Organizational Design and Macroergonomics
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Transcript of Organizational Design and Macroergonomics
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titis wijayanto
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OutlineIntroductionOrganization ConceptMacro-ergonomics ConceptSocio-technical system componentRelation of macro- to micro-ergonomics
design of work systemSocially Centered Design
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Introduction Different levels of study and intervention:
Micro-level Human-machine interface technology –hardware
ergonomics Human-environment interface technology –
environmental ergonomics User-interface technology
Macro-level Organization-machine interface technology
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Introduction
Macro Ergonomics:
Job Design,Job Content,Organization,
Culture
Micro ergonomics:Environment,
Physical,Cognition
Macro Ergonomics:
Fitting the OrganizationTo
The MAN
MicroErgonomics:
Fitting the taskTo
The MAN
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Introduction
““different organization designs can utilize the same technology”
(Emery & Trist, 1960)
The key is to select organizational design that is most most effective effective in terms of:People/human portion in systemRelevant external system
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Organization ConceptsOrganization???
Planned coordination of collective activities implies management
Made up more than one person
Have a structure/have hierarchy of authority
Oriented toward achieving common goal
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Organization Concepts
Organizational Structures (three major components):
COMPLEXITY (degree of differentiation and integration) Horizontal differentiation Vertical differentiation Spatial dispersion
FORMALIZATION (degree to which jobs within organization become standardized)
CENTRALIZATION (degree to which formal decision is concentrated in an individual)
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Macro-ergonomics Concepts
the optimization of organizational and work systems design through consideration of relevant personnel, technological and environmental variables and their interactions. (H.W. Hendrick)
The goal of macro-ergonomics is a fully harmonized work system at both the macro- and micro-ergonomic level which results in improved productivity, job satisfaction, health and safety, and employee commitment.
Socio-technical system model
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Socio-technical System Concept
Technical subsystem
Personnelsubsystem
Joint causal
External Environment
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Technological subsystem characteristics
Technology, as a determinant of organizational design, has been operationally defined in several different ways:by Production Technology
by Knowledge Based Technology
by Technological Uncertainty
by Work Flow Integration
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Technological subsystem characteristics
by Production Technology (based on mode of production)
Applies only to manufacturing organization/firm
Mode of Productions
Organizational Structure
Unit Mass Process
Complexity:-Vertical Differentiation-Horizontal Differentiation
LowLow
ModerateHigh
HighModerate
Formalization Low High Low
Centralization Low High High
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Technological subsystem characteristics
by Knowledge Based Technology technology classification
Task Variability
Routine w/ few exception
High variety w/ many exception
Problem analyzability
Well defined
Routine(high
formalization and centralization)
Engineering(moderate
centralization & Low formalization)
Ill defined Craft(decentralization
& low formalization)
Non Routine(decentralized and low formalization)
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Technological subsystem characteristics
by Technological Uncertainty (based on task performed)
Long-linked technology automobile assembly line--moderately complex and formalized structure
Mediating technology bank/post office--low complexity and high formalization
Intensive technology customized response (hospital)--high complexity and low formalization
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Personnel Subsystem Characteristics
Degree of Professionalism--education and training requirements of a given
job. --there is a trade-off between professionalism
and formalizing the organizational structure
Psychosocial Factors--cognitive complexity
Cultural Diversity
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Personnel Subsystem Characteristics
Cultural Diversity –Hofstede’s Cultural Dimension:
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Personnel Subsystem CharacteristicsCultural Diversity –Hofstede’s Cultural Dimension:
Power Distance Index (PDI) focuses on the degree of equality, or inequality, between people in the country's society.
Individualism (IDV) focuses on the degree the society reinforces individual or collective achievement and interpersonal relationships.
Masculinity (MAS) focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, control, and power.
Uncertainty Avoidance Index (UAI) focuses on the level of tolerance for uncertainty and ambiguity within the society - i.e. unstructured situations
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Personnel Subsystem Characteristics
Cultural Diversity –Hofstede’s Cultural Dimension:
78 14 46 48
World Averages 55 - 43 - 50 - 64 - 45
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External Environment Characteristics
External environments that significantly impact organizational function:SocioeconomicEducationPoliticCulture
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External Environment CharacteristicsEnvironmental dimension (Duncan, 1979)
Stable Dynamic
Simple
Low uncertainty
(container industry)
Mod High Uncertainty
(fast food industry)
Complex
Mod Low Uncertainty
(food industry)
High Uncertainty
(computer industry)
Deg
ree o
f co
mp
lexi
ty
Degree of change
uncertainty
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Socially Centered Design
Evolution of Design
User centered
System centered
Socially centered
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System designFactor considered in System Design
Factor Considered
System centered
User Centered Socially Centered
Equipment -specification-maintenance
-design to minimize human error
-design of tech-artifact that support work practices
Task -procedures, method, instructions, task input-output
-design to enhance human abilities and overcome limitation
-design of corporative activities
Users -spec of roles, training procedures, etc
-spec of roles and responsibilities that foster user satisfaction
-spec in situated roles and responsibilities-identify direct and indirect user
Environment -facility-safety, work hour, job function
-workplace condt. And design
-spec of informal work practices and shared artifact
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CONTEXT
Equipment
User Task
Environment
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Situational characteristics
CooperativeTask activities
artifacts
interpersonal
Organization& Groups