Let’s talk about the final presentation, first… Each group has to present the case in the very last lecture. At the same day, the group has to hand in.

Let’s talk about the final presentation, first…

• Each group has to present the case in the very last lecture.

• At the same day, the group has to hand in your essay before making presentation, as well

• The time, Up to 27 minutes • 3 minutes Q&A• The presentation should be precise, organized,

and readable• Consider your audience is essential

1

Assessment

• Oral presentation (30%), including time management & readability, of course you can animate the presentation as well

• PLEASE, DO NOT exceed 30 minutes

• Essay (70%), including structure, content, insight (big idea), and format

2

The formatting guideline for the Essay

•The entire paper (title page, abstract (300 words), body, figures, tables, references, etc.) must be in ONE document

3


•The word limitation is 3000 words, excluding title page, abstract, all tables, appendices, and references

•The title page must include the name of each group member’s full name and their email address

4


•Use Times New Roman 12-point font, double spaced, 1-inch (2.5 cm) margin all around, and A4 size paper

•Record the file name as the header on each page

•Number all of the pages of the essay

•Check that the essay prints correctly (i.e., all imported figures and tables appear)

5

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Chapte

r

Workplace Technology and Design

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Understanding the Theory & Design of OrganizationsEleventh EditionRichard L. Daft

7

Service and Manufacturing Technologies

• Technology refers to the work processes, techniques, machines, and actions used to transform input into outputs

• Technology influences organizational structure• Understanding technology helps dictate how

organizations can be designed for efficiency• Core technology relates to the transformation

process to provide goods/service• Non-core technology is not directly related to the

primary mission of the organization


8

Core Transformation Process for a Manufacturing Company


9

Pressures Affecting Organization Design


Definition of Manufacturing Sector

• Agglomeration of industries engaged in chemical, mechanical, or physical transformation of materials, substances, or components into consumer or industrial goods.

10


Manufacturing Firms

• Technical complexity defines the extent of mechanization of the manufacturing process

• The conception relates the design of manufacturing firms

• Three basic technology groups defined by Woodward (Woodward, 1958):

– Small-batch and unit production– Large-batch and mass production– Continuous-process production

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12

Woodward’s Classification Based on System of Production

6©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Examples of the technology groups

• Group 1• Production of single or small pieces to customer

order, Ex, Hermes Kelly Bag• Group 2

• Production of large batches, assembly line type, and mass communication

• Group 3• Continuous flow production of liquids, gases, and

solid shapes13


Relationship between Technical Complexity and Structural Characteristics

14


15

Strategy, Technology, and Performance

• Strategy, structure, and technology need to be aligned

• Successful firms have complementary structures and technologies

• Failing to adopt a new technology or failing to realign strategy can lead to poor performance


16

Contemporary ApplicationsThe Digital Factory

• The shop floor has been revolutionized• Computer-aided Design (CAD)• Computer-aided Manufacturing (CAM)• Manufacturing Process Management (MPM)• Integrated Information Network• Product life-cycle Management (PLM)


17

Lean Manufacturing

• Highly trained employees at every stage of production

• Cut waste and improve quality• Incorporates technological elements


18

Lean Manufacturing

• Keep the customers in their mind at all times• The heart of lean manufacturing is not

machines or software, but people (customers and trained employees)

• Paved the way for mass customization– Using mass-production technology to quickly and

cost-effectively assemble individual goods for customers


19

Performance and Structural Implications

Flexible manufacturing allows diverse products to be made on one assembly line

Computer-aided craftsmanship More efficient Increased productivity Decreased scrap Customer satisfaction


20

Flexible Manufacturing Technology vs. Traditional Technologies


Comparison of Organizational Characteristics


10 mins break

22

23

Service Sector

The service sector is part of the economy that produces intangible goods. It consists of services such as transportation, messenger services and warehousing.


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Service FirmsSource: NSC 2006 report

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Service Firms

• Service technologies are different from manufacturing technologies and require different organizational design

• Education, health care, transportation, and banking all have unique dimensions

• Services have intangible output• There is direct interaction with customer and

employee• Human element is important• Quality of service cannot be directly measured


Core Organization Service Technology


Trend Toward Lean Services

• Customer expectations are rising• Expectations have required that service firms

must become lean, too– Cut waste– Improve customer service

• Adopt continuous improvement approach

27


Structural Characteristics of Service Organizations versus Product Organizations

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Designing the Service Organization

• Service organizations are not necessarily large• Often small locations, close to customers• Service organizations require technical core employees

– close to customer• Service customers interact directly with technical

employees• The skills of technical employees need to be high• Employees need knowledge, awareness, and

interpersonal skills• Decision making is often decentralized


30

• Let’s talk about the noncore departmental technology


31

Core Transformation Process for a Manufacturing Company


32

Non-Core Departmental Technology

• Every department in an organization has a production process– Variety: frequency of unexpected and novel events– Analyzability: ability to apply standard procedures

• Routine vs. Nonroutine Dimension


33

Framework for Department Technologies


Department Design

• The appropriate design can be determined once the department’s technology is identified

• Overall design is either organic or mechanistic• Design characteristics vary depending on work unit

– Formalization (standardized rules)– Decentralization (flat organizational form)– Employee skill level (well-educated and experience)– Span of control (number of employees report to one

manager)– Communication and coordination (frequency)

34


35

Relationship of Department Technology to Structural and Management Characteristics


36

Workflow Interdependence Among Departments

• The extent to which departments depend on each other for resources or materials

• Low interdependence means that departments can do their work independently

• High interdependence means departments depend on each other


37

Interdependence and Management Implications


mediating technology allows each department to work independently

mediating technology allows each department to work independently

Long-linked technology, the combination in one organization of successive sequential stages of production

Long-linked technology, the combination in one organization of successive sequential stages of production

Intensive technology, provide a variety of products or services in combination to a client

Intensive technology, provide a variety of products or services in combination to a client

Interdependence of Departments Involved in the Flight Departure Process


39

Structural Priority and Implications

Reciprocal interdependence should receive first priority

Reciprocal activities should be grouped together

Poor coordination will cause poor performance

Organizations should be designed to address interdependence


42

Impact of Technology on Job Design

Technology impacts:1) Job Design2) Sociotechnical systems

Job Design Job Simplification Job Rotation Job Enrichment Job Enlargement

Sociotechnical systems approach recognizes the interaction of technical and human needs


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Sociotechnical Systems Model


Socio refers to the people and groups that work in organizations and how work is organized and coordinated.

Socio refers to the people and groups that work in organizations and how work is organized and coordinated.

Technical refers to the materials, tools, machines, and processes used to transform organizational inputs into outputs

Technical refers to the materials, tools, machines, and processes used to transform organizational inputs into outputs

44

Design Essentials Key research notes that technology and structure can be co-

aligned Service technologies differ in a systematic way from

manufacturing technologies It is important to apply the correct management system to a

department Interdependence among departments dictates the amount of

communication and coordination required in design New technologies are enriching jobs to make organizations a

happier place to work Sociotechnical system theory attempts to design systems that

meet technical and human aspects


Examples

• Amazon Prime Air• Google Glass

45

Let’s talk about the final presentation, first… Each group has to present the case in the very last lecture. At the same day, the group has to hand in.

Documents

accessible website

design2013 cengage learning

manufacturing company

formatting guideline

chapterworkplace technology

efficiencycore technology

assessmentoral presentation

final presentation