Although we do not offer, any
placement service but we suggest the right ball into the right peg. In any organization
problems occurred due to the human resource, their psychology, their egos,
their perceptions, misbelieves, dis-satisfaction, nostalgia, hesitations, fear,
illiteracy etc. Our team of psychologist and strategic managers provide the
solutions to motivate your human resource. Few of the strategic points are
discussed here to maintain and motivate your work force.
Work Force Size & Utilization:-
in a context to plan for work force size and utilization we emphasis on
pure planning strategies. Several short-term capacity adjustments can be used
to absorb monthly fluctuation in demand. Common in make-to-stock organizations
are three such adjustments: work force size, work force utilization, and
inventory size. Any one of these can be varied to meet varying the other two
(thus they can be called pure strategies).
Strategy 1: Vary the Number of Productive
Employees in Response to Varying Output Requirements:- Management can estimate
the average productivity per employee and thus determine the number of
employees needed to meet each month’s output requirement. Several disadvantages
of this strategy are obvious. The wide swings in employment levels mean very
high hiring and layoff costs. Lead times necessary to hire and train employees
must necessary to hire and train employees must be accounted for in the
planning horizon. Furthermore, community reaction to such a strategy may be
negative.
Strategy 2: Maintain a Constant Work Force Size
but Vary the Utilization of the Work Force. The work force would therefore be
intensely utilized during some months and underutilized in other months. A big
advantage of this strategy is that it avoids the hiring and layoff costs
associated with strategy 1. But other costs are incurred instead. Idle time
also has some subtle drawbacks. During slack periods, employee morale can
diminish, especially if the idle time is perceived to be a precursor of
layoffs. Opportunity costs also result from idle time. When employees are
forced to be idle, the company foregoes the opportunity of additional output.
While wages are still paid, some potential output has been lost forever.
Strategy 3: Vary the Size of Inventory in response
to varying Demand. Finished foods inventories in make-to-stock companies can be
as a cushion against fluctuating demand. A fixed number of employees, selected
so that little or no overtime or idle time is incurred, can be maintained
throughout the planning horizon. Producing at a constant rate, output will
exceed demand during slack demand periods, and finished goods inventories will
accumulate. The comparative advantages of this strategy are obvious: stable
employment; no idle time, and no overtime. And disadvantages? Inventories tie
up working capital that could otherwise be earning a return on investment.
Behavioral management:- Behavioral management theories espouse that that people in
their work environment, as elsewhere, are extremely complex. Applied
psychologist have developed behavioral science theories of the individual;
social psychologists, sociologists, and cultural anthropologists have developed
social systems theories of group of people at work.
One of the primary theories
of management, emphasizing human relations and behavioral sciences. Phenomenon
recognized by behavioral scientists that people are complex and have multiple
needs and that the subordinate-supervisor relationship directly affects
productivity. Leadership, motivation, communication, interpersonal
relationships, and attitude change affect a science that explores how human
behavior. One of the primary theories of management, emphasizing
decision-making, system, and mathematical modeling.
Behavioral pitfalls in production and inventory control:-
in this regard we would like to describe the following.
Inventory policy: Often, top management adjusts
aggregate inventory levels these manufacturing and operations policy decisions
should be well grounded in cost analysis. Top executives should guard against
making frequent and drastic inventory policy changes; doing so inadvertently
increase overall production costs.
Rational decision-making: Establishing the inventory operating
doctrine involves a decision process that is rational, logical, and
unemotional. As operations managers, you should be aware that people making
inventory decisions interject their own biases and individual traits into the
decision-making process from time to time. The people you work with are
complex, with wants and desires of their own; they should not be expected to
behave like professionals.
Change Agent: - The facilitator of change; the role of the
production/operation manager in bringing about behavioral changes in other
people.
Attention:
- If you find a level of dissatisfaction into your employees,
try to find out the reason behind it. If it is unpredictable discuss across the
table over a cup of coffee and in case of a demand in increase in salary; do
not bargain and do not agree on employees proposal. Put a contra proposal for
mutual benefit or find some other golden middle path.