1/2 HEC- University of Liege-EMBA Taiwan Module Title: Human Resource Management Course Code: EMBA512 Professor: Lee, Hung-Hui i Submitted by: At Date of: 2019. 08. 14
2/2 Thalys What is the main “work coordination mechanism” used in this engine shop? According to the video, the engineer check the machine carefully. The leader make sure the situation is under control and also give their comment or suggestion on the next step. For security concern, the employee lock the machine after using and checking. The whole system shows that Thalys emphasize the work quality and standard. In this case, how could you qualify the team leader’s role? Here, it’s good to quote from Galbraith, who uses information processing capacity as an artifact and determinant of structural features. Information requirements increase as a function of increasing diversity, uncertainty, and interdependence of work processes. He then explores various modifications organizations use to adapt to increased demands for information processing. In increasing order of handling info complexity, he defines: - Rules and programs Agreements to how to do work process prior to actual performance. Often are embedded in formal documents. - Schedules Needed with different activities or sequential interdependence present. Increasing uncertainty is handled by shortening the plan - replant cycle. - Departmentalization Organizations group tasks according to their homogeneity or interdependence). Thompson sees pooled interdependence in more separate units, sequential interdependence in more close units, and reciprocal interdependence in the same or close units. Organizations group tasks to minimize coordination costs - Hierarchy Fayol noted that officials can help deal with special exceptions to standard work processes, but hierarchy also is another task grouping mechanism. As information flows become more complex and interdependent between units, often organizations then place hierarchy over both units to improve information flow and control. - Delegation Rather than have formal guidelines, organizations can set targets or goals and give units more autonomy to meet them. This occurs most often with professional occupations. - Micro-coordination Recognition that the task object often has some ability to monitor and control
3/2 the actions placed upon it. When uncertainty, diversity, and interdependence get too high Galbraith argues that organizations have two basic options -- reduce the amount of information processed, or increase the info handling capacity. - Product-based vs Process-Based Departmentalization Gathering all production tasks of one product into one department can reduce the amount of information needed to coordinate and control. The gains by increased homogeneity of task (and goals) are offset by reduction in economies of scale and variety.
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