F6 People in operations

Question 1

Isberget för kultur i organisationen

Answer 1

Det som syns:
Fysiska artifakter, tydligt observerbara svårare att tolka ex Byggnader, Dekor, Utrustning, Klädkod, Uppenbara beteendemönster

Mellan:
Inte tydligt observerbara men kan tolkas från hur människor rättfördigar sina handlingar
Ex Mission, Prestationsmål. Kundkontakt procedurer

Lägst:
Grunden till kulturen, så pass delade att människor kanske är omedvetna om de
Ex Delade värderingar, Uppfattningar, Känslor, Omdedvetna beteenden

Question 2

Gareth Morgans olika beskrivningar av en organisation

Answer 2

Organisationer är:
Maskiner
Organismer
Hjärnor
Kulturer
Politiska system

Question 3

Olika sorters organisationsstruktur

Answer 3

U form, (funktionell)
M form, (produkt/division)
Matrisform (M o U)
N form (nätverk)

Question 4

The design of individuals’ and groups’ jobs

Answer 4

• What tasks are to be allocated to each person in the operation?
• What is the best method of performing each task?
• How long will each task take and how many people will be needed?
• How do we maintain commitment?
• What technology is available and how will it be used?
• What are the environmental conditions of the workplace?

Question 5

Saker som ingår i när man designar jobb

Answer 5

Ergonomics
Division of labour
Design of working enviroment
Behavioral aproaches
Hybrid working
Team working
Scientific managment
Flexible working

Question 6

Division of labour För och nack

Answer 6

För
Snabbare inlärning
Automatisering blir enklare
Minskat ickeproduktivt jobb

Nack
Monotont
Fysisk skada
Låg flexibilitet
Dålig robusthet

Question 7

Antropometric betyder

Answer 7

Människors längd storlek och andra fysiska förmågor

Question 8

Saker för att öka job commitment

Answer 8

Jobb rotation
Job enlargment
Job enrichment
Empowerment
Team working
Flexible working
(Skills & time & location)

Question 9

Konsekvenser av att minska stress på arbetsplatsen

Answer 9

Staff feel happier at work; their quality of working life is improved and they perform better.
Introducing improvements is easier when ‘stress’ is managed effectively.
Employment relations: problems can be resolved more easily.
Attendance levels increase and sickness absence reduces.

Question 10

Orsaker till stress

Answer 10

Kan inte hantera mängden jobb
Inte har kontroll över hur och när de jobbar
Om de känner att de inte kan prata med chefer om problem
Om anställda inte vet sin roll och vad som förväntas
Förändring

Question 11

Fördelar med bättre work life balance

Answer 11

Employee retention is improved – staff who feel overloaded are more likely to seek alternative
employment.

Reputation – the promotion of a healthy work–life balance will develop a reputation that will help companies to attract more able staff.

Without balance, staff ‘burn-out’ will eventually lead to a higher incidence of physical or mental
health problems – an ethical as well as an economic (increased absenteeism) problem.

Higher levels of staff performance – it is usually assumed that stressed or overloaded staff are less effective at getting work done, but this is disputed. Although some studies show that staff with a healthy work–life balance work more effectively, others say that there is ‘insufficient evidence to support the notion that work–life practices enhance performance by means of reduced work–life
conflict’.

Question 12

Viktiga saker i arbetsmiljön

Answer 12

Temperaturen
Ljusnivån
Ljudnivån