DAVIS
F O U R T H
E D I T I O N
AQUILANO
CHASE
chapter 10
Human Resource Issues in
Operations Management
© The McGraw-Hill Companies, Inc., 2003
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, selfmanaged teams, and cross-functional teams.
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
10–2
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
© The McGraw-Hill Companies, Inc., 2003
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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
© The McGraw-Hill Companies, Inc., 2003
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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.
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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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).
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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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.
Fundamentals of Operations Management 4e
Exhibit 10.1a
© The McGraw-Hill Companies, Inc., 2003
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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.
Fundamentals of Operations Management 4e
Exhibit 10.1b
© The McGraw-Hill Companies, Inc., 2003
10–8
Managers: Then and Now
• Then
–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
Fundamentals of Operations Management 4e
• 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
© The McGraw-Hill Companies, Inc., 2003
10–9
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
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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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
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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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.
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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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.
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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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.
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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Factors in Job Design
Exhibit 10.2
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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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
© The McGraw-Hill Companies, Inc., 2003
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Advantages and Disadvantages
of Labor Specialization
Exhibit 10.3a
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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Advantages and Disadvantages
of Labor Specialization
Exhibit 10.3b
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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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.
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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Work Task: Continuum (Human Work)
Exhibit 10.4
Fundamentals of Operations Management 4e
© The McGraw-Hill Companies, Inc., 2003
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