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The Quality of Working life
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3. The Quality of Working life
Over the last thirty years, a new approach to management has been developing. The main idea was that the way to increase worker’s efficiency is to improve their job satisfaction and motivation. Followers of QWL have been trying out various methods of making work more interesting. These include job enlargement and job enrichment and new forms of group work.
With job enlargement, the worker is given additional tasks to perform. Job enrichment involves giving extra responsibilities to workers such as production planning, quality control and technical development of equipment. In some organizations, special types of work groups have been formed where workers share responsibility for certain tasks (e.g. at Volvo car plant).
The basic idea of QWL is that a worker should have an interesting, even challenging job. QWL encourages managers, therefore, to be sensitive to the need of employees.
The roots of QWL movement can be traced back to the 1920s and 1930s. Numerous studies were carried out . Their aim was to evaluate the factors influencing productivity. However, the researchers soon directed their attention towards studying people, esp. their social relationships at work and their morale. This led them to look for the human factor influencing efficiency.
A great deal of studies were directed by Elton Mayo, a Harvard University psychologist. He directed a series of experiments on how working conditions affected output. It was found out that there was an increase in productivity whether conditions such as lunch times, rest periods, wall colors, pay and temperature were made better.
The researchers later came to conclusion that social relations among workers, and between workers and their bosses affect output, the quality of work and motivation. The good relationships and social contacts make the work more enjoyable. Another important finding was that a worker need more than money and good working conditions to be productive. The feeling of belonging to a group and his status within that group, strongly affect his behavior.
It is said that Elton Mayo founded the Human Relations School, whose offspring is the QWL movement, and he changed the course of management thinking completely/entirely.
4. Decision-making
In carrying out management functions, such as planning, organizing, motivating and controlling a manager will be continually making decisions. Decision-making is a key management responsibility. Some decisions are of the routine kind. They are decisions which are made fairly quickly, and are based on judgement. Other decisions are often intuitive ones. They are not really rational. The manager may have a hunch or a gut feeling that a certain course of action is the right one. He will follow that hunch and act accordingly.
Many decisions are more difficult to make since they involve, problem-solving. Very often they are strategic decisions involving major courses of action which will affect the future direction of the enterprise. In practice, decisions are usually made in circumstances which are not ideal. They must be made quickly, with insufficient info. It is probably rare that a manager can make an entirely rational decision.
When a complex problem arises, the manager has to collect facts and weight up courses of action. A useful approach to decision-making is as follows: the process consists of 4 phases:
1) defining the problem. The manager must identify and define the problem. And it is important that manager does not mistake the symptoms of a problem for the real problem he must solve. At the early stage, he must also take into account the rules and principles of the company which may affect the final decision. These factors will limit the solution of the problem. Rules and policies of the company act as constraints, limiting the action of the decision-taker.
2) analyzing and collecting information. The second step is to analyze the problem and decide what additional information is necessary before a decision can be taken. Getting the facts is essential in decision-making, because making decisions involves a degree of risk. It is the manager’s job to minimize that risk.
3) working out options. Once the problem has been defined and the facts collected, the manager should consider the options available for solving it. This is necessary because there are usually several ways of solving a problem (a number of actions): introducing new products, advertising, refurbishment etc. In some situations, one of the options may be to take no action at all.
4) deciding on the best solution. Before making decision, the manager will carefully assess the options, considering the advantages and disadvantages each one. Having done this, he will have to take a decision.
Before making a decision, the manager has to carefully assess the options, considering the advantages and disadvantages of each one. Perhaps he will compromise, using more than one option. Having done this, he will have to take a decision.
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