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Chapter 9
Producing World-Class Goods & Services
U.S. Manufacturing
Foreign CompetitionU.S. Auto Industry not keeping up with importsInsourcing of jobs for Japan, Europe & South
Korea
How can U.S. firms reverse this perception of falling behind?
Insourcing
Foreign firms move production facilities to U.S.
Service sector jobs the USA does best:AccountingComputer Networking
What are U.S. Manufacturer doing to become more Competitive
Focus on CustomersMaintain close relationships with suppliers &
other firms to meet/exceed customer needsPractice continuous improvementFocus on qualitySave on cost through site selectionRely on internet to unite companiesAdopt new production techniques
enterprise resource planning, computer integrated manufacturing, flexible manufacturing, & lean manufacturing
Production to Operation Management
Manufacturing ServicesProduction management Operation managementManager Activities that Manager Activities that help produce goods help turn resources
into goods & services
INPUTS PRODUCTION CONTROL OUTPUTScapital Plan Goodsentrepreneurship Route Servicesland Schedule Ideaslabor Dispatchknowledge Follow-up
Production Processes
Value added during productionForm Utility = process of adding value to input
as a good or service is producedProcesses in manufacturing
physical or chemicalassembly
intermittent or continuousAll done to meet a want; with acceptable quality; at
the lowest possible cost
Improving Production Technique& Cutting Costs
Mass Production = make a limit variety of goods as efficiently & at a very low cost.
Not very flexible or responsive to customers desires
Supply chain bottle necks = suppliers unable to deliver consistentamounts of inputs
Firms required to have greater inventory of inputs or partswhich is costly to store & track
Reducing cost by using CAD design & computerized inventory within Computer-aided Manufacturing (CAM) or Computer-integrated Manufacturing (CIM) firms
Improving Quality & Consumer Choice
Flexible Manufacturingproduction of a variety of products with the same machine.
Industrial Automation & Robotics
Mass Customization
Lean Manufacturing: using less inputs to make products
Operations Management Planning
Facility LocationFacility LayoutMaterial Requirement PlanningPurchasingInventory ControlQuality Control
Product Layout
How do all the parts (inputs come together to make the product?
Assembly Line Layout
Process Layout
Recipe of steps taken to make product or implement a service& ship to customer, distributor, or outlet
Other Layouts
Cellular or Module Layout
Fixed-Position Layout
Materials Requirement Planning
Scheduling when materials/parts are available at the right time & place
MRP ( a computer-based operations system) is a form of ERP (enterprise resource planning)
manages finance, planning requirements, human resources, & order fulfillment
Purchasing
Responsible for finding quality materials from the best (reliable) suppliers & negotiated the best price.
Internet purchasing & reduction in the number of suppliers used by a firm reduces costs through volume pricing & discounts.
JIT – Just In Time: Inventory Control
Reduces storage costs by decreasing amount of storage time for products
Quality Control
Work/product inspected by otherscostly & no additional product madeif defective or low quality
product scrapped or fixedif customer discovers the defect
might be dissatisfied or by from another firm
Six Sigma Quality & others
3.4 defects per million units
SQC (Statistical Quality Control)all phases of production checked to find defects
SPC (Statistical process control)samples taken at each stage of productionReduces cost of quality inspection at end of production
International Standard
ISO 9000 – >140 countries use; standards
ISO 1400 – collection of best practices
PERT & GANTT Charts
Program Gantt ChartsEvaluation & show timing of processesReview in manufacturingTechniqueAnalyze & sequence tasksEstimate time neededDraw a PERT network (chart)Identify the critical path
The Future
Because of the competition of foreign firms & domestic one, the need for managers is great.
Some careers:Product DesignProduction & Operations ManagementInventory Management
Chapter 10
Motivating Employees &
Building Self-Managed Teams
Intrinsic Reward vs Extrinsic Reward
Worthwhile work BonusesMaking a difference BenefitsSaving the planet Approval of othersWise use of resources RecognitionSaving money Promotion
Frederick Taylor
Scientific management - 1911TimeMethodsRules of work
Goals: to improve productivity to benefit the worker & the firm
Tools: Observation & a Stopwatchtime-motion studies
Followers of Taylor
Henry Gantt – remember the Gantt Charts from an earlier chapter
Frank & Lillian Gilbeth – principles of motion economy; break each job down into steps to reduce wasted motion
Elton Mayo – Hawthorne studies; 1927levels of illumination & productivity
What matter more than light intensity?Special place to meet; having more input on
decisions; more pay from being more productive
Maslow’s Hierarchy of Needs
Self-Actualization Need
Esteem Need
Social Need
Safety Need
Physiological Need
Applying Maslow’s Theory
Andrew Grove, former CEO & current Chairman of Intel
Motivate people to do more by knowing how to manage their needs & achievement
Herzberg’s Motivating Factors
Sense of achievement Earned RecognitionInterest in the work itself Opportunity for growthOpportunity for Importance of responsibility
advancement Peer & group relationships Status
Supervisor fairness Company policies & rulePay Job securitySupervisor Working condition
friendliness
Herzberg’s
Motivators
Job Hygiene Factors
Applying Herzberg’s Theories
22 firms have been on the Fortune 100 list of best places to work every year since 1998.
Why do employees that want to work for these firms?
Nordstrom Synovus
Timberland W. L. Gore
Keeping Worker/Employees Happy
Sincere appreciation for a job well done = Praise & Recognition
Job Enrichment: Strategies for motivating worker through the job itself
Task completion; challenge; achievement;recognition
5 characteristics of work that Motivates
Skill VarietyTask IdentityTask SignificanceAutonomyFeedback
Job Enlargement & RotationMaytag redesign of process allowed
employees to assemble an entire water pump, rather than just one part.
Cross-trained to do several jobsrelieves boredom
McGregor’s Theory X & Theory Y
Theory X Theory YPeople dislike work People like workmust be forced, work toward goalcontrolled, directed, for which there is threatened commitment/rewardLittle ambition & Conditionally acceptlikes to be directed, responsibility of workavoid responsibility Imagination & Potential
Incentive vary
Ouchi’s Theory ZType J Type A
Japanese management American management Lifetime employment Short term employment
collective responsibility individual responsibilityconsensual decisions individual decisionsslow evaluation rapid evaluationslow promotion rapid promotionimplied control explicit controlcareer path variable special career pathholistic concern for segmented concern for
employee employee
Theory ZHybrid of Type J & A
Moving toward Type J in American firmsEmployee involvement, key to increased productivityEmployee control implied & informalShared responsibility & decisionsEnvironment of trust& cooperationEmployee guaranteed employment & will accept slow evaluation & promotion
Goal Setting Theory & Management by Objectives
Peter Drucker, “Managers cannot motivate people; they can only thwart people’s motivation because people motivate themselves.”
MBO – Ford Motor Company U.S. Defense Dept.
Victor Vroom - Expectancy Theory
1) Can I complete the task?2) If I do, what will be my reward?3) Is the reward worth it?
Managers: What reward are valued by employees?Individual performance standardAre standards attainableGuaranteed rewards tied to performanceMake sure that rewards are adequate
Reinforcement Theory
Carrot & Stick ApproachCarrot = positive incentivesStick = negative consequences
Extinction/Punishment/Positive/Negative
Equity Theory
Treating Employees Fairly
What is fair?
Is It Worth It?
Secrecy may cause workers to exaggerate the pay of others, or their own contributions.
Openness and frequent communication can defuse this problem.
Listening
Create a corporate culture that rewards listeningTrain supervisors & managers to listenRemove barriers to open communicationActively undertake efforts to facilitate
communication
Self-managed Team: open communication at work
To produce high quality, customized goods & servicesrequires extensive personal service & attention to detail
Working Smart, not just hard
Managers must know the needs of:their employeesdistributors/dealerscustomers
Remember, motivation from the worthwhile work of the job itself is key.
Chapter 11
Human Resource Management
Finding & Keeping the Best Employees
Working with Peopleis just the beginning
Developing the Ultimate ResourceHR = Human Resource:
The first step what does the firm needHow many need to be recruited & selected?What skills & characteristics do the recruits need?What training can be done to prepare them?
Hone their abilitiesMotivate their Loyalty & EffortEvaluate their potentialSchedule the work they will doCareer development
ChallengesPeople with good ideas needed
Shortages in future growth areasComputers, biotech, robotics, “the sciences”Workers from declining industries (skilled & unskilled)
steel, automobiles, garment/apparel makingWorker unprepared for business environmentAge & societal shift of the workforce: job-sharing; DINKLaws & regulationWorker attitude toward workMorale & downsizing & use of temporary workers
Find out your firm’s HR Need
1) Human resource inventorya) Include Ages, Names, Education, Capabilities,b) Training, Special skills, & other important
information (languages spoken)
2) Prepare a job analysis3) Assess future demand4) Assess future supply5) Establish a strategic plan to reach your
recruitment goals
Job Analysis
A. Observe current worker doing the jobB. Discuss job with managersC. Have workers keep a diary of their activities
From this information, outline all the separate activities into a job description.
What requirements do people need to qualify for this job? During recruitment do the prospects understand and like
doing what your firm needs done. Is it something they can see themselves doing?
Checklist of Job Specifications
Example:Two year experiencePositive attitudeWell-groomed appearanceGood communication skillsHigh school diploma & 2 yrs college credit
External vs Internal recruitmentExternal Sources Internal Sources
employment agencies Transferspersonal applications Promotionsnew graduates Employee recommendationformer employees Retrained employeespart-time workers Department reorganizationcompetitor firmsunionsadvertisementsbusiness associatescollege professorsinternetjob fairsinternships
Selecting Productive Employees
Obtain complete application formsConduct initial and follow-up interviewGive employment testsBackground investigationPhysical examsProbationary period
Contingent Workers
Less than Full-time: 1-34 hrstemporary, fill in workmay have priority for full-time after a
probationary periodReceive less than full benefits
More flexibility for workers & firms
Training for Optimum Performance
In what skills does the firm need more training?
What should the training look like?
How effective was the training?
Training
Employee OrientationOn-The-Job Training/shadowing/field trainingApprentice programsOff-The-Job trainingOnline trainingVestibule trainingJob simulation
Management Development
On-the job coachingUnderstudy positionsJob rotationOff-the job course & training
Networking
Contacts/associations
Mentorship
Diversity in management development
Performance Appraisal
Set StandardsCommunication of standardsEvaluate performanceDiscuss results with employeesTaking corrective actionUse results to make decisions
The dos & don’ts of evaluations
Don’t even start, if you or the other person has had a trying day.
Don’t attack their personalityAllow sufficient time (take the phone off the hook)Talk privately & don’t make the employee uncomfortableInclude the employee in the self-improvement part of the
programDon’t bring out a list of problem areas that should have
been handled at another timeEnd with positive suggestions for improvement
Attract & Keep the Best
Attract sufficient numbersProvide employees with incentives to work
efficientlyKeep valued employees from going to competitor
firms or starting their ownMaintain competitiveness: cost low &
productivity highProvide some financial security through insurance
& retirement benefits
Pay Systems
SalaryHourly WagePiecework SystemCommissionBonus PlansProfit-sharing PlansGain-sharing PlansStock Options
How many ways do you get paid?
Commission: 75% up front & 25% split over months 10, 11 & 12 as earned
Trail fees/continuation of business/royaltiesOverrides: paid % of team productionPAC Commission: for every additional purchase on a
monthly or more frequent basisBonuses: 10%, 20% or 30% based on team businessRenewals: Continuation of programFinders Fee: Based on a referral of service
Compensating Teams
When goals met, all receive bonusThose who contribute exceptionally can also be recognized for their work
Fringe BenefitsParking spot closest to the officeSick leaveCafeteria PlansVacation Time
Scheduling
Flextime Plans8 hrs/day 6am-3pm; 7am-4pm; 8am-5pm5 days/wk 9am-6pm; 10am-7pm
10 hrs/day 70 on/70 off4 days/wk
Home-Based & Mobile Work
Benefits Challengesfewer sick days job appraisal tougherhigher job satisfaction less team cohesionbroaden talent pool work sharing/contactsreduces office space costs isolation/lost influenceless commuting time zoning for home officeenvironmentally friendly less interpersonal
interaction
Job-sharing
2 part-time employees share a full-time positionWho does it works for:
single moms parents older workersthose developing a side
interest/businessfolks who want less stress
Up, Over & Out
Promoting & Reassigning
Terminating
Retiring/Losing
HR Laws
National Labor Relations Board - 1935
Civil Rights Act of 1964Title VII (seven)
Equal Employment Opportunity Act (1972)Amended Title VIIGave broad powers to EEOC
Affirmative Action; Reverse Discrimination
More Laws
Social Security Act of 1935Age Discrimination in Employment Act of 1967Occupational Safety & Health Act of 1970Vocational Rehabilitation Act of 1973Employment Retirement Income Security Act of 1974Americans With Disabilities Act (1990)Civil Rights Act of 1991
Firms must act in accordance with these and other laws or face costly court cases.
Chapter 12
Dealing with Employee-Management Issues
&Relationships
Basic Issues
Recruitment/SelectionPay/CompensationWorking Conditions:
schedule/overtime/atmosphereEvaluationsIntervention/Discipline/TerminationBenefits
Insurance/Retirement/Others
Collective Bargaining
Union versus non-union jobsPublic Sector versus Private Sector Jobs
Historical Union Causes:Child Labor Laws40 hour work week/Minimum wageSafety & Job securityBetter Pay/Benefits
Many of these are codified in U.S. & state laws
The Rise of Organized Labor in U.S.
1792 – Craft union meeting in PhiladelphiaShoe MakersCopper & silversmiths
Craft Union has members that are skilled in some specialty
As the industrialization of America grew & short-lived, local/regional labor groups came & went, greater demand for unskilled factory labor lead to the formation of the first national labor organization.
Knight of Labor
Uriah Smith Stevens – 1869 founded By 1886 – 700,000 members
Included employers & workerspromoted social causes & economic issues
Goal: amass significant political power & eventually restructure the entire U.S. economy
The fall of the Knight of Labor
Blamed for a bomb that killed 8 policemen at a labor rally at Haymarket Square in Chicago in 1886
A rival group, The American Federation of Labor (AFL), was formed in 1886 & was the top labor union by 1890 (under the leadership of Samuel Gompers) – a craft union
Masons, carpenters, plumbers, etc.
AFL branches into unskilled labor
Committee of Industrial Organizations (CIO)under the leadership of John L. Lewis, head of the United Mine Workers start recruiting industrial workers with no defined skill.
In 1935, CIO changed its name to the Congress of Industrial Organizations & broke away from the AFL, soon rivaled the AFL in size & power.
The National Labor Relations Act (Wagner Act) in 1935 gave the workers the right to join/form a union.
AFL-CIO merger
George Meany (1955) 16 million union members
7 unions left of the AFL-CIO in 2005 to form the SEIU, Service Employees International Union (1.8 million members)
Today, AFL-CIO membership is 9 million
Labor Legislation
1932 – Norris-LaGuardia Act1935 – National Labor Relations Act (Wagner Act)
1938 – Fair Labor Standards Act1947 – Labor-Management Relations Act
(Taft-Hartley Act)1959 – Labor-Management Reporting &
Disclosure Act (Landrum-Griffin Act)
National Labor Relations Board
Certify or Decertify UnionCollect support: unionizing or decertification
30% of workers petition NLRBElection to change require over 50% of votes
cast – Secret BallotNLRB certifies results of election
Important Concepts
Negotiated Labor-Management AgreementUnion Security Clause
if a worker receives benefit from a union, they must join the union or pay dues, even if they are not a member.
Closed Shop – must be union member to be hired (outlawed by Taft-Hartley Act – 1947)
Current Shop Arrangements
Union Shop – must become member to keep job
Agency Shop – must pay due whether member or not
Open Shop – membership in union is optional, no due paid if not a member.
Right-to-work Laws
Taft-Hartley Act gave states the right to pass Right-to-work Laws = Open Shop
22 states have right-to-work lawsID NV AZ UT WY ND SD NB IAKS OK TX LA AR MS AL TN
VANC SC GA FL
Resolving Disagreements
Grievance (two side see different side of an issue)
SeniorityOvertimePromotionLayoffsTransfersJob Assignment
Shop Steward may settle many grievances
Mediation & Arbitration
Bargaining Zone = options either side wantsImpasse = no agreement after
Mediation = use of a 3rd party; a mediatormakes suggestions to move toward resolution
(cooling off period)
Arbitration = individual or panel decides the outcome; both sides must agree to this
Union Tactics
Strike = collective refusal to workPrimary Boycott
Secondary Boycott: prohibited by Taft-HartleyAct
Work Slow Down
Management Tactics
Lockout = Keep union workers from working
Injunction against what the union is doing (striking, boycotting, etc.)
Strikebreaker/Replacement workers/(scabs)1938 Supreme Court ruling allows this
First used in the 1980s
Global Competition & Technology
Put pressure on unions that have made many unions to grant concession or givebacks when negotiating terms of a new contract.
Pay increases reduced; overtime pay reduced
Resistance against retirement givebacks
UAW membership down 60%Union membership down from 35.5% of labor to 12.5%
throughout the economy & 8% in the private sectorStates with higher percentages of union workers over 15%
have been hit harder in the current economy.
Unionization: making a comeback?
Growing membershipnot in industrial workers (mostly white males)in healthcare workers (nursing, more females) & white collar jobs & foreign-born workers
Does nursing lack the respect of the general public?Are nurses underpaid workers? $25-$55/hrDo the goals of organized labor match the need for more
health care professionals while holding down healthcare costs?
Do gains in pay disappear in higher union dues?
Management-Labor Partnerships
Cooperation not confrontation
Shared responsibility in the design of tasks for workers to increase productivity
In order to compete, waste & inefficiency must be reduced
Do the objectives of union change over time?Job security & benefits
Controversial Issues
Executive CompensationCEO pay in the rest of the world is 20 to 50 times an average worker’s pay
CEO pay in the USA can be 400 to 500 times an average worker’s pay
For a major corporations CEO compensation in 2004 was $36 million when an average worker was paid $33,176
The Past Level of CEO Pay
1960 – average CEO pay was $160,000/yrWith inflation at 4.5% for 50 yrs, the CEO pay
equivalent to 1960 for 2010 would be:
$1,445,222$36 million is nearly 25 times that number
Why the disproportionate increases in CEO pay?
Reasons for high CEO Pay
Stock Options = 57% of CEO payGolden Parachutes
“You shouldn’t pay anyone to fail.” - Charles Elson, director of the Center for Corporate Governance at the University ofDelaware
Bonuses for the meeting of goals
What is reasonable & appropriate?
Peter Drucker, management consultant, suggested, “CEOs not be paid more than 20 times their lowest paid employee.”
That translates into this concept, “If you want to earn one million dollars per year as a CEO, then your lowest paid employee should earn $50,000 a year. (not $33,176)
If a CEO makes barely $1,000,000/yr then movie stars & athletes won’t make that much.
Pay Equity
Equal pay for equal workMen versus womenAsian/White/Colored
Improvements & cracking the Glass Ceiling
Sexual Harassment
Quid pro quo
Hostile work environment
Child Care/Elder Care
Flexible scheduling to assist workers take care of children & aging parents or spouses
Provide company day care
Time off: Maternity leave; Paternity leave;Bereavement leave; etc.
Drug Testing
6.2% of the U.S. workforce believed to be heavy drinkers.40% of industrial injuries & fatalities linked to alcohol
consumption.8% of full-time workers ages 18-49 use illegal drugs.3.5 times more likely to be involved in a workplace
accident & 5 times more likely to file for workman’s compensation than nonusers.
Productivity Lost: $81 billion/yr; $11,000 per drug using worker (7.3 million)
70% of companies test job applicants for substance abuse.
Violence
A growing problem16% of workplace deathHomicide is 3rd as a cause of death at work
StressHow people are treated at work
Being Proactive: before violence happens
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