them to succeed on the job.
 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.
meaningful and rewarding jobs for employees.
 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.
Factors in Job Design

Exhibit 10.2
 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.
Advantages and Disadvantages
of Labor Specialization

Exhibit 10.3a
 Advantages and Disadvantages
of Labor Specialization

Exhibit 10.3b
 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.
Work Task: Continuum (Human Work)

Exhibit 10.4