1. Human Resource Issues in Operations Management
DAVIS
AQUILANO
CHASE
PowerPoint Presentation by
Charlie
Cook
F O U R T H E D I T I O N
chapter 10
Human Resource Issues in Operations Management
© The McGraw-Hill Companies, Inc., 2003

2. 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.
Fundamentals of Operations Management 4e

3. 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.
Fundamentals of Operations Management 4e

4. 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.
Fundamentals of Operations Management 4e

5. 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.
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6. Expanded Managerial Skill Set
Being able to communicate verbally (including the ability to listen)
Managing time and stress
Managing individual decisions
Recognizing, defining, and solving problems
Motivating and influencing others
Delegating
Setting goals and articulating a vision
Being self-aware
Able to build teams
Managing conflict
Source: Kin Whetten and David Cameron, Developing Management Skills (New York: Harper Collins, 1995).
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7. 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 Manager: A Competency Framework (New York: John Wiley and Sons, 1996), p. 23.
Exhibit 10.1a
Fundamentals of Operations Management 4e

8. 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
Fundamentals of Operations Management 4e

9. Managers: Then and Now Then Now Always had more technical expertise
Could solve all problems
Had the primary responsibility for how their department worked
Knew exactly what was going on in their department
Now
Rarely knows it all (and admits it!)
Doesn’t try to do it all alone
Seldom tells other exactly what to do
Includes others in decisions about the department
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10. 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
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11. 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
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12. Employee Turnover Employee Turnover Costs The Hiring Process
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.
Fundamentals of Operations Management 4e

13. 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.
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14. 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.
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15. Factors in Job Design Exhibit 10.2
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16. 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.
Fundamentals of Operations Management 4e

17. Advantages and Disadvantages of Labor Specialization
Exhibit 10.3a
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18. Advantages and Disadvantages of Labor Specialization
Exhibit 10.3b
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19. 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.
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20. Work Task: Continuum (Human Work)
Exhibit 10.4
Fundamentals of Operations Management 4e