1. 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

2. 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

3. 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

4. The formatting guideline for the Essay 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

5. The formatting guideline for the Essay 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

6. 13 Chapter 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 Organizations Eleventh Edition Richard L. Daft

7. 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 ©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.

8. 8 Core Transformation Process for a Manufacturing Company ©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.

9. 9 Pressures Affecting Organization 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.

10. 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 ©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.

11. 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 11 ©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.

12. 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.

13. Examples of the technology groups Group 1 Production of single or small pieces to customer order, Ex, Hermes Kelly BagHermes Kelly Bag Group 2 Production of large batches, assembly line type, and mass communication Group 3 Continuous flow production of liquids, gases, and solid shapesgases 13 ©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.

14. Relationship between Technical Complexity and Structural Characteristics 14 ©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.

15. 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 ©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.

16. 16 Contemporary Applications The 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) ©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.

17. 17 Lean Manufacturing Highly trained employees at every stage of production Cut waste and improve quality Incorporates technological elements ©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.

18. 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 ©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.

19. 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 ©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.

20. 20 Flexible Manufacturing Technology vs. Traditional Technologies ©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.

21. Comparison of Organizational Characteristics ©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.

22. 10 mins break 22

23. 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. ©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.

24. 24 Service Firms Source: NSC 2006 report

25. 25 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 ©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.

26. Core Organization Service Technology ©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.

27. 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 ©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.

28. Structural Characteristics of Service Organizations versus Product Organizations 28 ©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.

29. 29 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 ©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.

30. 30 Let’s talk about the noncore departmental technology ©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.

31. 31 Core Transformation Process for a Manufacturing Company ©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.

32. 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 ©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.

33. 33 Framework for Department Technologies ©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.

34. 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 ©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.

35. 35 Relationship of Department Technology to Structural and Management Characteristics ©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.

36. 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 ©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.

37. 37 Interdependence and Management Implications ©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. mediating technology allows each department to work independently 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

38. Interdependence of Departments Involved in the Flight Departure Process Flight Departure Process ©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.

39. 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 ©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.

40. 40 Coordination for Interdependence ©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.

41. Relationship of Interdependence and Team Play Characteristics 41 ©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.

42. 42 Impact of Technology on Job Design Technology impacts: 1)Job Design 2)Sociotechnical systems ✓ Job Design ✓ Job Simplification ✓ Job Rotation ✓ Job Enrichment ✓ Job Enlargement Sociotechnical systems approach recognizes the interaction of technical and human needs ©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.

43. 43 Sociotechnical Systems Model ©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. 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

44. 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 ©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.

45. Examples Amazon Prime Air Google Glass 45