Week 6.pptx work and design management in business
- 1. Lecture 6 Work Design and Measurement
- 2. LEARNING OBJECTIVES LO7.1 Explain the importance of work design. LO7.2 Compare and contrast the two basic approaches to job design. LO7.3 Discuss the advantages and disadvantages of specialization. LO7.4 Describe behavioral approaches to job design. LO7.5 Discuss the impact of working conditions on job design. LO7.6 Compare the advantages and disadvantages of time-based and output-based pay systems. LO7.7 Explain the purpose of methods analysis and describe how methods studies are performed. LO7.8 Describe four commonly used techniques for motion study. LO7.9 Define a standard time. LO7.10 Describe and compare time study methods and perform calculations. LO7.11 Describe work sampling and perform calculations. LO7.12 Compare stopwatch time study and work sampling
- 3. JOB DESIGN Job design – specifying the content and methods of jobs. Job designers focus on what will be done in a job, who will do the job, how the job will be done, and where the job will be done. The objectives of job design – productivity, safety, and quality of work life. Elements of Job design: 1) Efficiency – it emphasizes a systematic, logical approach to job design; 2) Behavioral – it emphasizes satisfaction of wants and needs.
- 4. Specialization Specialization – work that concentrates on some aspect of a product or service. The amount of knowledge or training required of a specialist and the complexity of the work suggest that individuals who choose such work are very happy with their jobs. The advantage of highly specialized jobs – 1) high productivity and relatively low unit costs; 2) they are largely responsible for the high standard of living that exists today in industrialized nations. Lower-level jobs can be described as monotonous or downright boring, and are the source of much of the dissatisfaction among many industrial workers.
- 5. Major advantages and disadvantages of specialization in business
- 6. Behavioral Approaches to Job Design To make jobs more interesting and meaningful, job designers frequently consider job enlargement, job rotation, job enrichment, and increased use of mechanization. Job enlargement – giving a worker a larger portion of the total task. This constitutes horizontal loading—the additional work is on the same level of skill and responsibility as the original job. The goal is to make the job more interesting by increasing the variety of skills required and by providing the worker with a more recognizable contribution to the overall output. Job rotation – having workers periodically exchange jobs. This allows workers to broaden their learning experience and enables them to fill in for others in the event of sickness or absenteeism. Job enrichment – an increase in the level of responsibility for planning and coordination tasks. The job enrichment approach focuses on the motivating potential of worker satisfaction.
- 7. JOB DESIGN Motivation is a key factor in many aspects of work life. It can influence quality and productivity It also contributes to the work environment. People work for a variety of reasons in addition to compensation: socialization, self-actualization, status, the physiological aspects of work, and a sense of purpose and accomplishment. Trust – factor that influences motivation, productivity, and employee–management relations. Significant changes in the structure of some work environments have been the increasing use of teams and the way workers are paid, particularly in lean production systems. Nonroutine assignments are being given to teams who develop and implement solutions to problems. Teams can be: short term – to collaborate on a topic such as quality improvement, product or service design, or solving a problem Long term teams (Self-directed teams) – Groups empowered to make certain changes in their work processes. (have no pure power and authority)
- 8. QUALITY OF WORK LIFE • Working conditions (temperature, humidity, ventilation, illumination, and noise can have a significant impact on worker performance in terms of productivity, quality of output, and accidents). • Work Time and Work Breaks. • Occupational Health Care. • Safety. • Ethical Issues.
- 9. Compensation: Organizations use a variety of approaches to compensate employees, including time-based systems, output-based systems, and knowledge-based systems. Time-based system compensation based on time an employee has worked during a pay period. Output-based (incentive) system compensation based on amount of output an employee produced during a pay period Knowledge-based pay system used by organizations to reward workers who undergo training that increases their skills. Time-based systems are more widely used than incentive systems, particularly for office, administrative, and managerial employees
- 10. Comparison of time-based and output-based pay systems
- 11. METHODS ANALYSIS Methods analysis is how a job is done The need for methods analysis can come from a number of different sources: Changes in tools and equipment, changes in product design or introduction of new products, changes in materials or procedures, government regulations or contractual agreements, and incidents such as accidents and quality problems