Wednesday 26 September 2012

Operations and Production Management

Pro fessor Rober t ShawSchoo l o f Management

Guangdong Un ive rs i t y o f Fo re ign S tud ies

1. C o u r s e a r r a n g e m e n t sa. Timetable

b. Test

c. Any problems?

2. R e v i s i o n o n o r g a n i s a t i o n a l s t r u c t u r e s3. L e c t u r e :

T h e H i s t o r y o f O p e r a t i o n s M a n a g e m e n t T h e o r y- c o m p l e t i o n f r o m t h e l a s t l e c t u r e

4 . S k i l l s d e v e l o p m e n t :

a. Overview of skills that are relevant to OPM

b. Approach to enquiry / topic / problem

c. Basics of report production

Today (Session 4)Wednesday 26 September 2012

This is a proposal – it is not certain yetSession Date Time

1 Thursday 6 September 8.30 - 9.502 Thursday 13 September 8.30 - 9.503 Thursday 20 September 8.30 - 9.504 Thursday 27 September 8.30 - 9.505 Thursday 27 September 14.00 - 15.206 Thursday 11 October 8.30 - 9.50 Test 17 Thursday 11 October 14.00 - 15.208 Thursday 18 October 8.30 - 9.509 Thursday 25 October 8.30 - 9.50

10 Thursday 25 October 14.00 - 15.2011 Thursday 1 November 8.30 - 9.50 Test 212 Thursday 1 November 14.00 - 15.2013 Thursday 8 November 8.30 - 9.5014 Thursday 8 November 14.00 - 15.2015 Thursday 15 November 8.30 - 9.50 CANCELLED FOR SPORTS16 Thursday 22 November 8.30 - 9.5017 Thursday 22 November 14.00 - 15.2018 Thursday 29 November 8.30 - 9.50 MAJOR ASSIGNMENT DUE

Instructions

1. Time Allowed: 1 hour15 minutes.

2. Answer all questions.

3. Answer questions 1 to 30 on the Multiple Choice Answer Sheet provided at the end of this booklet. You may detach the sheet.

4. How to answer the Multiple Choice.

Black out the RIGHT answer. For example:

A B C D

The answer C is selected.

5. Answer question 31 (the essay) in the space provided in this booklet.

6. Write your student number on the top of every page you write on and the front page of the booklet (above).

7. Write your answers in English.

8. Questions 1 to 30 are worth one mark each.

9. Question 31 is worth 20 marks.

10. The total for the test is 50 marks.

11. This test is worth 30% of your final mark for the course.

Revision: Organizational structure

Revision: Organizational structure

Revision: Organizational structure

Departmental structures also known as

Functional structures

Revision: Organizational structure

More functional structures (departmental)Departmental, process, product, market region

Revision: Organizational structure

Matrix structure

Matrix structure

Mixed OrganizationMixture of functional, matrix, and pure-project organizations Companies with a wide range of projects Project has more than one purpose People are organized on a sub-project basis

 

Advantages/Disadvantages

• Strengths and weaknesses of matrix organization apply• Extreme flexibility in way organization adapts to project work• Potential incompatibilities• Confusion, conflicts• Duplication of effort

1. P u r p o s e o f t h i s l e c t u r e

2. M a n a g e m e n t t h e o r y f o r o p e r a t i o n s a n d p r o d u c t i o n m a n a g e m e n t

3. E v o l u t i o n o f m a n a g e m e n t t h e o r y

4. M a j o r s c h o o l s o f t h o u g h t

5. S o m e k e y t h e o r i s t s

C O N T I N U E D F R O M L A S T W E E K

Lecture: A history of management theory

1. To p r ov i de a n o v e r v i ew o f k ey i de as i n mana g eme n t

2. To p la c e t he s e i de a s i n to a me an i n g fu l f r ame wo rk o r c on t ex t

3. To s h ow ho w an d why ma na g emen t t h eo r y h as e v o l v ed

4. To a c qu a i n t y ou w i t h s ome o f t he k ey t he o r i s t s i n t h e We s te r n t r ad i t i o ns o f ma na ge men t

5. To a s k wh a t i s t he r e l ev a nc e o f We s te r n t h eo r y t o Ch in a

1 Purpose of this lecture

2 Management theory for OPM

3Evolution of management

theory

Maslow

Peter Drucker

T h a t m a n w h o b r o u g h t “ c u l t u r e ” i n t o m a n a g e m e n t

B o r n 1 9 2 8 N e t h e r l a n d s

1 9 4 7 t r i p t o I n d o n e s i a

F o l l o w e d a n d E n g l i s h g i r l t o E n g l a n d : “ c u l t u r e s h o c k ”

1 9 5 3 d e g r e e i n m e c h a n i c a l e n g i n e e r i n g

1 9 6 7 P h D i n s o c i a l p y s c h o l o g y

I B M m a n a g e m e n t t r a i n e r a n d H R r o l e s

D u t c h r e s e a r c h e r

R e t i r e d 1 9 9 3

Geert Hofstede

h t t p : / / w w w. g e e r t - h o f s t e d e . c o m

Geert Hofstede

The five values found by Geert Hofstede are:

Power Distance

Uncertainty Avoidance

Masculinity vs. Femininity

Individualism vs. Collectivism

Long vs. Short Term Orientation

Power Distance In cultures with low power distance, people are likely to expect that power is distributed rather equally, and are furthermore also likely to accept that power is distributed to less powerful individuals. As opposed to this, people in high power distance cultures will likely both expect and accept inequality and steep hierarchies.

Uncertainty Avoidance Uncertainty Avoidance is referring to a lack of tolerance for ambiguity and a need for formal rules and policies. This dimension measures the extent to which people feel threatened by ambiguous situations. These uncertainties and ambiguities may e.g. be handled by an introduction of formal rules or policies, or by a general acceptance of ambiguity in the organizational life. The majority of people living in cultures with a high degree of uncertainty avoidance, are likely to feel uncomfortable in uncertain and ambiguous situations. People living in cultures with a low degree of uncertainty avoidance, are likely to thrive in more uncertain and ambiguous situations and environments.

Masculinity vs. Femininity

These values concern the extent on emphasis on masculine work related goals and assertiveness (earnings, advancement, title, respect et.), as opposed to more personal and humanistic goals (friendly working climate, cooperation, nurturance etc.)

The first set of goals is usually described as masculine, whereas the latter is described as feminine. These goals and values can, among other, describe how people are potentially motivated in cultures with e.g. a feminine or a masculine culture.

Individualism vs. Collectivism

In individualistic cultures people are expected to portray themselves as individuals, who seek to accomplish individual goals and needs. In collectivistic cultures, people have greater emphasis on the welfare of the entire group to which the individual belongs, where individual wants, needs and dreams are often set aside for the common good.

Long vs. Short Term Orientation

Long-Term Orientation is the fifth dimension, which was added after the original four dimensions. This dimension was identified by Michael Bond and was initially called Confucian dynamism. Geert Hofstede added this dimension to his framework, and labeled this dimension long vs. short term orientation .

The consequences for work related values and behavior springing from this dimension are rather hard to describe, but some characteristics are described below.

Long term orientation:

§ Acceptance of that business results may take time to achieve

§ The employee wishes a long relationship with the company

Short term orientation:

§ Results and achievements are set, and can be reached within timeframe

§ The employee will potentially change employer very often.

B o r n 1 9 3 9

D e g r e e i n m e c h a n i c a l e n g i n e e r i n g 1 9 6 8

P h D S l o a n S c h o o l o f M a n a g e m e n t , M I T, 1 9 6 8

S t i l l a c t i v e

Henry Mintzberg

http://www.mintzberg.org/

Henry Mintzberg

B o r n 1 9 4 7

D e g r e e i n a e r o s p a c e e n g i n e e r i n g

P h D , S l o a n , M I T

O r g a n i s a t i o n a l d e v e l o p m e n t

T h e l e a r n i n g o r g a n i s a t i o n a n d s y s t e m s t h i n k i n g

Peter Senge

1 9 9 0 , T h e F i f t h D i s c i p l i n e : T h e a r t a n d p r a c t i c e o f t h e l e a r n i n g o r g a n i z a t i o n

1 9 9 4 , T h e F i f t h D i s c i p l i n e F i e l d b o o k

1 9 9 9 , T h e D a n c e o f C h a n g e

2 0 0 0 , S c h o o l s t h a t L e a r n : A F i f t h D i s c i p l i n e F i e l d b o o k f o r E d u c a t o r s , P a r e n t s , a n d E v e r y o n e W h o C a r e s a b o u t E d u c a t i o n

2 0 0 4 , P r e s e n c e : H u m a n P u r p o s e a n d t h e F i e l d o f t h e F u t u r e 2 0 0 5 , P r e s e n c e : A n E x p l o r a t i o n o f P r o f o u n d C h a n g e i n P e o p l e , O r g a n i z a t i o n s , a n d S o c i e t y

2 0 0 8 , T h e N e c e s s a r y R e v o l u t i o n : H o w I n d i v i d u a l s a n d O r g a n i z a t i o n s A r e W o r k i n g To g e t h e r t o C r e a t e a S u s t a i n a b l e W o r l d

Peter Senge

Peter Senge:popular ideas

End of the lecture

Here begins your SKILLS development for the session.

Skills developed in this courseBasic skills for Operations and Production Management professional

(The skills of enquiry / research / problem solving)

1. Identification of an issue / research topic / problem

2. Refinement and definition of the issue / research topic / problem (often formulated as a questions)

3. Recognise the different kinds of questionsa) Scientific questionsb) Practical questionsc) Moral questions

4. Research onlinea) Come to understand your questionb) Gain relevant information

5. Formulate your response to the question6. Plan your writing

1. Structure (report format)2. What to include

7. Write , re-write, re-write: writing is how you think8. Check your spelling, grammar, paragraph structure, referencing

1. Stu d y f o r t h e t e s t .

2. N o e m a i l t h i s w e e k u n l e ss yo u w a n t t o a sk a q u e s t i o n (sh a w @p o r i ru a . n e t “ OPM ” i n su b j e c t l i n e ) .

3. Yo u can v i s i t m e i n m y o f f i ce , e m a i l f o r a n ap p o i n tm e n t .

Your task for the weekAcademic papers on Operations and Production Management