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Managing Manufacturing, Services and Creating Human Resource Advantage…
Managing Manufacturing, Services and Creating Human
Resource Advantage
Planning and Designing Operations Systems
Before a company can make a product, it must decide what it will produce for what
group of customers, what processes it will use to make the products, and what
facilities it needs for production.
Planning the Product
Designing the Operations Processes
Standardization
is making identical, interchangeable components or even
complete products.
Modular design
is the creation of an item in self-contained units, or
modules, which can be combined or interchanged to create different
products.
Customization
is making products to meet a particular customer’s needs or
wants.
Mass customization
is making products to meet the needs and wants of
a large number of individual customers
Routing and Scheduling
Routing
is the sequence of operations through which the product must pass.
Scheduling
is the process of assigning work to be done to departments or
even specific machines or persons.
The Nature of Operations Management
Operations management (OM)
refers to the development and administration of
the activities involved in transforming resources into goods and services.
Production and manufacturing
refer to the physical activities and processes
used in making tangible goods and services
Operations
describe the activities—including production—involved in
producing both tangible and intangible products.
The Transformation Process
Inputs
are resources such as labor, money, materials, and energy.
Outputs
are goods, services, and ideas.
Operations Management in Service Businesses
Different types of transformation processes take place in organizations that
provide services
Consumption of Outputs
Uniformity of Inputs
Uniformity of Output
Labor Required
Measurement of Productivity
Most organizations are a combination of manufacturer and service provider, with
both tangible and intangible qualities embodied in what they produce.
Historical Perspectives on Employee Motivation
According to the
classical theory
of motivation, money is the sole motivator for
workers.
Nature of Human Relations
A
human relation
is the study of individual and group behavior in organizational
settings; it is concerned with what motivates employees to perform their jobs.
Motivation
is an inner drive that directs behavior toward goals
Morale
is an employee’s attitude toward his or her job, employer, and colleagues.
Perceptions of rewards
An
intrinsic reward
is the personal satisfaction and enjoyment you feel from
attaining a goal.
An
extrinsic reward
is the benefit or recognition you receive from
others.
Strategies for Motivating Employees
Behavior modification
involves changing behavior and encouraging appropriate
actions by relating the consequences to the behavior itself
Job rotation
allows employees to move from one job to another to relieve the
boredom associated with specialization.
Job enlargement
involves adding tasks to a job instead of treating each task as a
separate job
Job enrichment
involves incorporating motivational factors such as opportunity
for achievement, recognition, responsibility, and advancement into a job.
Flextime
is a program that allows employees to choose their starting and
ending times as long as they are at work during a specified core period.
A
compressed workweek
is a four-day (or shorter) period in which an
employee works 40 hours.
Job sharing
occurs when two people do one job
Theories of Employee Motivation
Expectancy Theory
Psychologist Victor Vroom’s
expectancy theory
assumes that motivation
depends not only on how much a person wants something but on the person’s
perception of how likely he or she is to get it.
Herzberg’s Two-Factor Theory
Hygiene factors
relate to the work setting rather than the content of the
work and include adequate wages, comfortable working conditions, fair
Motivational factors
relate to the content of the work and include
achievement, recognition, the work itself, involvement, responsibility, and
advancement. They promote higher levels of performance.
Equity Theory
According to
equity theory
, how much people are willing to contribute to an
organization depends on their assessment of the fairness, or equity, of the
rewards they will receive in exchange.
Maslow’s Hierarchy of Needs
Psychologist Abraham Maslow arranged humans’ five basic needs into
Maslow’s hierarchy
in the order in which people strive to satisfy them
Physiological needs
are the first to be satisfied and include the needs for the
essentials of life—water, food, shelter, and clothing.
Security needs
relate to protecting oneself from physical and economic
harm
Social needs
are the needs for love, companionship, and friendship—the
desire for acceptance from others.
Esteem needs
relate to the desire for respect—both self-respect and respect
from others. Competition is a form of esteem that motivates people to be
more productive.
Self-actualization
is the desire to be the best one can be.
Theory Z
Theory Z
is a management philosophy that stresses employee participation in all
aspects of company decision making.
McGregor’s Theory X and Theory Y
Theory X
managers assume that workers generally dislike work and must be
forced to do their jobs.
Theory Y
assumes that workers like to work and will normally seek out
responsibility to satisfy their social, esteem, and self-actualization needs
Abboskhon Gafurov
Group 103