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Pages 302-310

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From page 302...
... I ndex A Accounting practice cost-center analysis, 137 information technology and, 22-23 productivity assessment of, 127 in traditional performance evaluation, 144-145 Aerospace industry, 240, 241, 245, 248 Aggregation of data, 119, 120, 128, 171172, 176-177, 184 theory of composition, 185, 298 American Hospital Supply Corporation, 43-44 Automated teller machines, 46, 89-90, 202 Automobile industry, 2, 56, 61, 232, 264 B Banking/finance industry, 17, 18-20, 21, 23, 56 automated teller machines, 46, 89-90, 202 Behavior modification measurement of productivity and, 107108, 110-111, 139-140 principles of, 108-109 Biotechnology, 2 Bottlenecks, 117, 144, 155-156, 165, 175 302 C Clerical productivity, 20 information technologies and, 33-36, 86 Communications in computer-aided design, 249-250, 251-252, 260 in downsizing efforts, 269-270, 273-275 formalization of, 28-29, 252 in gain-sharing plans, 70-72 indexicality of, 27 individual skills, 197 in lean production systems, 66-67, 68 negative effect on productivity, 166, 225 social effects, 230 in software development, 10, 221, 222, 223-225, 226-228, 294 speed of, 26-27 team design and, 221, 226-228 threat-rigidity effect, 270 Communications industry, 18 Competency multiplier effects, 219-220 Competition international, 1-2 managerial overhead and, 264 strategic information processing, 43-44 Composition theory, 185-188, 190,298-299
From page 303...
... quantity trade-offs, 29-30 spoken communication vs., 26-27 See also Information technology Downsizing attitudes of retained workers, 275-276, 283-284 compensation for casualties of, 275, 283 as cost reduction tactic, 278-279, 281 as crisis management, 269, 270, 271, 274 cross-level effects, 267-268 decision-making processes, 270-271, 273 early retirement incentives in, 279 employee targeting in, 263-264, 276 277, 282-283 implementation, 268, 269, 272 information flow in, 269-270, 273-275, 285 level of application, 266-267 linkage insensitivity in, 271 mistaken beliefs in, 271-280, 288 obstacles to productivity gains in, 268, 281-284, 285, 295 organizational productivity and, 284 286, 292 partial factor productivity in analysis of, 262 participants in design of, 272-273, 276 277, 282, 283-284, 285 as productivity initiative, 11, 263-268 removal of top management in, 279-280 simultaneous restructuring, 278, 284, 285-286 successful model of, 281-286, 288 total factor productivity in analysis of, 262 trends, 263-266 value analysis in, 283 E E-mail, 35, 225, 252 speech vs., 27, 28 Educational system, 141 Electiveness, as assessment criterion, 8, 106, 134-135 coordination in groups, 230 as organizational assessment criterion, 8, 106, 134, 135 Employee compensation bonus plans, 70, 71, 86-87 in downsizing, 275
From page 304...
... peripheral tasks, 61-62, 6465, 293 demonstrated effort as factor in, 197
From page 305...
... well-run firms, 25-26 productivity and, 47-49 productivity assessment, 194, 202, 207-208, 209 productivity components, 203-204, 210 productivity determinants, 205-206, 210 productivity improvement strategies, 206-208 quality vs. quantity trade-off in, 29-30, 48, 125 research needs in, 49, 158, 209-212, 297 sectoral analyses, 16, 17-20 socioeconomic impacts, 13, 14-15 spiraling investment in, 46-47, 90-91 subtask productivity analysis, 59-60, 86-87 See also Office automation Innovation international comparison, 137, 222 as organizational assessment criterion, 8, 106, 134, 136-137
From page 306...
... observed measure, 194 in management system model, 147, 148-149
From page 307...
... peripheral tasks in, 61-62, 64 65, 293 defining linkages in, 132-133 determinants of, 205-206 downsizing and, 11, 284-286, 292 effects of measurement on, 193 equifinality of interventions for, 89, 93-94 facilitative processes, 65-72, 293-294 focus of attention in, 65, 70, 75 gain-sharing plans and, 69-72 goal alignment in, 173-174, 183-184, 187, 202 group functioning in, 33-42, 118, 187, 232, 255-259 horizontal linkages in, 295-296 implementation of interventions, 94 individual productivity and, 26-33, 57, 59-61 industry productivity and, 43-44
From page 308...
... mass production systems, 6669, 72 linkages in, 162-165 as obstacle to productivity growth, 7, 293 as open system, 87-89, 94-96 organizational evolution and, 76 organizational subsystems in, 88, 162164 political context, 97, 98-99 as productivity factor, 165, 175, 293295 project teams, 10 specialization in, 88, 89-90 subsystem linkage as source of paradox, 184-185 subsystem reverberations, 88, 90-91, 95 system-wide intervention, 81, 95-96 taxonomy of linkage problems, 189 team design, 220-223 types of linkages in, 55-56, 189 See also Downsizing Organized labor, 63-64 p Partial factor productivity, 55,262 Postal Service, U.S., 60-61, 62, 63, 64 Problem-solving systems, 65, 67-68, 69, 71-72, 75, 78 in Scanlon plan, 70 Product development, 263 Productivity capital/labor, 19-20, 21, 145 company size and, 263 in computer-aided design, 10-11, 241, 243-250, 260 computer security measures and, 249250, 254-255, 260 corporate investment in, 2-3 definitions, 8-9, 55, 106, 136, 202, 209, 244, 262 determinants, 204-206, 209 downsizing effects, 265-268 importance of growth in, 1-2 information technology components, 203-204, 209 partial factor productivity, 55, 262 profitability and, 43, 44 resource management issues, 246, 260 software/hardware upgrades and, 246247, 258, 260 strategic planning for, 147-148
From page 309...
... INDEX · 309 supervision issues, 253-254, 260 systems support in, 255-256, 260 task specialization in, 245, 253,260 technology implementation in, 256-257 technology problems and, 258-259 throughput, 13-14 total factor productivity, 55, 262 trends, 2, 14-15 See also Individual performance/ productivity; Measurement of productivity outcomes; Organizational productivity Productivity Measurement and Enhancement System (ProMES) aggregation of data, 184 conceptual base, 177 definition of productivity, 177 feedback report, 178, 182-183 linkage issues, 183-184 process, 178-181, 211 role of, 177-178 Productivity research case studies in, 211-212 decentralized management, 207 downsizing effects, 284-287 individual level, 105-106 information technology, 14, 16-24 large group performance, 229-232 level of analysis, 3-4, 105, 161-162, 292, 295 linkages in software development, 218219 multidisciplinary approach, 5 needs, 123-129, 145-146, 157, 185, 189-190, 259-260, 286-287, 294, 300 organizational linkages, 4-5, 162 software development teams for, 215 theory development, 74, 298-299 Productivity Servosystem model, 114-117 Pro fit ability company size and, 263 new technologies and, 44-46 as organizational assessment criterion, 8, 106, 134, 137 productivity and, 43, 44 Profound knowledge, 133, 292-293 Public goods theory, 226n Purchasing procedures computerization of, 43-44 corporate software, 32 organizational politics in, 98 Q Quality checkpoints, 135-136 information technologies and, 29-30, 48 as organizational assessment criterion, 8, 106, 134,135-136 in productivity assessment, 8, 125-126 productivity rewards for employees, 87 total quality management, 93-94 Quality of work life, 8, 68-69, 106, 134, 136 R Resource management, 245-246, 257-258 Retail settings, 92 Retirement incentives, 279 Robotics, 2 S Scaling issues, 193, 230-232,295 Scanlon plan, 69-72, 77 Security measures, 249-250, 254-255, 260 Shipbuilding industry, 2, 230-231 Side effects of interventions, 7, 165-166, 175-176 Size of companies, 263 Slack, 7, 11, 60-61, 63-64, 67, 73, 77, 78, 165, 188 Social linkages, 77 Software in information technology productivity, 203, 246-247 product obsolescence as productivity issue, 31-32 spreadsheet modeling, 41-42, 90 Software development analysis phase, 215 authority structure, 222, 228 coding operations, 216 communications in, 221, 222, 223-225, 226-228, 294 competency multiplier effects, 219-220 complexity of, 216 computer-aided, 221n coordination in, 215, 216-226 design phase, 215-216 documentation of, 216
From page 310...
... 310 · INDEX entrainment process in, 228-229 individual-group linkages, 10, 218-219 in information technology productivity, 203 infrastructure costs, 223 interdependence of components, 217-218 object-oriented design, 221n process, 215-216 productivity determinants, 214-215, 233, 294 reassignment of members, 229 research on linkages, 218-219 role of teams in, 214 team design in, 10, 214, 219, 220-223, 226-228, 294 uncertainty in, 217 as unit of analysis, 215 unit of output in, 124 Specialization, 11, 88, 89-90, 244-245, 253, 260 Spreadsheet programs, 41-42, 90 Steel industry, 2, 263 Strategic planning, 147-148 Systems theory analysis of decision-making, 96 in design of measurement systems, 154 human resources assessment in, 96-97 limitations of, 96 of management, 133 open systems, 87-89 organizational functioning in, 133-137 in productivity interventions, 94-96, 299 subsystem interactions in organizations, 88-94 T Tank crew performance, 232 Task classification, 120 Textile industries, 2 Throughput productivity, 13-14 Time lag effects, 7, 31, 157, 165, 207 Total factor productivity, 55, 262 Total quality management, 93-94, 136, 147 Training after downsizing, 275, 283 competency multiplier effects, 219-220 in computer-aided design, 247 hardware/software obsolescence and, 31-33, 246-247 office automation, 85, 91 in problem-solving, 68 software development teams, 219-220 system interactions in, 83 , Valve-manufacturing industry, 22-23 W Wages, 2, 48 Warehousing/inventory activities information technology in, 43-44 Warehousing operations, 23 Waste, 190


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