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  • Bixler, Michael E.
     
     Subjects
     
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  • Personnel management
     
  •  
  • Personnel -- Motivation.
     
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  • Manufacturing industries
     
  •  
  • Employee empowerment
     
  •  
  • MSEM Thesis.
     
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  •  Concurrent use of va...
     
     
     
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    Concurrent use of varying management styles within a single manufacturing operation / by Michael E. Bixler.
    by Bixler, Michael E.
    Subjects
  • Personnel management
  •  
  • Personnel -- Motivation.
  •  
  • Manufacturing industries
  •  
  • Employee empowerment
  •  
  • MSEM Thesis.
  • Description: 
    v, 119 leaves : ill. ; 29 cm.
    Contents: 
    Advisor: Edward Schwarzkopf.
    Committee Members: William Rochr, Dr. Bruce Thompson.
    Introduction -- Human individuality -- Employee involvement -- Tour of operation -- Manufacturing area -- Printing department -- Cutting department -- Stripping operation -- Finishing department -- Samples of product form -- Summary of current operation -- Strategy of new structure -- Employee empowerment -- Pay systems structure -- Skill-based pay -- Sheeting operation -- Summary of changes to Mcc operations -- Implementation considerations -- Conclusion.
    The ever changing pressures on today’s businesses such as increased quality demands, the ease of international trade and competition, government regulations and restrictions are causing companies to focus on their most valuable assets – people. The methods by which hourly workers are governed on a day to day basis need to be customized to fit the personality of each particular work force. If only one structure is used to manage all areas of a business, the potential of a company’s work force can be severely limited. Varying levels of employee involvement, self-direction, accountability, and compensation systems can be effectively used for difference process areas within the same manufacturing operation.
    This thesis applies the concepts of employee empowerment, skill-based pay, and variable pay to a manufacturing organization which has been operating by traditional management techniques for more than 30 years. Chapter three provides a basic tour of the existing manufacturing operation. The tour is intended to familiarize the reader with the details of the manufacturing operation as well as with some performance issues which are typical to traditional manufacturing operations.
    Chapter four describes the strategy of the new structure for the manufacturing operation. An integral part of the new structure is to combine employee empowerment principles with skill-based pay concepts to develop customized structures for each specific process area within the operation. Chapter five describes the restructured model of this manufacturing organization and demonstrates that the operation would operate more efficiently when the structure of each process area is customized to maximize the potential of the available resources for that specific area instead of using one common structure for the operation as a whole.
    The structure of the model will also demonstrate that not all employees desire nor need to have a high degree of involvement in self-directed teams to be valuable employees. Some people just want to report to work and do a good job while others continually seek ways to improve themselves and their company. Every manufacturing operation has unique requirements which need to be addressed when implementing the techniques and concepts which are presented by this thesis and Chapter six introduces some of these elements. The ultimate goal of this thesis is to create a system which enhances and develops the unique skills and abilities of individual hourly workers instead of “force fitting” all employees into a “one size fits all” organization.
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    Walter Schroeder LibraryMaster's ThesesAC805 .B59 1996AvailableAdd Copy to MyList

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