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Design of
Work Systems
Materials
Plant Layout
Job Designs
Employees Job
Performance
Ability
Skills
Training
Experience
Knowledge
Education
Employees Job
Performance
Motivation
Economic Motivators
Individuals Needs
Hierarchy of Needs
Formal Organization
Organization Structure
Leadership Climate
Personnel Policies
Motivation
Informal Leadership
Organization Type of
Size Leadership
Goals
Autocratic
Close
Cohesiveness Supervison
Democratic
General
Supervision
Motivation
Union
Cohesiveness
Goals
Leadership
Maslows Hierarchy of
Needs
Achievement, Creativity,
SELF Development &
FULFILLMENT Advancement
Self-respect,
EGO Recognition,
Prestige, Status
SOCIAL Friendship
Shelter &
SECURITY Protection
Hunger,
PHYSICAL Thirst,
Sex
Theory X
People lack motivation
People are basically lazy
People only work because they
have to
Theory Y
People are interested in goal
accomplishments
People have the potential for
creativity
People have many skills and
potentials
Theory Z
William G. Ouchis
This theory explores the differences
between the Japanese and American
management systems.
Japanese system is designated as J type
American system is designated as A type
U.S. organizations that have some
characteristics of the Japanese
organizations as Z type
Examples: IBM, Eastman-Kodak, Hewlett-Packard
Theory Z
Characteristics of Z type
organizations
Employment must be stabilized
This means employment security
Unions must be involved but not in an
adversary relationship
A system for slow evaluation and
promotion should be developed
Job Design
Job design involves specifying
the content and methods of job
What will be done
Who will do the job
How the job will bob will be done
Where the job will be done
Ergonomics
Design of Work Systems
Specialization
Behavioral Approaches to Job
Design
Teams
Methods Analysis
Motions Study
Working conditions
Job Design Success
Successful Job Design must be:
Carried out by experienced
personnel with the necessary
training and background
Consistent with the goals of the
organization
In written form
Understood and agreed to by both
management and employees
Specialization in Business:
Advantages
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Job Requisition of petty cash D. Kolb 1 of 2
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Details of Method
Requisition made by department head
Put in pick-up basket
To accounting department
Account and signature verified
Amount approved by treasurer
Amount counted by cashier
Amount recorded by bookkeeper
Petty cash sealed in envelope
Petty cash carried to department
Petty cash checked against requisition
Receipt signed
Petty cash stored in safety box
Motion Study
Motion study is the systematic
study of the human motions
used
to perform an operation.
Motion Study Techniques
Motion study principles - guidelines for
designing motion-efficient work
procedures
Analysis of therbligs - basic elemental
motions into which a job can be broken
down
Micromotion study - use of motion pictures
and slow motion to study motions that
otherwise would be too rapid to analyze
Charts
Developing Work Methods
Eliminate unnecessary motions
Combine activities
Reduce fatigue
Improve the arrangement of the
workplace
Improve the design of tools and
equipment
Working Conditions
T e m p e ra tu re & V e n t ila t io n
H u m id it y
I llu m in a t io n C o lo r
Working Conditions
(contd)
Noise & Vibration Work Breaks
Standard time
Stopwatch time study
Historical times
Predetermined data
Work Sampling
Compensation
Time-based system
Compensation based on time an
employee has worked during a pay
period
Output-based (incentive) system
Compensation based on the amount
of output an employee produces
during a pay period
Form of Incentive Plan
Accurate
Easy to apply
Consistent
Easy to understand
Fair
Compensation
Individual Incentive Plans
Group Incentive Plans
Knowledge-Based Pay System
Management Compensation
Learning Curves
Learning curves: the time
required to perform a task
decreases with increasing
repetitions
Learning Effect
Time per repetition
Number of repetitions
Learning with
Improvements
Time per unit
Time
Applications of Learning
Curves
Manpower planning and scheduling
Negotiated purchasing
Pricing new products
Budgeting, purchasing, and
inventory planning
Capacity Planning
Worker Learning Curves
Time/cycles
A (underqualified)
B (average)
Standard time
C (overqualified)