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HUMAN RESOURCES AND CUSTOMER SATISFACTION
hips throughout an organization. (We should note that human resources is commonly
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HUMAN RESOURCES AND QUALITY
HUMAN RESOURCES AND CUSTOMER SATISFACTION
rpose; have the authority and opportunity to maximize their contribution; are capa
at:
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HUMAN RESOURCES AND QUALITY
HUMAN RESOURCES AND CUSTOMER SATISFACTION
ee capability.
tive to achieve that success. The organization must earn the commitment of employe
rship, to good business results, and even to what Deming called “joy in the workpla
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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
to build quality into its people is already halfway toward producing quality prod
ancial performance. The idea is to let everyone see the scorecard that the company
sures, etc. In a total quality system, employees are expected to be process manage
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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
rmining root causes, evaluating possible problem solutions, and making process imp
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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
ts, earnings, customer satisfaction, etc. Employees also need to know clearly how t
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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
s too much to expect; trust must be bilateral. Management cannot expect to trust t
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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
o. Building trust takes lots of consistent actions over a long period of time. Man
truths.
allowing rumors to persist; failing to provide information.
sically, without adequate communication; separating them socially and psychologic
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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
r employment stability of the permanent work force. To cover peak activity and nee
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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
that is tied to the employee’s pay and selection opportunities inhibits teamwork
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
eeds. They must know whether and how these needs are met, and what improvements can be
earn. To enable this to happen, the environment should provide the employees with:
es for accomplishing it, and the organization’s expectations of them.
tion is measured and fed back to the managers. The managers must routinely act on impr
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
s gives orders and the worker carries them out, cannot be expected to adapt instan
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
n Continuous Improvement .
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
l team, when the teams will meet, whether participation is required, whether the meetin
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
sible for its own actions and team results, and thus for the overall product and s
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
ong the members of empowered teams and are ascribed to the environment created by
e the team.
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
ovement .
ure teams, members are concerned about each other’s growth in the job—i.e., member
e more motivation, and greater knowledge, they freely participate more toward the
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
n.
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
tomers . The focus is on the external customers, their needs, and the products or
has the structure and job designs in place to reduce variation in process and pro
l layers are few.
on the business and customers.
t to reduce variances at the source.
ng.
e free-flowing and unobstructed.
and who the critical customers are, what their needs are, and how to meet the cust
omer input are used for managing the business.
les :
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
ations and responsibilities, managing the interface between teams and their envir
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
great, rather than control them. Successful managers are said to “champion” employe
ion).
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
2.
3.
4.
5.
6.
7.
8.
9.
10.
12.
13.
3.
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
e elements: (1) leadership, (2) communication, (3) team development, (4) boundary man
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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
t . This involves people and technology. The coach’s roles and responsibilities reg
am to maturity.
d assist others in developing empowering habits.
inuous learning.
sel.
ment . The coach here commits the time and energy to:
uously
and pleasure in the work
he new coaching role for managers
technical skills necessary to manage the team
people necessary to coach the team
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HUMAN RESOURCES AND QUALITY
EMPLOYEE SELECTION
nization’s goals.
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HUMAN RESOURCES AND QUALITY
EMPLOYEE SELECTION
such as orientation to providing customer service and ability to persuade and sel
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HUMAN RESOURCES AND QUALITY
RAINING IN A TOTAL QUALITY ORGANIZATION
ganizations shows that for a new (“green field”) high-performance facility or a bus
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HUMAN RESOURCES AND QUALITY
RAINING IN A TOTAL QUALITY ORGANIZATION
tem, skills are often required to be certified by a training team before an emplo
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HUMAN RESOURCES AND QUALITY
RAINING IN A TOTAL QUALITY ORGANIZATION
developing technical skills and social skills. Technical skills are the job relat
ow the various pieces of the organization fit together. With knowledge of the big
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HUMAN RESOURCES AND QUALITY
TEGRATION OF THE COMMITTED PEOPLE WITH THE TOTAL QUALITY SYSTEM
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HUMAN RESOURCES AND QUALITY
TEGRATION OF THE COMMITTED PEOPLE WITH THE TOTAL QUALITY SYSTEM
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HUMAN RESOURCES AND QUALITY
POSITIVE REINFORCEMENT
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HUMAN RESOURCES AND QUALITY
POSITIVE REINFORCEMENT
irst to set an achievable goal rather than one large goal. Then when they reach th
ful performances are frequently associated with lots of positive consequences alo
teresting or stimulating, that build competence and pride, that promote self-contr
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HUMAN RESOURCES AND QUALITY
AN RESOURCES CAN BE THE MOST EFFECTIVE SUSTAINABLE COMPETITIVE ADVANTAGE
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HUMAN RESOURCES AND QUALITY