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Operations Management > Chapter 4: Work Design and Measurement > Flashcards

Chapter 4: Work Design and Measurement Flashcards

1
Q

importance of work design

A

-Organization’s are dependent on human efforts to accomplish their goals
-Many job design topics are relevant to continuous and productivity improvement

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2
Q

involves specifying the content and methods of jobs.

A

Job Design

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3
Q

Job designers focus on

A

-what will be done in a job
-who will do the job
-how the job will be done
-where the job will be done

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4
Q

objectives of the job design include

A

-productivity
-safety
-quality of work life

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5
Q

2 elements of job design

A

-efficiency school
-behavioral school

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6
Q

it emphasizes a systematic, logical approach to job design

A

efficiency school

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7
Q

it emphasizes satisfaction of wants and needs

A

behavioral school

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8
Q

a refinement of Frederick Winslow Taylor’s scientific management
concepts, received considerable emphasis in the past

A

efficiency approach

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9
Q

continued to make inroads into many aspects of job design

A

behavioral approach

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10
Q

describes jobs that have a very narrow scope

A

Specialization

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11
Q

work that concentrates on some aspect of a product or service

A

Specialization

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12
Q

main rationale of specialization

A

the ability to concentrate one’s efforts and thereby become proficient at that type of work

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13
Q

Advantages of Specialization for Management

A

-Simplifies training
-High Productivity
-Low Wage costs

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14
Q

Disadvantages of Specialization for Management

A

-Difficult to motivate quality
-Worker dissatisfaction, possibly resulting in absenteeism, high turnover, disruptive tactics, poor attention to quality.

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15
Q

Advantages of Specialization for Employee

A

-Low education and skill requirements
-Minimum responsibilities
-Little mental effort needed

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16
Q

Disdvantages of Specialization for Employee

A

-Monotonous work
-Limited opportunities for advancement;
-Little control over work;
-Little opportunity for self-fulfillment

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17
Q

Behavioral Approaches to Job Design

A

-Job Enlargement
-Job Rotation
-Job Enrichment

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18
Q

Giving a worker a larger portion of the total task by horizontal loading

A

Job Enlargement

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19
Q

the additional work is on the same level of skill and responsibility as the original job

A

Horizontal Loading

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20
Q

make the job more interesting by increasing the variety of skills and required and by providing the
worker with a more recognizable contribution to the overall output

A

Goal of the Job Enlargement

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21
Q

workers periodically exchange jobs

A

Job Rotation

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22
Q

use this approach to avoid having one or a few employees stuck in monotonous jobs

A

Job Rotation

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23
Q

allows workers to broaden their learning experience and enables them to fill in for others in the event of sickness or absenteeism

A

Job Rotation

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24
Q

Increasing responsibility for planning and coordination tasks, by vertical loading

A

Job Enrichment

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25
Q

focuses on motivating potential of worker satisfaction

A

Job Enrichment

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26
Q

a key factor in many aspects of work life (influences quality and productivity, contributes to the work environmen)

A

Motivation

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27
Q

factor that influences motivation

A

Trust

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28
Q

Forms of Teams:

A
  1. Short-term team
  2. Long-term team
    - Self-directed teams
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29
Q

formed to collaborate on a topic such as quality improvement, product or service design, or solving a problem

A

Short-term team

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30
Q

designed to achieve
a higher level of teamwork and employee involvement

A

Self-directed teams

31
Q

Requirements for Successful Team Building (Robert Bacal)

A
  1. Clearly stated and commonly held vision and goals;
  2. Talent and skills required to meet goals;
  3. Clear understanding of team member’s roles and functions;
  4. Efficient and shared understanding of procedures and norms;
  5. Effective and skilled interpersonal relations;
  6. A system of reinforcement and celebration;
  7. Clear understanding of the team’s relationship to the greater organization.
32
Q

Benefits of teams

A

Higher quality
Higher productivity
Greater worker satisfaction

33
Q

Team problems

A

Some managers feel threatened
Conflicts between team members

34
Q

scientific discipline concerned with the understanding of interactions among humans and other elements of a system

A

Ergonomics (Human Factors)

35
Q

profession that applies theory, principles, data and methods to design in order to optimize human well-being and overall system performance

A

Ergonomics (Human Factors)

36
Q

Ergonomists contribute to the

A

design
and evaluation of tasks, jobs, products, environment and systems in order to make them compatible with the needs, abilities, and limitations of people.

37
Q

ergonomics also helps to increase
productivity by

A

reducing worker discomfort and fatigue

38
Q

Ergonomics Domains

A

-physical
-cognitive
-organizational

39
Q

Physical in ergonomics include:

A

repetitive movements, layout, health, and safety

40
Q

Cognitive in ergonomics include:

A

mental workload, decision-making, human-
computer interaction, and work stress

41
Q

Organizational in ergonomics include:

A

communication, teamwork, work design, and
telework

42
Q

affects not only workers’ overall sense of well-being and contentment, but also worker productivity.

A

Quality of work life

43
Q

Important aspects of quality of work of life

A
  • How a worker gets along with co-workers
  • Quality of management
  • Working conditions
  • Compensation
44
Q

Working Conditions Factors

A
  • Temperature and Humidity
  • Ventilation
  • Illumination
  • Noise and Vibrations
  • Work Time and Work Breaks
  • Occupational Health Care
  • Safety
45
Q

significant issue for the design of work systems

A

Compensation

46
Q

Compensation Approaches

A

Time-based systems
Output-based systems
Incentive systems
Knowledge-based systems

47
Q

Compensation based on time an employee has worked during the pay period

A

Time-based system (Hourly and Measured Daywork Systems)

48
Q

Compensation based on amount of output an employee produced during the pay period

A

Output-based (incentive) system

49
Q

a worker’s pay is a direct linear function of his or her output

A

Straight Piecework

50
Q

Workers are guaranteed that amount as a minimum, regardless
of output

A

Base

51
Q

stress sharing of productivity gains
with employees

A

Group Incentive Plans

52
Q

setting up pay systems to reward workers who undergo training that increases their skill levels. T

A

Knowledge-Based Pay Systems

53
Q

The variety of tasks the worker is capable of performing

A

Horizontal Skills

54
Q

managerial tasks that the
worker is capable of

A

Vertical Skills

55
Q

quality and productivity results

A

Depth Skills

56
Q

Minimum wage legislation haas reduced their popularity

A

Straight Piecework

57
Q

Paid for output above the standard

A

Bonus

58
Q

Many organization used to reward managers and senior executives based on output

A

Management Compensation

59
Q

New emphasis placed on other factors of performance

A

-Customer Service
-Quality

60
Q

being more closely tied to the success of the company or division that executive is responsible for

A

Executive Pay

61
Q

One of the techniques used by self-directed teams and work analysis

A

Method Analysis

62
Q

focuses on how a job is done

A

Method Analysis

63
Q

used to review and critically examine the overall sequence of an operation by focusing on the movements of the operator or the flow materials

A

Flow Process Charts

64
Q

helpful in visualizing the portions of a work cycle during which an operator and
equipment are busy or idle.

A

Worker Machine Chart

65
Q

The analyst should review the operation after a reasonable period and consult again
with the operator

A

Follow-up

66
Q

systematic study of the human motions used to perform an operation

A

Motion Study

67
Q

Guidelines for designing motion-efficient work procedures

A

Motion Study Principles

68
Q

Basic elemental motions into which a job can be broken down

A

Analysis of therbligs

69
Q

use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyze

A

Micromotion Study

70
Q

concerned with the length of time it should take to complete the job

A

Work Measurement

71
Q

the amount of time it should take a qualified worker to complete a specified task, working
at a sustainable rate, using given methods, tools and equipment, raw material inputs, and workplace
arrangement

A

Standard Time

72
Q

used to develop a time standard based on observations of one worker taken over
a number of cycles

A

Stopwatch Time Study

73
Q

Average of the recorded times

A

Observed Time

74
Q

the observed time adjusted for worker performance

A

Normal Time

Operations Management (5 decks)

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