供应链管理的原理及应用第八章供应链与物流管理.pptVIP

* * * * * A compressed workweek consists of four ten-hour days. This schedule allows employees time off to take care of personal business. But studies have shown that there are drawbacks: for instance, decrease in service to customers, decrease in productivity, and under-utilization of equipment. A special type of part-time work, job sharing allows two or more individuals to split a traditional 40-hour-a-week job. Therefore, the organization can draw upon the talents of more than one person for a given job and acquire skilled workers who are only available part-time. However, it is hard to find compatible employees who can coordinate job responsibilities. Flextime allows employees some discretion over when they arrive and leave work. While they still work a specified number of hours, workers can vary the hours within constraints. Flextime offers several benefits: improved employee motivation and recruitment of higher qualified, more diverse workers. But, flextime is not applicable to every job. It works best with clerical tasks that require minimal employee contact with persons outside of the organization. No commute time, flexible hours, no dress code, and few interruptions are some of the benefits of telecommuting: employees working at home on a computer that is linked to their office. The long-term future of telecommuting depends on the answers to some questions. Will work-at-home employees be at a disadvantage in office politics? Will they be less likely to be considered for pay raises or promotions? Will non-work distractions reduce productivity? * The matrix structure assigns functional specialists to interdisciplinary teams that are supervised by project leaders. This structure combines product departmentalization and functional departmentalization. Because workers in the matrix have two bosses—their functional department managers and their product managers—the matrix breaks the unity-of-command concept. The matrix has strong points: it facilitates coor