1. 自我介紹 台中人 國立大里高中 交大運管系 黃明居老師 lab 2012/1/5 運輸組織與管理 1

2. 學生代表 旅遊. 攝影. 電影 2012/1/5 運輸組織與管理 2

3. 報告人： 0053224 高誌宏 指導老師 : 任維廉教授 2012/1/5 運輸組織與管理 3 Chapter 13

4. OUTLINE 1.Core Transformation Process 2.Woodward’s Classification 3.Flexible Manufacturing Systems 4.Core Organization Service Technology 5.Non-Core Departmental Technology 6.Workflow Interdependence Among Departments 7.Impact of Technology on Job Design 8.Sociotechnical Systems Model 2012/1/5 運輸組織與管理 4

5. Service and Manufacturing Technologies Technology refers to the work processes, techniques, machines and actions used to transform input into outputs Technology influences organizational structure Core technology is the work process that directly relates to the organization’s mission 2012/1/5 運輸組織與管理 5

6. 1.1 Core Transformation Process for a Manufacturing Company 2012/1/5 運輸組織與管理 6

7. 1.2 Pressures Affecting Organization Design 2012/1/5 運輸組織與管理 7

8. 2.1Woodward’s Classification Based on System of Production 2012/1/5 運輸組織與管理 8

9. 2.2Relationship between technology 2012/1/5 運輸組織與管理 9

10. Strategy, Technology, and Performance Successful firms have complementary structures and technologies Failing to adopt a new technology or failing to realign strategy can lead to poor performance 2012/1/5 運輸組織與管理 10

11. 3.1Flexible Manufacturing Systems The shop floor has been revolutionized Computer-aided design (CAD ） Computer-aided manufacturing (CAM) Integrated Information Network FMS means that new products can be designed and prototypes without human hands 2012/1/5 運輸組織與管理 11

12. 3.2 Flexible Manufacturing Technology vs. Traditional Technologies 2012/1/5 運輸組織與管理 12

13. 3.3 Lean Manufacturing Highly trained employees at every stage of production Cut waste and improve quality Incorporates technological elements Paved the way for mass customization Using mass-production technology to quickly and cost-effectively assemble individual goods for customers 2012/1/5 運輸組織與管理 13

14. 3.4 Performance and Structural Implications Flexible manufacturing allows diverse products to be made on one assembly line Mass customization to meet customer needs Efficient machine utilization Labor productivity increases Scrap rates decrease Increased productivity 2012/1/5 運輸組織與管理 14

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16. 4.1 Core Organization Service Technology The service sector is growing Service technologies are different from manufacturing technologies 2012/1/5 運輸組織與管理 16

17. 4.2 Service Firms Production and provision of services Intangible output Simultaneous production and consumption Labor and knowledgeable intensive Direct interaction between customer and employee Quality is perceived Site selection is very important 2012/1/5 運輸組織與管理 17

18. 4.3 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 2012/1/5 運輸組織與管理 18

19. 5.1 Non-Core Departmental Technology Every department in an organization has a production process Variety: frequency of unexpected and novel events （多 樣化） Analyzability: ability to apply standard procedures （可 分析的） 2012/1/5 運輸組織與管理 19

20. 5.2 Framework for Department Technologies 2012/1/5 運輸組織與管理 20

21. 5.3 Department Technology to Structural and Management Characteristics 2012/1/5 運輸組織與管理 21

22. 6.1 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 2012/1/5 運輸組織與管理 22

23. 6.2 Interdependence and Management Implications 2012/1/5 運輸組織與管理 23

24. 6.3Structural 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 2012/1/5 運輸組織與管理 24

25. example 2012/1/5 運輸組織與管理 25

26. 6.4 Coordination for Interdependence 2012/1/5 運輸組織與管理 26

27. 7.Impact of Technology on Job Design Job Design Job Simplification Job Rotation Job Enrichment Job Enlargement 2012/1/5 運輸組織與管理 27 Technology impacts: 1) Job Design 2) Organization Sociotechnical systems approach recognizes the interaction of technical and human needs

28. 8.Sociotechnical Systems Model 2012/1/5 運輸組織與管理 28

29. 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 2012/1/5 運輸組織與管理 29

30. Summary Relationship of Technology with Organization Five idea Woodward’s Service company Framework Flexible manufacturing system workflow Sociotechnical system theory 2012/1/5 運輸組織與管理 30

31. 2012/1/5 運輸組織與管理 31 Q＆AQ＆A