Quản trị kinh doanh - Chapter 17: Performance development

Chapter 17Performance DevelopmentExplain how managers connect facilities, processes, and people to control performanceDescribe the context and standards through which managers control facilitiesIllustrate how managers use processes to design, develop, and deliver quality products and servicesDescribe how managers work with team members to improve and adapt facilities and processes continuouslyShow how managers connect facilities, processes, and people to achieve superior performance resultsLearning ObjectivesPerformance development spans a whole range of business activitiesManagers examine the interconnected parts of the organization to understand the importance of each and the contribution it makesHow Performance Development Makes a Difference (p. 418)Connecting space, processes, and people (p. 418) Facility - building designed and built to support a particular service or function (p. 419)How Performance Development Makes a Difference (cont.)Figure 17.1LayoutDesign of space in an organization that specifies the workflowFacilities layoutLocation – characteristic of an organization that provides strategic access to all segments, vendors, and vitalityOperational capacity – ability of an operation to work at its maximum of potential and successful executionPhysical Space and Facilities Management (p. 421)Facilities layout (cont.)Fixed-position layout – one of the three basic options for laying out a facility to produce goods, deliver services, all within a fixed position (p. 422)Cellular layout – combination of fixed position and service elementsDesks and machines are grouped together in ‘cells’ where employees carrying out similar roles would all be together and be cross-trained to run every machine therePhysical Space and Facilities Management (cont.)Technologies and automation (p. 423)Operations management – processes and systems built to assist in the daily activities of productionAutomation – implementation of manufacturing through an electronic device that does not need continual operations supportProduct-service mix – combination of the number of products provided versus the services deliveredPhysical Space and Facilities Management (cont.)Quality – measure of product or service excellence minus the amount of defects Lean manufacturing (p. 423-424)Implementation of best practices to eliminate inefficiencies and waste while increasing profitsMain principles include using flexible and up-to-date technology, educating employees on the lean methodology and philosophy, training employees in all areas, instilling a sense of commitment, and shifting cultural values to embrace the lean model Manufacturing – process where large goods are made, typically by manual labor or large machineryProcesses for Making Quality Products and Services (p. 423)Purchasing and inventory management (p. 424)Inventory – items and quantity in stock typically held in a warehouse or one designated areaPurchasing – process of buying goods or services to accomplish a goalJust-in-time (JIT) method – production method that provides an item as needed versus keeping inventory in stockCommonly used to reduce cycle times, meet customer orders, increase quality, and add valueProcesses for Making Quality Products and Services (cont.)Supply chain management (p. 424)Network of interconnected businesses strategically aligned to provide product and service packagesSuppliers and purchasers must work togetherPoints in the supply chain often linked electronicallyProcesses for Making Quality Products and Services (cont.)Dynamic steeringProcess where an organization engages in incremental adaptation based on real-time feedback to push toward better engagement and overall productivityCreation of an idea leads to a deal that initiates team collaboration under the guidance of leadership to generate successful resultsAchieving Results Through Talent Management (p. 427)Achieving Results Through Talent Management (cont.)Figure 17.2Continuously evolving facilities and processes (p. 427)Selection and recruitmentOn boarding (p. 428)Building an emotional connectionGoal alignment (p. 429)Candid conversationsHonest appraisals (formal and informal)Behaviorally anchored rating scales (BARS) - accurately rate employee performance based on specific behaviors relating to a particular role Achieving Results Through Talent Management (cont.)Achieving Results Through Talent Management (cont.)Continuously evolving facilities and processes (cont.)Career development (p. 430)Provide additional training for employees who express an interest in moving into different rolesLeadership and innovationCompassion for all (p. 431)Most important pointEmployees must care for one another in order to bring goals to fruitionAchieving Results Through Talent Management (cont.)Total quality management (TQM)Long-range, big-picture process to assist companies in better overall total management for an entire organizationStrive for long-term solutions rather than short-term gainsRectify errors and delays as quickly as possibleFocusing on customer is the main priorityContinually improve processes and peopleBuild teams that are motivated to be innovativeAll employees involved in providing ideas and feedbackManaging For Excellence (p. 431)TQM (cont.)Improves service, quality, and productivity (p. 431)Productivity – measurement of quantity of product and services being madeTQM toolsValue-added analysis – element that provides a core study of an item or process down to its raw costs versus measurement to provide the most effective product or serviceHelps to identify and eliminate wasteBenchmarking – information provided to mark a norm on the measurement scale of a product or service in the same vertical marketLearn from competitorsManaging For Excellence (cont.)TQM tools (cont.)Outsourcing – occurs when the delivery or a product or service becomes valued as more profitable by using outside resources or systems versus internal resources (p. 431)Cycle time – length of time it takes to perform a function or task from beginning to endManaging For Excellence (cont.)Six sigma (p. 432)Business management strategy designed to analyze the causes of defects using statistical methodsStatistical quality control – use of statistics that are monitored on an ongoing basis from productionsole purpose of using is to determine production qualityManaging For Excellence (cont.)Quality certification standards (p. 432)ISO 9000:2000 – standard from the International Organization for Standardization (ISO) which provides an exact measure of quality globally over a platform of systemsISO 1 4000 – ISO standard focuses totally on the organization’s environmental impact and qualityMalcolm Baldrige award – annual prize that recognizes performance excellence in U.S. companies and nonprofit organizationsBased on the ability to show continuous improvementProcess to strive for enhanced production on an ongoing basis by reevaluating processes on a frequent basisManaging For Excellence (cont.)