20190926_04083657.pdf - Short-term or 31 Long-term...

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Short-term orientation 53 16 31 Long-term orientation 0 50 100 Figure 4.2 The organisational culture of MEC Process oriented 18 10 72 Result oriented Employee oriented 34 15 51 Job oriented Parochial 54 15 31 Professional Open system 36 26 37 Closed system Loose control 35 17 48 Tight control Pragmatic 36 17 47 Normative 0 50 100 Although MEC operated a mass-customisation pro caets st,he time of the research incoming orders mostly had similar spceactiifoi ns. It was difficult for production employees to feel the differences amtohneg orders in their tasks. This situation led them to standardise the procedurteh eoifr tasks as in mass production. In the formal structure, production supervisors weriev eng more authority than management staff. This made the organisation deaclieznetdr with a high degree of formalisation, as shown in Figure 4.3. The contecxotsn cerning working conditions, employment period, and level of education affecthteisd organisational formation. 84 Quality management implementation Figure 4.3 Degree of formalisation and decentralisation at MEC High decentralisation 61 21 18 Low decentralisation High formalisation 83 9 8 Low formalisation 0 50 100 The working conditions, especially in productionc,o ntributed to the development of employee attitudes. With the usme iolitfa ry-standard quality control for many years, there was inspection activity afterh eparcoduction process to filter out defects. The quality assurance department tighutlpye rsvised this inspection. This practice created a relationship between producationnd quality assurance operators represented by the inspected operators and the citnosrps. The constructed context was “production operators make mistakes and inspecstoeresk out mistakes.” Since top management considered inspection to be necessnasrpye, citors often felt that they were superior to production operators. To meet the tas,r gpertoduction operators simply produced more than planned in anticipation of rteiojenc, without considering further impacts such as on delivery time or availability mofaterial. Since all the
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