FINALS MAAM K

• TEN OM STRATEGY DECISION


  • Design of goods and services
  • Managing quality
  • Process strategy
  • Location strategies
  • Layout strategies
• HUMAN RESOURCES


  • Supply chain management
  • Inventory management
  • Scheduling
  • Maintenance
• Objectives of Human resource management


  To manage labor and design jobs so people are effectively and efficiently utilized
• Ensuring people


  • Are efficiently utilized within the constraints of other operations management decisions
  • Have a reasonable quality of work life in an atmosphere of mutual commitment and trust
• Quality of work life


  A job that is not only reasonably safe and for which the pay is equitable, but also achieves an appropriate level of both physical and psychological requirements
• Mutual commitment


  Management and employee strive to meet common objectives
• Mutual trust


  Reflected in reasonable, documented employment policies they are honestly and equitably implemented to the satisfaction of both management and employees
• Labor planning


  • Employment stability
  • Work schedule
• Employment stability


  Deals with the number of employees maintained by an organization at any given time
• Policies for dealing with employment stability


  • Follow demand exactly
  • Hold employment constant
• Follow demand exactly


  Keeps direct labor cost tied to production, but incurs other costs
• Hold employment constant


  Maintains a trained work force and keep hiring, termination, and unemployment cost to a minimum
• Work schedule


  • Standard work schedule
  • Flextime
  • Flexible workweek
  • Part-time status
• Standard work schedule


  In the US is still five 8-hours days
• Flextime


  A system that allows employees within limit to determine their own work schedules
• Flexible workweek


  A work schedule that deviates from the normal or standard five 8-hours days (such as four 10-hours days)
• Part-time status


  When an employee works less than a normal week less than 32 hours per week often classified an employee a "part time"
• Components of job design

  • Job Specialization
  • Job Expansion
  • Psychological Components
  • Self-directed Teams
  • Motivation and Incentives Systems
  • Ergonomics and Work Methods
  • The Visual Workplace
• Labor specialization or job specialization


  The division of labor into unique ("special") tasks
• Ways to accomplish labor specialization


  • Development of dexterity
  • Less loss of time
  • Development of specialized tools
• Development of dexterity


  Faster learning by the employee because of repetition
• Less loss of time


  Because the employee would not be changing jobs or tools
• Development of specialized tools


  Reduction of investment because each employee has only a few tools need for a particular task
• Job enlargement


  The grouping of a variety of tasks about ... Horizontal enlargement
• Job rotation


  A system in which an employee is moved from one specialized job to another
• Job enrichment


  A method of giving an employee more responsibility that includes some of the planning and control necessary for job accomplishment
• Employee empowerment


  Enlarging employee jobs so that the added responsibility and authority is moved to the lowest level possible in the organization
• Psychological components of job design


  • Hawthorne studies
  • Core job characteristics
• Hawthorne studies


  Introduced psychological workplace, conducted in the late 1920s at Western Electric's Hawthorne plant near Chicago
• Core job characteristics


  • Skill variety
  • Job identity
  • Job significance
  • Autonomy
  • Feedback
• Skill variety

  Requiring the worker to use a variety of skills and talents
• Job identity

  Allowing the worker to perceive the job as a whole and recognize a start and a finish
• Job significance

  Providing a sense that the job has impact on the organization and society
• Autonomy

  Offering freedom, independence, and discretion
• Feedback

  Providing clear, timely information and performance
• Self-directed teams

  A group of empowered individuals working together to reach a common goal
• Limitations of expanded job designs

  • Higher capital cost
  • Individual differences
  • Higher wage rates
  • Smaller labor pool
  • Increased accident rates
  • Current technology may not lend itself to job expansion
• Higher capital cost

  Job expansion may require facilities that cost more than those with a conventional layout
• Individual differences

  Some studies indicate that many employees opt for the less complex jobs
• Higher wage rates

  People often receive wages for their highest skills, not their lowest