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การบริหารเชิงคุณภาพ ชุดที่ 5
 

การบริหารเชิงคุณภาพ ชุดที่ 5

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การบริหารเชิงคุณภาพ บทที่ 4

การบริหารเชิงคุณภาพ บทที่ 4

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    การบริหารเชิงคุณภาพ ชุดที่ 5 การบริหารเชิงคุณภาพ ชุดที่ 5 Presentation Transcript

    • Total Quality Management Chapter 4: Employee Involvement Atit Patumvan Faculty of Management and Information Sciences, Naresuan University 1
    • Agenda • Introduction • Motivation • Employee Survey • Empowerment • TeamsAtit Patumvan, Faculty of Management and Information Sciences, Naresuan University
    • Agenda (cont.) • Suggestion System • Recognition and Reward • Performance ApprisalAtit Patumvan, Faculty of Management and Information Sciences, Naresuan University
    • Maslow’s Hierarchy of Needs Self-actualization Esteem Social Security Survival 4
    • Employee Wants
    • Achieving a Motivation Work Force• Know thyself: motivations, strengths, and weekness• Know your employees• Establish a positive attitude• Share the goals• Monitor progress• Develop interesting work• Communicate effectively• Celebrate success
    • Employee Surveys• Personality characteristics: anxiety, self-esteem in the organization, and ability to participate the organization.• Management styles: consideration of subordinates, initiating structure, commitment to quality.• Job attitudes: job satisfaction, social support at work and co-worker’s commitment to quality.• The work: task variety, autonomy and importance.
    • Team• A group of people working together to achieve common objective and goals.
    • Empowerment• Everyone must understand the need for change.• The system needs to change to the new paradigm.• The organization must enable its employees.
    • Types of Teams• Process improvement teams.• Cross-functional teams.• Natural work teams.• Self-directed/Self- managed work teams.
    • Characteristics of Successful Teams• Sponsor • Well-defined decision procedure• Team charter • Resources• Team composition • Trust• Training • Effective problem solving• Ground rules • Open communication• Clear objectives • Balance participation• Accountability • Cohesiveness
    • Team Member Roles• Team leader• Facilitator• Recorder• Timekeeper• Member
    • Type of Decisions• Nondecision• Unilateral decision• Handclasp decision• Minority-rule decision• Majority-rule decision• Consensus
    • Effective Team Meeting• Regularly scheduled• An agenda should be developed• Agenda usually list• Periodically
    • Stages of Team Development• Forming• Storming• Norming• Performing• Adjourning
    • People Problems• Foundering• Overbearing participants• Dominating participants• Reluctant participants• Unquestioned acceptance of opinions as facts
    • People Problems (cont.)• Rush to accomplish• Attribution• Discount and “plops”• Wanderlust: digression and tangents• Feuding team members
    • Common Barriers to Team Progress• Insufficient training• Incompatible rewards and compensation• First-line supervisor resistance• Lack of planning• Lack of management support
    • Common Barriers to Team Progress (cont.)• Access to information systems• Lack of union support• Project scope too large• Project objective are not significant• No time to do improvement work.• Team is too large• Trapped in groupthink
    • Training
    • Suggestion Systems• Be progressive• Remove fear• Simplify the process• Response quickly• Reward the idea
    • Effective recognition and reward system • Serves as a continual remainder • Offers the organization a visible technique • Provide employee a specific goal to work
    • Performance Appraisal Type Description Compares employees by ranking from highest to Ranking lowest. Gives a written description of employee’s strengths Narrative and weaknesses. Indicates the major duties performed by the employee Graphics and rates each duty with scale, which usually from 1 (poor) to 5 (excellent). Place each employee in category with predeterminedForced choice percentage; for example, excellent (10%), very good (25%) good (30%), fair (25%), and poor(10%)