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Student Chapter07 - Technology and the Design of Work...

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Unformatted text preview: Technology and the Design of Work Processes Prentice Hall, 1999 Chapter 7 1 Learning Objectives • Learn how technology affects productivity • Discuss computer-aided design • Review the flexible manufacturing systems • Define three key elements in reengineering • Show how information technology supports decision making Prentice Hall, 1999 Chapter 7 2 Learning Objectives • Identify the five key dimensions in a job • Design jobs to maximize employee performance • Show how flextime, telecommuting, and job sharing, increase organizational flexibility Prentice Hall, 1999 Chapter 7 3 Computer­Assisted Design Prentice Hall, 1999 Chapter 7 4 Production Industrial Robotics Just-in-Time Inventory Flexible Manufacturing Cycle Time Reduction Prentice Hall, 1999 Chapter 7 5 Customer Service Customer Service Augment Service Transform Personalize Business Service Prentice Hall, 1999 Chapter 7 6 Distribution Technology • Shopping via Television • Shopping on the Internet Prentice Hall, 1999 Chapter 7 7 Continuous Improvement Act Plan The PDCA Cycle Check Prentice Hall, 1999 Chapter 7 Do 8 Reengineering Work Processes Identify Distinctive Distinctive Competencies Competencies Assess Core Processes Prentice Hall, 1999 Chapter 7 Reorganize Horizontally by Process 9 TQM Versus Reengineering TQM Reengineering • Continuous Change • Radical Change • Fixing and Improving • Redesigning • Mostly “As Is” • Mostly “What Can Be” • From the Bottom up • From the Top Down Prentice Hall, 1999 Chapter 7 10 Information Technology Office Work Flow Internal Communications DecisionMaking Support Prentice Hall, 1999 Chapter 7 11 The Global Transfer of Technology Prentice Hall, 1999 Chapter 7 12 Technology and Worker Obsolescence • Knowledge, skills, and abilities of workers • Job responsibilities of managers • Job outlook for many professionals Prentice Hall, 1999 Chapter 7 13 The Job Characteristics Model Core Job Dimensions Critical Psychological States Personal and Work Outcomes Skill Variety Task Identity Task Significance Experienced Meaningfulness of the Work High Internal Work Motivation Autonomy Experienced Experienced Responsibility for Work Outcomes Work Feedback Knowledge of the Knowledge Actual Results of the Actual Work Activities High-quality Work Performance High Satisfaction with the Work Low Absenteeism and Turnover Strength of Employee Growth Need Prentice Hall, 1999 Chapter 7 14 The Social Information Processing Model Nature of the Job Prentice Hall, 1999 Chapter 7 Perception of the Job 15 Designing Jobs to Maximize Performance Suggested Action Core Job Dimension Combining Tasks Skill Variety Forming Work Units Task Identity Establishing Client Establishing Relationships Relationships Task Significance Vertical Loading Autonomy Opening Feedback Opening Channels Channels Feedback Prentice Hall, 1999 Chapter 7 16 Skill Variety Group Composition Task Identity Work Designs for for Task Significance Groups Groups Feedback Prentice Hall, 1999 Chapter 7 Autonomy 17 Options for Options for Scheduling Scheduling Work Work Maximizing Maximizing Flexibility & Productivity Flexibility & Productivity Prentice Hall, 1999 Chapter 7 Flextime Flextime Job Job Sharing Sharing Telecommuting Telecommuting 18 ...
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