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impact of technology in organization
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IMPACT OF TECHNOLOGY & CULTURE ON
ORGANISATIONPRESENTED BY
GROUP – 5Amar Mohanty(03)
Anjan Mishra(5) Ashok Panda(07)
A.Ram kausal(10)Biraja prasanna Dash(12)
J.Padmanav) Rao(19)Sabyasachi Tarai(39)Sandeep Behera(41)Santwna Sahoo(43)
Soumya ranjan Padhi(52)
Saturday, April 8, 2023GROUP = 5 2
TECHNOLOGY Technology refers to the
information ,equipment, techniques & processes required to transform inputs into outputs .
Technology is considered as the basic factor in the process of development .
The various changes in technology lead to increase in the productivity of labour ,capital &others factors of production .
Technological progress is thus the mover of economic development .
Biraja prasanna Dash(12)
Saturday, April 8, 2023GROUP = 5 3
ROLE OF TECHNOLOGY Increasing the productivity of the
workers . Utilisation of the resources . Higher level of output per worker . Creation of the employment . More profit for the organisation. Cost minimisation .
Biraja prasanna Dash(12)
Saturday, April 8, 2023GROUP = 5 4
TYPES OF TECHNOLOGY There are two types of technology
1. labour intensive techniques.2. Capital intensive techniques.
1. Labour intensive techniques : use more amount of labour &small amount of capital.
2. Capital intensive techniques :use more amount of capital & small amount of labour .
Biraja prasanna Dash(12)
Saturday, April 8, 2023GROUP = 5 5
LIT Arguments for labour intensive
techniques 1. Better utilisation of the local resources .2. Utilisation of the scare capital .3. More employment generation.4. More production at a cheaper rate .5. Social equality . Arguments against the LIT : static
&short term ,low rate of capital formation ,no possibility of improvement . Biraja prasanna
Dash(12)
Saturday, April 8, 2023GROUP = 5 6
CIT Arguments in favour of CIT :1. Rapid rate of development .2. Efficient method of production.3. Higher output per worker .4. More profitable .5. Creation of the social overhead .6. More employment opportunities . Arguments against the CIT :Requires huge investment ,adverse
effect on BOP ,difficulty in maintenance .
Biraja prasanna Dash(12)
Saturday, April 8, 2023GROUP = 5 7
WOODWARD’S RESEARCH Joan Woodward in 1960 Focused on production technology Research on 1000 MF
England 150-<1000 employees
Research objective correlation between structural form & effectiveness
3 Types of technology Unit Mass Process
Anjan Mishra (05)
PERROW’S TECHNOLOGY CLASSIFICATION
CRAFT NON-ROUTINE
ROUTINE ENGINEERING
Ill d
efined a
nd
Unanaly
zab
leW
ell
defined
an
dA
naly
zable
Pro
ble
m A
naly
zab
ilit
y
Few Exceptions Many Exceptions
Task Variability
3 41 2
Routine
Non
Routine
J.Padmanav Rao(19)
Shoe making, furniture making
Strategy planning &
basic research activities
Construction of building
Automobiles , petrol refining
Saturday, April 8, 2023GROUP = 5 9
PERROW’S TECHNOLOGY-STRUCTURE PREDICTIONS
CELL
TECHNOLOGY
Structural Characteristics
FORMALIZATION
CENTRALISATION
SPAN OF CONTROL
COORDINATION AND CONTROL
1 Routine High High Wide Planning and rigid rules
2 Engineering
Low High Moderate Reports and meetings
3 Craft Moderate Low Moderate-Wide
Training & meetings
4 Non-Routine
Low Low Moderate-Narrow
Group norms and Group Meetings
J.Padmanav Rao(19)
THOMPSON’S TECHNOLOGY CLASSIFICATION
A B C D
Transformation Process
Client A Client B
Transformation Process
ResourcesABCD
Input Output
Output
A. Long-linked Technology (Characterized by sequential interdependence)
B. Mediating Technology (Characterized by pooled interdependence)
A. Intensive Technology (Characterized by reciprocal interdependence)
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 11
TECHNOLOGY COMPLEXITY FORMALITY
MEDIATING TECH. LOW HIGH
LONG LINKED TECH.
MODERATE MODERATE
INTENSIVE TECH. HIGH LOW
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 12
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 13
SIX SIGMA DEFINITIONS• Business Definition
A break through strategy to significantly improve customer satisfaction and shareholder value by reducing variability in every aspect of business.
• Technical DefinitionA statistical term signifying 3.4 defects per million
opportunities.
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5
WHAT IS SIX SIGMA? • Process Control;• Plan, Do, Check, Act;• Common and Special Causes;• Improvement can be done project by project• Statistical tools• Hawthorne Plant Experiences• Degree of variation;• Level of performance in terms of defects;• Statistical measurement of process capability;• Benchmark for comparison;• Process improvement methodology;• It is a Goal;• Strategy for change;• A commitment to customers to achieve an
acceptable level of performance
14
Sigma is a letter
in the Greek Alphabet
J.Padmanav Rao(19)
Saturday, April 8, 2023 GROUP = 5 15
WORLD CLASS PERFORMANCE
With 99 % Quality
With Six SigmaQuality
For every 300000 letters delivered
3,000 misdeliveries 1 misdelivery
For every week of TV broadcasting per channel
1.68 hours of dead air
1.8 seconds of dead air
Out of every 500,000 computer restarts
4100 crashes Less than 2 crashes
J.Padmanav Rao(19)
Saturday, April 8, 2023 GROUP = 5 16
Sigma Level
Defects Per Million Opportunities
Rate of Improvement
1 690,000
2 308,000 2 times
3 66,800 5 times
4 6,210 11 times
5 230 27 times
6 3.4 68 times
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 17
BANK OF AMERICA – SS EXPERIENCE Goals
# 1 in Customer SatisfactionWorlds’ most admired companyWorlds’ largest bank
Strategy - “ Develop business process excellence by applying voice of the customer to identify and engineer critical few business processes using Six Sigma
Created Quality & Productivity Division
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 18
BANK OF AMERICA – SS EXPERIENCE
Results of first 2 years: Reduced ATM withdrawal losses by 29.7
% Reduced counterfeit losses in nationwide
cash vaults by 54% Customer delight up 20%; Added 2.3 million customer households 1.3 million fewer customer households
experienced problems Stock value up 52% Y 2002 – BOA named Best Bank in US &
Euro money's Worlds Most Improved Bank J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 19
• Revenue• Capital Utilization• Return on Assets• Profits
• Quote Time• Defect Rate• Waste• On Time Delivery• Inventory;• Machine Utilization
Strategically: Used by Leadership as a vehicle to develop sustainable culture of Customer, Quality, Value and Continuous improvement.
Operationally: By Quality Managers to reduce cycle times, costs, errors, rework, inventory, equipment downtime.
Deployment across all types of processes and industries - worldwide
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 20
SIX SIGMA FRAMEWORKResults
Innovation and Learning
Encouraging & enabling people
To participate inImprovement
Personallyactively Involved in improvement
Recognizing Individual &Team effort
Identifying & designing
processes to deliverstrategy
Developing Team skills
Aligning Individual &Organization
Goals
Recognizing People
Establishing Process
managementSystem to be
used
ImplementingProcess Measures
Improving processes
to satisfy andGenerate valueFor customers
Delivery, Value,
reliability
Repurchasesatisfaction
Response Time to
customers
Time to Market
SatisfactionInvolvement Recognition
CompetencyProductivity
Utility consumptionTimeliness Inventory
Process cycle timeProcess costsDefect ratesProductivity
Cash flowMaintenance costReturn on assets
Gross marginsNet profit
SalesMarket Share
Leadership
Policy & Strategy
People
Processes
PeopleResults
Society Results
PartnershipsResources
Key PerfResults
Customer Results
Enablers
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 21
WHO IS IMPLEMENTING SIX SIGMA At least 25% of the fortune 200 claim to
have a serious six sigma program – Financial - Bank of America, GE Capital,
Electronics - Allied Signal, Samsung, Sony
Chemicals - Dupont, Dow Chemicals Manufacturing - GE Plastics, Johnson
and Johnson, Motorola, Nokia, Microsoft, Ford.
Airline - Singapore, Lufthansa, Bombardier
And hundreds of others in Americas, Europe, Sub Continent.
J.Padmanav Rao(19)
Saturday, April 8, 2023 GROUP = 5 22
SIX SIGMA RESULTSCompany Annual Savings
General Electric $2.0+ billionJP Morgan Chase *$1.5 billion (*since inception in
1998)
Motorola $ 16 billion (*since inception in 1980s)
Johnson & Johnson $500 millionHoneywell $600 million
Six Sigma Savings as % of revenue vary from 1.2 to 4.5 %
For $ 30 million/yr sales – Savings potential $ 360,000 to $ 1.35 million.
Investment: salary of in house experts, training, process redesign.
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 23
SIX SIGMA PROJECT METHODOLOGY
ControlControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove
Establish standards to maintain process;
Design the controls, implement and monitor.
Evaluate financial impact of the project
Identify, evaluate and select projects for improvement
Set goalsForm
teams.
Collect data on size of the selected problem,
identify key customer requirements,
Determine key product and process characteristic.
Analyze data, establish and confirm the “ vital few “ determinants of the performance.
Validate hypothesis
Improvement strategy
Develop ideas to remove root causes
Design and carry out experiments,
Optimize the process.
Final solutions
Project Phases
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 24
WHAT MAKES SIX SIGMA DIFFERENT? Versatile Breakthrough improvements Financial results focus Process focus Structured & disciplined problem solving
methodology using scientific tools and techniques Customer centered Involvement of leadership is mandatory. Training is mandatory; Creating a dedicated organisation for problem
solving (85/50 Rule).
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 25
BENEFITS OF SIX SIGMA Generates sustained success Sets performance goal for everyone Enhances value for customers; Accelerates rate of improvement; Promotes learning across boundaries; Executes strategic change
J.Padmanav Rao(19)
Saturday, April 8, 2023GROUP = 5 26
INTRODUCTION In the highly competitive world the difference between
the winner and the looser is often one hundredth of percentage.
This requires perfection and zero tolerance for failure leading to Overall Performance Effectiveness better than the competition.
Total Productive Maintenance
Soumya Ranjan Padhi(52)
Saturday, April 8, 2023GROUP = 5 27
TOTAL PRODUCTIVE MAINTENANCE AIMS AT:-
Soumya Ranjan Padhi(52)
Saturday, April 8, 2023GROUP = 5 28Soumya Ranjan Padhi(52)
Saturday, April 8, 2023GROUP = 5 29
- JISHU-HOZEN leads to operators maintaining own equipment leading to ownership.
- Pleasant work environment.
- Happy visitors to plant leads to businessgrowth.
Intangibles
- Improvement proposal increased from 5 to 10.M
- Reduction in accidents to zero.- Reduction in Pollution cases to zero.
S
- Reduction in product and work-in-process inventors by half.
D
- Reduction in manufacturing cost by 30%.C
- Reduction in defect ratio by 25%.- Reduction in customer complaints by 25%.
Q
- Increase in value added productivity by 1.5 - 2.0 times.
- Improvement in Overall equipment efficiency by 150% to 200%.
P
Tangibles
Benefits of TPM(As seen in various TPM implementation in companies)
Aiming at “Zero accidents”, ”Zero failures”, and “Zero defects” through introduction of TPM with all workers participating, which in turn contributes to the improvement of Overall equipment efficiency and reduction in costs.
BASIC POLICY
1.Reduction in equipment failure. 4. Accurate Management of equipment, tools and jigs.2.Reduction in waiting and setup time. 5. Promotion of resource conversation and energy saving.3.Effective use of existing equipment. 6. Education and training, cultivation of manpower.
OBJECTIVES
TO MEET
• Increase in production and reduction in quality problems.
• Equipment deterioration due to overload operation.• Elimination of equipment which has design weak
points.• Upgradation of knowledge of equipment control for
the operators. • Improve morale of associates.
OPERATIONAL DEMANDS
• Timely and effective start-up of new products.
• Flexible response to the demand trend.
• Reduction in prices.
• High-level quality assurance.
• Conservation of resources and energy.
MARKET DEMANDS
TPM
BA
SIC
PO
LIC
Y A
ND
EX
AM
PLE
O
F TA
RG
ET S
ETTIN
G
Soumya Ranjan Padhi(52)
Saturday, April 8, 2023GROUP = 5 30
Accessing for resultsComplete implementation of TPM
Implement by horizontal deployment Company wide of various TPM activities
Regular and continuous training of all people on activity plan. Review and monitoring of the activities
Corrective action wherever necessary
Implementation & Deployment of TPM activities all over the organisation:
Jishu Hozen OEE / Kobetsu Kaizen Planned Maintenance Training & Skill development Office TPM
Initial Project Management Safety and Environmental
Management
Informing the commitment of Top Management to all, including Partners and Customers to TPM
Formal Kick off
Benchmarks and targets for effectiveness of TPM
Making Master plan
Target setting
For department heads and managers to understand & work on a machine for Jishu
Hozen, OEE and Kobetsu Kaizen activities
Selection of Manager Model Machine (MMM)
Start of Jishu Hozen activity in MMM
Control steering for coordinating company wide activity
Departmental committee for coordinating with Control committee and department activity
Formation of TPM
Organisation Committee Departmental Committee
Top Management: ½ Day
Senior Management : 1 Day
Managers/ Executives : 3 Days
TPM Awareness
Declaration by Top Management about adopting TPM as major initiative for change
TPM Declaration
Gulf Softwar
e
Organisation
ResponsibilityFocusing PointProcess
TPM – PROCESS MAP
Soumya Ranjan Padhi(52)
Saturday, April 8, 2023GROUP = 5 31
STEPS FOR TPM IMPLEMENTATIONTop Management declaration of TPM initiative.
1
TPM education and awareness
2
Formation of TPM organisation and structure
3
Setting of basic company TPM principles and targets
4
Master plan for TPM implementation
5
Kick-off of TPM company wide
6
Establishing system for improving plant efficiency
7
Establishing upstream control management for new products and equipments
8
Building quality maintenance system
9
Improvement of administration and commercial function
10
Improvement of safety, health, environment system
11
Complete implementation of TPM
12
Soumya Ranjan Padhi(52)
Saturday, April 8, 2023GROUP = 5 32
ORGANISATION DEVELOPMENT Applying behavioural science knowledge
to the strategies and structures that lead to organisational effectiveness.
Gradually improving an organisation’s problem-solving capabilities with the help of external or internal behavioural-scientist consultants.
Broadly focussed and applicable to any type of change: technical, managerial and social innovations.
ORGANISATION CHANGE
Anjan Mishra(05)
Saturday, April 8, 2023GROUP = 5 33
WHAT SHAPES ORGANISATION CHANGE Globalisation is changing markets and
environments Information technology is changing
work and knowledge Managerial innovation is responding
to these trends and accelerating their effect on organisations.
Anjan Mishra(05)
Saturday, April 8, 2023GROUP = 5 34
INTRODUCING NEW TECHNOLOGY
This will focus on managing the introduction of new technology and will include consideration of why many such investments fail to meet their objectives, and what companies can do to improve their success rate.
Key benefits
technology components are standards compatible technology infrastructure provides real-time access to
information sources technology provides integrated security, with single
sign-on and role-based access a consistent user interface standard is adopted.
Anjan Mishra(05)
Saturday, April 8, 2023GROUP = 5 35
TECHNOLOGY & STRUCTURE• Technology & Complexity
low complexity non-routine technology
• Technology & Formalization operating core
• Technology & Centralization formalization
Amar Mohanty(03)
Saturday, April 8, 2023GROUP = 5 36
ORGANIZATIONAL
DEVELOPMENT DUE TO
CULTURESabyasachi Tarai(39)
Saturday, April 8, 2023GROUP = 5 37
ORGANIZATION CULTURE The set of values, guiding beliefs,
understanding, ways of thinking, and norms shared by members of an organization…..
Sabyasachi Tarai(39)
Saturday, April 8, 2023GROUP = 5 38
KEY CHARACTERISTICS Individual Initiative
Risk ToleranceDirectionIntegrationManagement supportControlIdentityReward SystemConflict ToleranceCommunication Pattern
Sabyasachi Tarai(39)
Saturday, April 8, 2023GROUP = 5 39
ISSUES… Culture And Functions• The strength and health of a culture• Culture elements and role of each
element• Forces and pressure for changes• Resistance to change• Managing change
Santwna Sahoo (43)
Saturday, April 8, 2023GROUP = 5 40
FUNCTIONS OF CULTURE:
-Integral integration -External Adoption
Santwna Sahoo (43)
Saturday, April 8, 2023GROUP = 5 41
INTEGRAL INTEGRATION…Determines how members related o one
another Constitutes a collective perspective of
organization members(values ,beliefs and norms)
Shared by most members of organization Provides sense of identity of members Guides decision making Enhances commitment
Santwna Sahoo (43)
Saturday, April 8, 2023GROUP = 5 42
EXTERNAL ADAPTATION… Influences how organization meets goals
and deals with outsiders Influences perception of organizations by
outsiders Guides and control behavior of outsiders Shapes expectation of outsiders
Santwna Sahoo (43)
Saturday, April 8, 2023GROUP = 5 43
CULTURE AND ORGANIZATION EFFECTIVENESS… Strong Culture : It’s characterized by the
organization’s core values being instantly held, clearly ordered and widely shared- The more members that accept the core values, agree on their order of importance and are highly committed to them, the stronger the culture is
Ex : Religious Organization and Japanese CompaniesHow strong culture influence the organization’s effectiveness?- Effectiveness requires that an organization’s culture ,strategy, environment and technology be aligned. The stronger an organization’s culture, the more important its is that the culture fit properly with these variables.
Sandeep Behera(41)
Saturday, April 8, 2023GROUP = 5 44
CONT…Weak Culture: Organization’s that are
young will have a weak culture because members will not have shared enough experience to create common meanings
- Weak culture is not so responsible to influence the organizations effectiveness
Sandeep Behera(41)
Saturday, April 8, 2023GROUP = 5 45
CULTURE :A SUBSTITUTE FOR FORMALIZATION? A strong culture is that which increase behavioral
consistency that means it conveys to employee what behavior they should engage in
Formalization’s rules and regulations act to regulate employee behavior
High formalization creates predictability, orderliness and consistency.
A strong culture also achieve the same but with out the need of any formal documentation- So we can conclude that formalization and culture are two different road to a common destination
Sandeep Behera(41)
Saturday, April 8, 2023GROUP = 5 46
KEEPING CULTURE ALIVE
• Selection practices
• Top management
• Socialization methods
Amar Mohanty(03)
Saturday, April 8, 2023GROUP = 5 47
HOW EMPLOYEES LEARN CULTURE
Stories
Rituals
Material symbols
Language
Amar Mohanty(03)
Saturday, April 8, 2023GROUP = 5 48
CULTURETYPESDominant- Expresses core values shared by majority of the organization's members
Subcultures-formed vertically or horizontally
A. Ram Kausal(10)
Saturday, April 8, 2023GROUP = 5 49
… is an appraisal device that seeks performance feedback on an individual from a number of stakeholders. The stakeholders being the immediate supervisors, team members customers, peers and self.
Ashok Kumar Panda
Saturday, April 8, 2023GROUP = 5 50
The system is more comprehensive since the responses are gathered from multiple perspectives
Information on quality is much better
It complements TQM initiatives by emphasizing internal/external customer and teams
As feed back is from a number of people,the process is less biased
Feedback from peers can improve employees self development
The system is complex in combining al the responses
Feedback can be intimidating if employee feels that respondents have “ganged up”
There may be conflicting opinions, though they all may be accurate from therespective stand points
The system requires training to work effectively
Employees may collude or “game” the system by giving invalid evaluations to one another
Appraisers may not be accountable if their evaluations are anonymous
PROS AND CONS OF 360 DEGREE APPRAISAL
Ashok Kumar Panda
SITUATTIONAL ANALYSIS FOR CULTURAL CHANGE
CONDITIONS UNDER WHICH CULTURE CAN BE MANAGED:-
1. A Dramatic Crisis 2.Leadership Turnover 3.Life-cycle Stage 4.Age of the organization 5.Size of the organization 6.Strenth of the current
culture 7.Absence of sub-cultures
Ashok Kumar Panda
Saturday, April 8, 2023GROUP = 5 52
SUGGESTIONS(MANAGING CULTURAL CHANGES):-
1. Cultural analysis2. Comparison of the present culture
with the desired culture3. Cultural audit to assess a current
culture.4. New leadership should focus on new
values, stories, symbols, rituals.5. Management should focus on
processes, evaluation and reward systems Ashok Kumar Panda
(07)
Saturday, April 8, 2023GROUP = 5 53
Saturday, April 8, 2023GROUP = 5 54
Questions are most
welcome…