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Description
Flashcards by Tyler Fitzpatrick, updated more than 1 year ago
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Created by Tyler Fitzpatrick
over 7 years ago
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| Question | Answer |
| Palermo’s Law | - “If a problem has been bothering your company and your customers for years and won’t yield, that problem is the result of a cross-functional dispute, where nobody has a total control of the whole process.” |
| Production Processes Value creation: | - Value Creation Processes: Processes most important to “running the business.” - Design Processes: Activities that develop functional product specifications. - Production/Delivery Processes: Those that create or deliever products. - Support Proccesss: Those most important to an organization’s value creation processes, employees and daily operations. |
| Internal Customer | - An employee who receives goods or services produced elsewhere in an organization as inputs to his or her work. |
| Empowerment | - Giving people authority to do what is necessary to satisfy customers and trusting employee make the right choices without waiting for management approval. |
| Empowerment | - Examples: o Managing work as individuals or teams. o Making traditional “managerial” business decsions. o Going outside of job descriptions to help customers. o Taking risks for the good of the organization even at a short-term cost. |
| Management Action Needed for Empowerment: | o Identify and change organizational conditions that make people powerless. o Increase people’s confidence that their efforts to accomplish something important will be successful. |
| - Theoretical Basis for Empowerment: | - Customer satisfaction is correlated to employee satisfaction. - Employee attitudes correlate strongly to higher profits. - Empowerment leads to improved motivation and morale, as well as better quality, productivity and speed of decision making. |
| Principles of Empowerment | - Empower sincerely and completely. - Establish mutual trust. - Provide employees with business information. - Ensure that employees are capable. - Don’t ignore middle management. - Change the reward system. |
| Reasons for Failure of Empowerment | - Management support and commitment is nonexistent or not sustained. - Empowerment is used as a manipulative tool to ensure employees complete tasks and assignments without giving them any real responsibility or authority. - Managers use empowerment to abdicate responsibility or task accountability, accepting accolades for successes and assigning fault to others for failure. - Empowerment is deployed selectively, segmenting the workforce into those who are empowered and those who are not. - Empowerment is used as an excuse to not invest in training or employee development. - Managers fail to provide feedback and do not recognize achievements. |
| Successful Empowerment | - Provide education, resources, and encouragement. - Remove restrictive policies/procedures. - Foster an atmosphere of trust. - Share information freely. - Make work valuable. - Train managers in “hands-off” leadership. - Train employees in allowed latitude. |
| Job Enlargement | Expands jobs to include several tasks rather than one single, low-level task. |
| Two types of organization structures from structural contingency: | - Structural Contoingency Theory: o Mechanisitic vs. Organic. o Choice depends on organizational environement and technology. - Insitutitonal Theory: o Structure legitimizes prupose, even if they may not provide value. o ISO 9000 and Six Sigma. |
| Natural Work Team | - Organized to perform a complete unit of work. - Extensive cross-training and sharing of responsibilities. |
| Virtual Team | - Groups of people who work closely together despite being geographically separated. - Use technology to share information. - Importance because of globalization, knowledge work and need for diverse skills. |
| Individuals in Six Sigma Projects and their roles | - Champions: Senior managers who promote Six Sigma. - Master Black Belts: Highly trained experts resonsbile for stategy, traing, mentoring, deployment and results. - Black Belts: Experts who perform technical analyses. - Green Belts: Functional employees trained in introductory Six Sigma tools. - Team Members: Employees who support specific projects. |
| Workforce Engagement: | - Strong empotional bond to their organization. - Actively involved in and committed to their work. - Feel that their jobs are important, know what their opinions and ideas have value. - Often go beyond their immediate job responsibilities for the good of the organization. |
| Gainsharing | - An employment benefit whereby an employer agrees to share profits with the employee based upon the employee's contribution to gains that are achieved. - Example: a bonus may be paid when sales revenues eclipse a sales goal. |
| Effective Employee Recognition and Rewards: | - Monetary or non-monetary. - Formal or informal. - Invidual or group. - Give both individual and team awards. - Involve everyone. - Tie rewards to quality. - Allow peers and customers to nominate and recognize superior performance. - Publicize extensively. - Make recognition fun. |
| Participation in quality-based initiatives: | - Team Effectiveness Criteria: o Teams must achieve their goals. o Teams should make progress quickly. o Teams must maintain or increase their strength as units. o Teams must preserve or strengthen their relationships with the rest of the organizations. |
| Participation in quality-based initiatives: Ingredients for Successful Teams | o Clarity in team goals. o Improvement plan. o Clearly defined roles. o Clear communication. o Beneficial team behaviors. o Clarity in team goals. o Improvement plan. o Clearly defined roles. o Clear communication. o Beneficial team behaviors. |
| Participation in quality-based initiatives: Reasons for Team Participation | o Have a say in decisions that affect work o Enhance promotion or job opportunities o Learn more information o Enhance feeling of accomplishment o Address personal agendas o Want to genuinely help the organization o Enjoy recognition and rewards associated with team activity o Be in a comfortable social environment |
| Participation in quality-based initiatives: Team Processes | - Problem Selection. - Problem Diagnosis. - Work Allocation. - Communication. - Coordination. - Organizational Support. |
| Participation in quality-based initiatives: Team & Organizational Behavior Theories | - Sociotechnical systems approach. - Organizational development. - Homogeneous & heterogeneous groups. - Cultural values and support/resistance. - Diversity. |
| Participation in quality-based initiatives: Team & Organizational Behavior Theories | o Sociotechnical: Approach to complex organizational work design that recognizes the interaction between people and technology in workplaces. The term also refers to the interaction between society's complex infrastructures and human behavior. In this sense, society itself, and most of its substructures, are complex sociotechnical systems. o Homogeneous: of the same kind. o Heterogeneous: diverse in character or content. |
| First category in the Baldrige Award | - Three awards may be given annually in each of six categories: o Manufacturing. o Service company. o Small business. o Education. o Healthcare. o Nonprofit. - The Malcolm Baldrige National Quality Award (MBNQA) is presented annually by the President of the United States to organizations that demonstrate quality and performance excellence. |
| Transformational Leadership Behavior | - Inspirational Motivation: Providing followers with a sense of meaning and challenge in their work. - Intellectual Stimulation: Encouraging followers to question assumptions, explore new ideas and methods and adopt new perspectives. - Idealized Influence: Behaviors that flowers strive to emulate or mirror. - Individualized Consideration: Special attention to each follower’s needs for achievement and growth. |
| Transformational Leadership | - Transformational leadership is more aligned with organizational changed required by TQ and Baldrige-like performance excellence models. o An empirical research study of 371 hospitals suggested that improved patient safety is driven by CEOs who possess a transformational leadership style |
| Situational Leadership Model | |
| Situational Leadership Model | Leadership styles might vary from one person to another, depending on their “readiness,” which is characterized by their skills and abilities to perform the work, and their confidence, commitment, and motivation to do it. Levels of readiness: - Unable and unwilling. - Unable but willing. - Able but unwilling, and - Able and willing. |
| Active Management by Exception | - Active and passive management by exception (use of contingent punishments and other corrective actions in response to deviations from acceptable performance) standards. - Practice whereby only the information that indicates a significant deviation of actual results from the budgeted or planned results is brought to the management's notice. Its objective is to facilitate management's focus on really important tactical and strategic tasks. In management by exception, the decision that cannot be made at one level of management is passed on to the next higher level. |
| Frequent error during the implementation of a performance excellence initiative | - Effort is regarded as a short-term program, despite rhetoric to the contrary. - Compelling results are not obtained quickly. There may be no attempt to get short-term results, or management may believe that measurable benefits lie only in the distant future. |
| Six Stages of a Quality Life Cycle | - Adoption: the implementation stage of a new quality initiative. - Regeneration: when a new quality initiative is used in conjunction with an existing one to generate new energy and impact. - Energizing: when an existing quality initiative is refocused and given new resources. - Maturation: when quality is strategically aligned and deployed across the organization. - Limitation or stagnation: when quality has not been strategically driven or aligned. - Decline: When a quality initiative has had a limited impact, is failing and the initiative is awaiting termination. |
| Knowledge Assets | Refer to the accumulated intellectual resources that an organization possesses, including information, ideas, learning, understanding, memory, insights, cognitive and technical skills, and capabilities. |
| Internal Benchmarking | - The ability to identify and transfer best practices within the organization - Process: o Identify and collect internal knowledge and best practices o Share and understand those practices o Adapt and apply them to new situations and bringing them up to best-practice performance levels. |
| Single loop learning | - Organizational learning is a process of detecting and correcting error. - Error is for our purposes any feature of knowledge or knowing that inhibits learning. When the process enables the organization to carry on its present policies or achieve its objectives, the process may be called single loop learning. |
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