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OutlineIntroductionOrganization ConceptMacro-ergonomics ConceptSocio-technical system componentRelation of macro- to micro-ergonomics

design of work systemSocially Centered Design

Introduction Different levels of study and intervention:

Micro-level Human-machine interface technology –hardware

ergonomics Human-environment interface technology –

environmental ergonomics User-interface technology

Macro-level Organization-machine interface technology

Introduction

Macro Ergonomics:

Job Design,Job Content,Organization,

Culture

Micro ergonomics:Environment,

Physical,Cognition

Macro Ergonomics:

Fitting the OrganizationTo

The MAN

MicroErgonomics:

Fitting the taskTo

The MAN

Introduction

““different organization designs can utilize the same technology”

(Emery & Trist, 1960)

The key is to select organizational design that is most most effective effective in terms of:People/human portion in systemRelevant external system

Organization ConceptsOrganization???

Planned coordination of collective activities implies management

Made up more than one person

Have a structure/have hierarchy of authority

Oriented toward achieving common goal

Organization Concepts

Organizational Structures (three major components):

COMPLEXITY (degree of differentiation and integration) Horizontal differentiation Vertical differentiation Spatial dispersion

FORMALIZATION (degree to which jobs within organization become standardized)

CENTRALIZATION (degree to which formal decision is concentrated in an individual)

Macro-ergonomics Concepts

the optimization of organizational and work systems design through consideration of relevant personnel, technological and environmental variables and their interactions. (H.W. Hendrick)

The goal of macro-ergonomics is a fully harmonized work system at both the macro- and micro-ergonomic level which results in improved productivity, job satisfaction, health and safety, and employee commitment.

Socio-technical system model

Socio-technical System Concept

Technical subsystem

Personnelsubsystem

Joint causal

External Environment

Technological subsystem characteristics

Technology, as a determinant of organizational design, has been operationally defined in several different ways:by Production Technology

by Knowledge Based Technology

by Technological Uncertainty

by Work Flow Integration

Technological subsystem characteristics

by Production Technology (based on mode of production)

Applies only to manufacturing organization/firm

Mode of Productions

Organizational Structure

Unit Mass Process

Complexity:-Vertical Differentiation-Horizontal Differentiation

LowLow

ModerateHigh

HighModerate

Formalization Low High Low

Centralization Low High High

Technological subsystem characteristics

by Knowledge Based Technology technology classification

Task Variability

Routine w/ few exception

High variety w/ many exception

Problem analyzability

Well defined

Routine(high

formalization and centralization)

Engineering(moderate

centralization & Low formalization)

Ill defined Craft(decentralization

& low formalization)

Non Routine(decentralized and low formalization)

Technological subsystem characteristics

by Technological Uncertainty (based on task performed)

Long-linked technology automobile assembly line--moderately complex and formalized structure

Mediating technology bank/post office--low complexity and high formalization

Intensive technology customized response (hospital)--high complexity and low formalization

Personnel Subsystem Characteristics

Degree of Professionalism--education and training requirements of a given

job. --there is a trade-off between professionalism

and formalizing the organizational structure

Psychosocial Factors--cognitive complexity

Cultural Diversity

Personnel Subsystem Characteristics

Cultural Diversity –Hofstede’s Cultural Dimension:

Personnel Subsystem CharacteristicsCultural Diversity –Hofstede’s Cultural Dimension:

Power Distance Index (PDI) focuses on the degree of equality, or inequality, between people in the country's society.

Individualism (IDV) focuses on the degree the society reinforces individual or collective achievement and interpersonal relationships.

Masculinity (MAS) focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, control, and power.

Uncertainty Avoidance Index (UAI) focuses on the level of tolerance for uncertainty and ambiguity within the society - i.e. unstructured situations

Personnel Subsystem Characteristics

Cultural Diversity –Hofstede’s Cultural Dimension:

78 14 46 48

World Averages 55 - 43 - 50 - 64 - 45

External Environment Characteristics

External environments that significantly impact organizational function:SocioeconomicEducationPoliticCulture

External Environment CharacteristicsEnvironmental dimension (Duncan, 1979)

Stable Dynamic

Simple

Low uncertainty

(container industry)

Mod High Uncertainty

(fast food industry)

Complex

Mod Low Uncertainty

(food industry)

High Uncertainty

(computer industry)

Deg

ree o

f co

mp

lexi

ty

Degree of change

uncertainty

Socially Centered Design

Evolution of Design

User centered

System centered

Socially centered

System designFactor considered in System Design

Factor Considered

System centered

User Centered Socially Centered

Equipment -specification-maintenance

-design to minimize human error

-design of tech-artifact that support work practices

Task -procedures, method, instructions, task input-output

-design to enhance human abilities and overcome limitation

-design of corporative activities

Users -spec of roles, training procedures, etc

-spec of roles and responsibilities that foster user satisfaction

-spec in situated roles and responsibilities-identify direct and indirect user

Environment -facility-safety, work hour, job function

-workplace condt. And design

-spec of informal work practices and shared artifact

CONTEXT

Equipment

User Task

Environment

Situational characteristics

CooperativeTask activities

artifacts

interpersonal

Organization& Groups