ms-10 unit 3 approaches to work design

8/13/2019 MS-10 Unit 3 Approaches to Work Design

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MS-10Organizational Design Development

And Change

Block2Approaches To Work Design

By

Kirit A. D.

(MBA, PMP, ITIL, MCTS, SSBB)

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Content

Meaning of Work

The Concept of Organizing and AnalyzingWork

Different Approaches to Organizing AndAnalyzing Work

Work Improvement And Measurement

Time And Motion Study

Ergonomics Workspace and Architectural Ergonomics

Impact of IT on Organizing Work

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OrganisingAndAnalysingWork

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Meaning Of Work

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Meaning of Work

Work is any productive activity

undertaken to produce a given product or

a service

It may be defined as the effort or activity

of an individual that is undertaken for the

purpose of providing goods or services of

value to others and that is considered bythe individual to be work (Hall 1994).

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Meaning of Work

The meaning of work differs from person

to person and culture to culture

There are as many as sixpatterns people

follow in the defining work

People define work as an activity in which

value comes from performance and for

which a person is accountable It is generally self-directed and lacking

negative effect

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Meaning of Work

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People define work as an activity thatprovides a person with positive personalaffect and identity

Work contribute to society and is pleasant

People define work as an activity from whichprofit accrues to others by its performanceand that may be done in various settings

other than a working place Work is usually physically strenuous and

somewhat compulsive


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Meaning of Work

People define work as primarily a physical activitya person must do that is directed by others andgenerally performed in a working place.

Work is usually devoid of positive affect and is

unpleasantly connected to performance People define work as a physically and mentally

tiring activity

It is generally unpleasant and devoid of positive

affect People define work as an activity constrained to

specific time periods that does not bring positiveaffect through its performance

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Meaning of Work

All these six patterns were studied from six different

countries like Belgium, Federal Republic of Germany, Israel,

Japan, The Netherland and United states

Small percentage of workers in all six countries use eitherPattern Eor Pattern Fto define work

Netherland : work is defined most positively and with the

most balanced personal and collective reasons for doing it

Germany & Japan : work is defined least positively and with

the most collective reason for doing it

Belgium, Israel & United States: represent a middle position

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the amount of time spent on personal

activities

the employment rate of women with

children between 6 and 14 years of age

the number of employees working over

50 hours a week

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The Netherlands

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Average income

per

capita: 40,973 d

ollars a

year, located in

western Europe,bordering

the North

Sea, with its

capitalAmsterd

amand a

population of 16million people.


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Switzerland

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Average income

per

capita: 41,950 do

llars a year, a

federal

republic located in Central

Europe, with its

capital Bernand

a population

of 7.7 million.


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Hong Kong

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Average income

per

capita: 45,944 doll

ars a year, is one of

the administrative

regions of China, located in

East Asia with a

population of 7

million people.


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United States

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Average income

per

capita: 46,860 d

ollars a year, a

federal

republic comprising fifty states

and is located in

North

America, its

capital

is WashingtonDCand has a

population

of 313 million.


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United Arab Emirates

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Average income

per

capita: 47,439 doll

ars a year, is

located east of the

Arabian Peninsulain Southwest Asia,

bordering

the Persian

Gulf,Abu

Dhabias its

capital and apopulation of 8.2

million people.


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Brunei

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Average income per

capita: 48,333 dollar

s a year, is

located on the

northern coast of

the islandof Borneo in

Southeast Asia, its

capital is Bandar

Seri Pkawan, and

has a population of

388 thousandpeople.


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Norway

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Average income

per

capita: 51,959 do

llars a

year, located in

northernEurope and

occupies the

western part of

the Scandinavian

Peninsula, its

capitalis Oslo and has

a population of

4.9 million

people.


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Singapore

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Average income

per

capita: 56,694 do

llars a year, is

located on an

islandin South East

Asia, Singaporea

s its capital, the

population is 4.9

million people.


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Luxembourg

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Average income

per

capita: 81,466 doll

ars a year, is

located in

Western Europebetween

Germany,

France, Belgium,w

ith a population

of 502 thousand

people.


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Qatar

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Average income

per

capita: 88,222 doll

ars a year, its

located east of the

Arabian Peninsulain Southwest Asia,

bordering

the Persian Gulf, its

capital is Doha,

and has a

population of 1.8million people.


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The Happiest Countries In The World

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10. Sweden

> Life satisfaction score: 7.3

> Employment rate: 73% (5th

highest)

> Self-reported good health: 79%

(9th highest)> Employees working long hours:

1.28% (3rd lowest)

> Disposable income: $26,633

(11th highest)

> Educational attainment: 86%

(9th highest)> Life expectancy: 81.5 years (7th

highest)

9. Canada


> Employment rate: 72% (7th highest)

> Self-reported good health: 88% (3rd

highest)

> Employees working long hours:3.91% (11th lowest)

> Disposable income: $27,138 (8th

highest)

> Educational attainment: 88% (5th

highest)

> Life expectancy: 80.8 years (13thhighest)


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8. Australia



> Self-reported good health: 85% (5th

highest)

> Employees working longhours:13.99% (4th highest)


highest)

> Educational attainment: 71% (tied-

12th lowest)


7. Finland



highest)


lowest)> Employees working long hours:

3.66% (8th lowest)


highest)


12th highest)> Life expectancy: 80.2 years (16th

lowest)


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6. Israel



lowest)



18.92% (3rd highest)

> Disposable income: n/a


(tied-12th highest)


5. Austria




(17th lowest)

> Employees working long hours:9.02% (10th highest)


highest)


12th highest)

> Life expectancy: 80.7 (22nd lowest)


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4. Switzerland


> Employment rate: 79% (1st

highest)



5.87% (17th highest)


most)


(8th highest)> Life expectancy: 82.6 (2nd

highest)

3. Netherlands


> Employment rate: 75% (3rd highest)


highest)

> Employees working long hours: 0.68%(2nd lowest)


highest)


lowest)

> Life expectancy: 80.8 (14th highest)


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2. Norway


> Employment rate: 75% (tied, 3rd

highest)


highest)> Employees working long hours:

2.66% (5th lowest)

> Disposable income: $30,465 (3rd

highest)


15th highest)> Life expectancy:81.2 (10th highest)

1. Denmark




highest)

> Employees working long hours:1.92% (4th lowest)


lowest)


lowest)

> Life expectancy: 79.3 (11th lowest)


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The concept of Organizing And

Analyzing Work

The goal accomplishment of an organization requires work to be

done in many different areas and highly specialized knowledge

and experience

Hence the work is divided among people, work units such as

divisions, departments and groups

Organizing work refer how to arrange matters so that people

can work in concert to get the work done, division of work

between people and groups, the work done by managers at

different levels and coordinating the work of people and groups

to make possible to realize the goal of the organization

It includes issues like:-

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OrganisingAndAnaly

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The concept of Organizing And

Analyzing Work

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Organization charts: organization chart is a form of line diagram.

It indicates the arrangement of work units, the delegation of

work (that is the delegation of responsibility) and work units in

relation to each other

Division of Work : the work is divided among people and workunits such as divisions, departments or groups. The head of each

work unit is in charge for the work done by his unit as well as for

the work he does himself

Organising the work done (responsibility carried) at different

levels

Maintaining relationships between people at different levels

Coordinating work between people etc.


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Different Approaches To Organizing

And analyzing Work

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The ancient approach

The approach during the industrialrevolution period

The scientific management approach Fordism

The human relation approach

The socio technical systems approach Modern


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And analyzing Work

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The ancient approach


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And analyzing Work

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The approach during the industrial

revolution period


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And analyzing Work

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The scientific management approach


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And analyzing Work

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Fordism


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And analyzing Work

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Organisi

ngAndAnaly

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The human relation approach


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And analyzing Work

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The socio technical systems approach


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And analyzing Work

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Modern

Human Relation

Motivation

Behavior

Contingent(Depending) variables


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Work Improvement

Work Measurement

Work Measurement Vs. Work

Improvement


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Work Improvement

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Study of work, simplification and

standardization of methods, equipment

and working condition

Work improvement not only improves

work efficiency, but also improves human

comfort and satisfaction

This is also known as human engineering

or ERGONOMICS


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Work Measurement

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Assessing the time content of a jobperformed by an operator to determine theproper time to be allowed and the effortsrequired for the efficient performance of a

job

R. M. Curiehas defined the workmeasurement as application of techniques

designed to establish the time for a qualifiedworker to carry out a specified job at adefined level of performance


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Work Measurement Vs. Work

Improvement


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Objectives of Work Study

Effective use of manpower

Effective use of methods, machines andequipment

Effective layout of plant

Elimination of unnecessary human motion

Simplification and standardization of operations

Measurement of time required to perform anoperation and establishment of standard level ofperformance for each worker


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Motion Study

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Therblig analysis

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Micromotion Study

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Principles of Motion Economy

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Principles of minimum movement

Principles of simultaneous and symmetrical movementPrinciples of rhythmic movement

Principles of natural movement

Principles of habitual movement


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Time Study

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d d


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Time Study

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Objectives

The need for time study arises whenever a better method of doing a

work is introduced in a plant. Time study endeavors to

Determine a standard days work by finding the amount of time

needed by workers to perform the various operationsProvide production data

Procedure of Time Study (Involves following steps)

Selection of work to be studied

Establishing standardized methods, equipments and workingconditions

Selecting the average worker who is to be studied while performing the

work. Necessary confidence in the worker should be created so as to

obtain his cooperation

d d


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Time Study

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Division of work into elements suitable for time study

Studying the operator doing the job. For the validity of the time study results,

it is necessary that the analyst should take readings not once but a number of

times. The number of times for which time study should be repeated, (ie.

Number of cycles) will depend upon the level of confidence needed

Recording time with the help of stop watch on the time study board of therequired number of work cycles

After the time values for each element for a sufficient number of cycles have

been recorded, the mode value is selected. The mode value represents the

most frequently appearing time value for an element of the job. Mode values

of different elements will be added to get the normal time for doing a job.Normal time is the time required by an average worker working under normal

conditions to perform a job

Adding allowance to normal time to get the standard time. Relaxation

allowances include personal allowance, fatigue allowance, delay allowance etc.

i A d i S d


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Benefits Of Time Study

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Time study helps in determining the ideal workload of

different categories of workers

The standards of performance evolved as a result of time

study may be used for evaluating the performance of

employees

Time study helps in designing a suitable incentive wage

plan to motivate the workers to increase their productivity

Cost standards are very accurate if they are based on the

results of time study

Ti A d M i S d


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Limitations Of Time Study

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There are variations of the standard time determined by different

observers. Even the same observer sets different standard time

each time he is asked to conduct the time study

Time study involves an element of subjectivity of the observer.

Sufficient judgment has to be used by the observer in the choice ofa measure of central tendency, deciding the degree of personal

allowance and so on

The standard time determined by time study may not be accurate

because of incorrect performance rating of the operator under

studyTime study usually has an adverse effect on the workers. They may

not show the normal behavior pattern when they are being

observed. Even the trade unions may resist stop watch time studies


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Diff b t Ti St d A d


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Difference between Time Study And

Motion Study

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Basis Time Study Motion Study

Purpose Concerned with the

determination of time

taken by the workers in

performing each

operation on the job

Concerned with

the motions or

movements of

workers

Scope Covers both workers

and machines

Covers only

workers

Procedure Conducted with the

help of a stop watch

Conducted by

photographic

procedures


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Ergonomics

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Man Vs. Machines

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Man Excels In Machines Excels In

1 Detection of certain forms of very

low energy levels

1 Monitoring (both men & machines)

2 Sensitivity to an extremely wide

variety of stimuli

2 Performing routine, repetitive or very

precise operations

3 Perceiving patterns and makinggeneralizations about them

3 Responding very quickly to controlsignals

4 Detecting signals in high noise levels 4 Exerting great force, smoothly and

with precision

5 Ability to store large amounts of

information for long periods andrecalling relevant facts of appropriate

moments

5 Storing and recalling large amounts of

information in short time period

6 ability to exercise judgment where

events cannot be completely defined

6 Performing complex and rapid

computation with high accuracy


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Man Vs. Machines

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Man Excels In Machines Excels In

7 Improvising and adopting flexible

procedures

7 Doing many different things at one

time

8 Ability to react to unexpected low-

probability events

8 Deductive processes

9 Applying originality in solvingproblems: ie. Alternate solutions

9 Insensitivity to extraneous factors

10 Ability to profit from experience and

later course of action

10 Ability to repeat operations very

rapidly, continuously and precisely to

same way over a long period

11 Ability to perform fine

manipulation, especially wheremisalignment appears unexpectedly

11 Operating in environments , which are

hostile to man or beyond humantolerance

12 Ability to continue to perform even

when over loaded

13 Ability to reason inductively

Ti A d M ti St d


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Needs of Human Engineering

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Human engineering is the study of people at work and of work

methods. Its purposes are to :

Design human-machine system involving the best combination of human

and machine element

Study equipments design, hours of work and physical conditions of work

Design the machine for its users fitting it to their physiological

requirements to minimize fatigue and maximize output

Reduce the types of injuries caused by poor design. Ergonomically

designed spaces, systems and environment that take into account both

the psychological and physical aspects of the people increases efficiency,health and prevent injuries and musculoskeletal disorders

Assist in design and operation of man-machine environmental system

which will ensure physical and mental ease to the human beings

Ti A d M ti St d


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Needs of Human Engineering

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Design the machines and equipments in such a manner that not only the usersbut also those in the vicinity should be protected against dangers of accidents

Design the machinery, equipment and tools to suit the human operator and

not vice versa. It includes the followings

Tools and materials should be arranged at the work-place in such a way that

the operator can reach them easily

Machine control should be installed in the working area so that it is within the

reach of the machine operator

There should be mechanization of materials handling on and between

processing points, particularly for heavy and bulky items

The machine operator should be permitted to sit while on the job unless thenature of job requires him to stand. He should be given rest if stand for long

hours

Good working conditions should be provided to the operators so as to maintain

their physical and mental health


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Guidelines For The Design Of Workspaces

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Encourage a frequent change in posture

Avoid forward bending a head and trunk

Avoid causing the arms to be held in a raised position

Avoid twisted and asymmetrical positions

Avoid postures that require a joint to be used for long periods of

time at the limit of its range of motion

Provide adequate back support for all seats

Where muscular force must be exerted the limbs should be in a

position of greatest strength

Test your workspace layouts


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Architectural Ergonomics can be incorporated into anorganization by

Facilitating employees in participative design processes

Design audits

Ergonomics training

G id li F Th D i Of W k


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Digital Human Simulation and Ergonomics

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Demarcate the exact reach envelope (boundary of the workspace) of humanlimbs while taking into consideration the ranges of motion

Visualize the exact workspace of human limbs

Define and plan trajectories in the workspace

Design ergonomic workplaces subject to specified cost functions

Facilitate the design of layouts and packaging

Verify measured data and validate human models

Predict realistic postures

Optimize designs based on specified cost functions. Cost functions

representing dexterity, reach ability, energy, force and others have been

developed and integrated with optimization code to address ergonomics

design problems

I t f I f ti T h l O


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Impact of Information Technology On

Organising Work

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I t f I f ti T h l O


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Organising Work

Satellite Locationis an attempt to reduce

the office space. Satellite locations are

networked together to form a cohesive

structure. Expensive large corporatecenters have been reduced in size and

only a token image presence is kept in

prestige locations

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Impact of Information Technolog On


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Organising Work

Hot Desking And Hotelingis another attempt to reduce

office space and hence the cost of fixed assets.

Employees simply plug in to office space with docking

facilities for laptop computers and other support Telecentres and Telecottages: Telecentres are specific

regional centres that support many organisations

employees providing all the electronic communications

infrastructure needed for effective working.

Telecottages are a variation on these theme to support

workers in rural or thinly populated locations

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Organising Work

Teleworking and Telecommuting: Teleworking could bedescribed as home working with electronic

communication support whereas telecommuting could

be described as the mobile office in a car, hotel or

anywhere, supported by the mobile phone and thelaptop computer

Telematics (Field systems): a closely related concept to

telecommuting but the equipment is more specialized

usually fixed in vehicles. Used to communicateinformation between control centres and mobile

workers. It is used by the utilities, service companies

and the police etc..

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Organising Work

Computer Supported Co-operative Working (CSCW): It isgaining appreciation as a technology that can be support

and enhance a truly enterprise wide working

environment

The virtual Organisation: many sole traders use agenciesthat provide a virtual presence for their cllients using

CIT(Computer integrated telephony) and by providing

office space and electronic facilities when needed

Online business and E-commerce: The success andgrowth of the Internet has made on-line business a cost

effective and available technology for many small and

medium sized businesses to market their products

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Various Techniques of Job Design

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Impact

Complexity

Low

Low

Medium

High

Medium High

Job Rotation

Job Engineering

Job enlargement

Job enrichment

Sociotechnical

system

Difference Between Job Enlargement


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Difference Between Job Enlargement

And Job Enrichment

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JobDesigns

Many

Job enrichment

Job enrichment

and

enlargement

Few

Routine JobAccentonneeds

(Focusondep

th)

Number of tasks (Focus on breadth)

Higher-

Order

Job enlargementLower-

Order


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The Job Characteristics Model

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JobDesigns

Core JobCharacteristics

Critical PsychologicalStates

Individual WorkOutcomes

Skill variety

Task identity

Task significance

Experienced

meaningfulness of the

work

High intrinsic work

motivation

High-quality work

performance

Autonomy

Experienced

responsibility for

outcomes for the work

High satisfaction with

the work

FeedbackKnowledge of actual

result of the work

Low absenteeism and

turnover

Moderators

Growth-need strength

Knowledge and skill

Context satisfaction


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Details of the MBO Process

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JobDesigns

Types of Objectives

Routine objectives

Innovation objectives

Improvement objectives

The objectives must be:

Focused on a result, not an activity

Consistent

Specific

Measurable

Related to time attainable

MBO Strategy

All individuals within an organization are assigned a special set of objectives that

they try to reach during a normal operating period. These objectives are mutually

set and agreed upon by individuals and their managers Performance reviews are conducted periodically to determine how close

individuals are to attaining their objectives

Rewards are given to individuals on the basis of how close they come to reaching

their goals


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Details of the MBO Process

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JobDesigns

MBO Stages

Define objectives at board level

Analyse management tasks and devise formal job specification , allocate responsibilities and

decisions to individual managers

Set performance standards

Agree and set specific objectives

Align individual targets with corporate objectives

Establish a management information system to monitor achievements against objectives

MBO : Key Advantages and Disadvantages

Advantages

MBO programs continually emphasis what should be done in an organization to achieve

organizational goals

MBO process secures employee commitment to attaining organizational goals

Disadvantages

The development of objectives can be time consuming, leaving both managers and

employees less time in which to do their actual work

The elaborate written goals, careful communication of goals and detailed performance

evaluation required in an MBO program increase the volume of paperwork in an

organization

Combination of Workflow Uncertainty


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Combination of Workflow Uncertainty

And Task Uncertainty

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JobDesigns

Low Workflow Uncertainty High

Low

TaskUncertainty

High 2

Brain surgeon

Design Engineer

High School Teacher

Assembly Line Worker

Custodian

File Clerk

1

Bank Teller

Toll Booth Collector

Bartender 4

Research Scientist

Top Manager

Emergency Ward

Physician 3


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JobDesigns


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ms-10 unit 3 approaches to work design

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