Human Resources Enablers
Fredrick Taylor
People were viewed as little much than machines, to be directed
& controlled at the whim of management.
Elton Mayo at Hawthrone plant of the Western Electric Company
The feelings & motivations of workers affected the productivity
and performance.
The Japanese management techniques & practices
Lifetime employment, seniority systems based on job rotation &
participative management are now seen as necessary to the
success of business.
Following are the components of Human Resources Enablers
Autonomous work teams
Career planning
All round appraisals
Autonomous Work Teams
Highly reutilized / repetitive work
Job dissatisfaction
Alienation from the work
Poor mental health
The team may be responsible for …..
Allocating jobs among themselves
Setting & achieving production targets
Recording & responding to production data
Solving quality problems
Ordering supplies
Delivering finished goods to customers
The result has several Advantages over the previous design
Time reduces drastically to perform the process
Reduces the time spent in checking on the progress
Enhance the nature of work performed b individuals
Career Planning
All round Appraisals
Provides performance feedback to an individual from 3 directional
sources.
1 Downwards From the person’s boss
2 Lateral From the peers
3 Upward From the subordinates
o Two distinct advantages
Lateral appraisal – encompasses more than the usual
concern of a person’s manager
Peers – with the team
Organizing for Re-engineering
Companies do not re engineer processes, people do.
Roles emerge, either distinctly or in various combinations.
Leader
A senior executive who authorizes and motivates the
overall re-engineering effort.
Process Owner
A manager with responsibility for a specific process & the
re-engineering effort focused on it.
Re-engineering team
A group of individuals dedicated to the re-engineering of
a particular process, who diagnose the existing process &
the re-engineering effort focused on it.
Steering committee
A policy making body of senior managers who develop
the organization’s overall re-engineering strategy &
monitor its progress.
Re-engineering expert
An individual responsible for developing re-engineering
techniques & tools within the company & for achieving
synergy across the company’s separate re-engineering
projects.
The leader appoints the process owner, who convenes a reengineering
team to re-engineer the process, with the assistance
from the expert & under the auspices of the steering committee.
Leader
The re-engineering leader makes re-engineering happen.
He / she – Senior Executive.
Nobody is assigned as a leader – it is self nominated, self
appointed.
Primary role – To act as visionary & motivator.
Appoints senior manager as owners of the processes & charges
them with achieving breakthroughs in performance.
He creates – new vision & sets the new standards
Comes forward to take any responsibility on behalf of the reengineering
team
Face any kind of obstacle in the path of re-engineering.
CEO as a leader – Focuses extremely towards customers
o Focuses internally towards the operations
Hallmarks of the reengineering leaders
o Ambition – restlessness – leadership through
Signals – Expert messages
Symbols – Action that the leader performs
Systems – Reinforce the re-engineering message
- Measure & reward employee’s succession
re-engineering.
Process Owner
Process owner is responsible for Re-engineering specific process at
the individual process level.
He shall be a senior level manager with a line responsibility.
Usually individuals who manage one of the functions involve in the
process that will under go re-engineering.
Important characteristics
Respect for peers
Knowledge about the process to be re-engineered
Re-engineering technologies
Should be comfortable with… Shall be able to …
Change Motivate
Tolerant of ambiguity Inspire
Re-engineering techniques Advice
Fredrick Taylor
People were viewed as little much than machines, to be directed
& controlled at the whim of management.
Elton Mayo at Hawthrone plant of the Western Electric Company
The feelings & motivations of workers affected the productivity
and performance.
The Japanese management techniques & practices
Lifetime employment, seniority systems based on job rotation &
participative management are now seen as necessary to the
success of business.
Following are the components of Human Resources Enablers
Autonomous work teams
Career planning
All round appraisals
Autonomous Work Teams
Highly reutilized / repetitive work
Job dissatisfaction
Alienation from the work
Poor mental health
The team may be responsible for …..
Allocating jobs among themselves
Setting & achieving production targets
Recording & responding to production data
Solving quality problems
Ordering supplies
Delivering finished goods to customers
The result has several Advantages over the previous design
Time reduces drastically to perform the process
Reduces the time spent in checking on the progress
Enhance the nature of work performed b individuals
Career Planning
All round Appraisals
Provides performance feedback to an individual from 3 directional
sources.
1 Downwards From the person’s boss
2 Lateral From the peers
3 Upward From the subordinates
o Two distinct advantages
Lateral appraisal – encompasses more than the usual
concern of a person’s manager
Peers – with the team
Organizing for Re-engineering
Companies do not re engineer processes, people do.
Roles emerge, either distinctly or in various combinations.
Leader
A senior executive who authorizes and motivates the
overall re-engineering effort.
Process Owner
A manager with responsibility for a specific process & the
re-engineering effort focused on it.
Re-engineering team
A group of individuals dedicated to the re-engineering of
a particular process, who diagnose the existing process &
the re-engineering effort focused on it.
Steering committee
A policy making body of senior managers who develop
the organization’s overall re-engineering strategy &
monitor its progress.
Re-engineering expert
An individual responsible for developing re-engineering
techniques & tools within the company & for achieving
synergy across the company’s separate re-engineering
projects.
The leader appoints the process owner, who convenes a reengineering
team to re-engineer the process, with the assistance
from the expert & under the auspices of the steering committee.
Leader
The re-engineering leader makes re-engineering happen.
He / she – Senior Executive.
Nobody is assigned as a leader – it is self nominated, self
appointed.
Primary role – To act as visionary & motivator.
Appoints senior manager as owners of the processes & charges
them with achieving breakthroughs in performance.
He creates – new vision & sets the new standards
Comes forward to take any responsibility on behalf of the reengineering
team
Face any kind of obstacle in the path of re-engineering.
CEO as a leader – Focuses extremely towards customers
o Focuses internally towards the operations
Hallmarks of the reengineering leaders
o Ambition – restlessness – leadership through
Signals – Expert messages
Symbols – Action that the leader performs
Systems – Reinforce the re-engineering message
- Measure & reward employee’s succession
re-engineering.
Process Owner
Process owner is responsible for Re-engineering specific process at
the individual process level.
He shall be a senior level manager with a line responsibility.
Usually individuals who manage one of the functions involve in the
process that will under go re-engineering.
Important characteristics
Respect for peers
Knowledge about the process to be re-engineered
Re-engineering technologies
Should be comfortable with… Shall be able to …
Change Motivate
Tolerant of ambiguity Inspire
Re-engineering techniques Advice
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