Chapter 10 "Human resource issues in operations management", after studying this chapter you will be able to: Describe the changing role of the manager from one of command and control to that of being a team leader and coach, and the additional skills required; identify the emerging trends that are dramatically changing the way in which people work; define the concept of employee empowerment and show how it impacts management and the organization;. | DAVIS AQUILANO CHASE PowerPoint Presentation by Charlie Cook F O U R T H E D I T I O N Human Resource Issues in Operations Management © The McGraw-Hill Companies, Inc., 2003 chapter 10 Chapter Objectives Describe the changing role of the manager from one of command and control to that of being a team leader and coach, and the additional skills required. Identify the emerging trends that are dramatically changing the way in which people work. Define the concept of employee empowerment and show how it impacts management and the organization. Distinguish between traditional work groups, self-managed teams, and cross-functional teams. © The McGraw-Hill Companies, Inc., 2003 10– Chapter Objectives (cont’d) Present the various ways in which technology is affecting jobs and the workplace. Introduce both behavioral and physical factors that should be taken into consideration when designing jobs. © The McGraw-Hill Companies, Inc., 2003 10– The New Managerial Role Coping with a rapidly changing environment (downsizing and restructuring). Identifying new and innovative ways to produce more with fewer workers and fewer organizational layers. Motivating employees who now feel less committed to organizations than in the past. Assisting workers in taking responsibility for their work. Managing the flow of information. © The McGraw-Hill Companies, Inc., 2003 10– The New Managerial Role Overseeing the work of employees that work from remote locations. Managing diversity in the organization to: Improve creativity and decision making. Make the organization more responsive to a wider variety of customers. Reduce employee turnover,by preventing conflicts, discrimination, communication breakdowns, and legal actions. © The McGraw-Hill Companies, Inc., 2003 10– Expanded Managerial Skill Set Being able to communicate verbally (including the ability to listen) Managing time and stress Managing individual decisions Recognizing, defining, and solving problems Motivating and . | DAVIS AQUILANO CHASE PowerPoint Presentation by Charlie Cook F O U R T H E D I T I O N Human Resource Issues in Operations Management © The McGraw-Hill Companies, Inc., 2003 chapter 10 Chapter Objectives Describe the changing role of the manager from one of command and control to that of being a team leader and coach, and the additional skills required. Identify the emerging trends that are dramatically changing the way in which people work. Define the concept of employee empowerment and show how it impacts management and the organization. Distinguish between traditional work groups, self-managed teams, and cross-functional teams. © The McGraw-Hill Companies, Inc., 2003 10– Chapter Objectives (cont’d) Present the various ways in which technology is affecting jobs and the workplace. Introduce both behavioral and physical factors that should be taken into consideration when designing jobs. © The McGraw-Hill Companies, Inc., 2003 10– The New Managerial Role Coping with a rapidly
