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Macroergonomics: An Introduction to Work System Design [Grāmata]

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Macroergonomics: An Introduction to Work System DesignPalielināt
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Over the past few decades, say Hendrick (human factors, U. of Southern California) and Kleiner (industrial and systems engineering, Virginia Polytechnic Institute and State U.), scientists have come to realize that every component of a complex system can be superbly ergonomically designed and the system as a whole still not work very well at all. They explain the growing field of designing whole work systems, its major theories, and methods and tools. They include some illustrative laboratory research case studies. The rather extensive glossary does not indicate pronunciation. Annotation c. Book News, Inc., Portland, OR (booknews.com)
Preface viii
Introduction
1(21)
Historical Development
1(4)
The Beginning: Select Committee on Human Factors Futures
2(2)
Integrating Ergonomics with ODAM
4(1)
The Concept of Macroergonomics
5(4)
What Is Macroergonomics?
6(1)
Implementing Macroergonomics
7(1)
Macroergonomics versus Industrial/Organizational Psychology
8(1)
Pitfalls of Traditional Approaches to Work System Design
9(4)
Technology-Centered Design
9(2)
``Leftover'' Approach to Function and Task Allocation
11(1)
Failure to Consider the System's Sociotechnical Characteristics
11(1)
Criteria for an Effective Work System Design Approach
12(1)
Determining the Cost-Benefits of Macroergonomics Interventions
13(3)
Determining the Costs
13(2)
Determining the Personnel-Related Benefits
15(1)
Determining the Materials and Equipment Benefits
16(1)
The Structural Dimensions of Work Systems
16(6)
Complexity: Differentiation
18(1)
Complexity: Integration
19(1)
Formalization
20(1)
Centralization
20(2)
Macroergonomics Theory
22(8)
The Sociotechnical Systems Model
22(4)
The Tavistock Studies
22(2)
Joint Causation and Subsystem Optimization
24(1)
Joint Optimization versus Human-Centered Interface Design
25(1)
The Sociotechnical System Elements
26(1)
Relation of Macro- to Micro-Ergonomics Design
26(2)
Systems Theory and Organizational Synergism
28(2)
When Work Systems Have Incompatible Designs
28(1)
When Work Systems Have Compatible Designs
28(1)
Implications for the Potential of Organizations
29(1)
Common Macroergonomics Methods
30(17)
Participatory Ergonomics
30(10)
The Structure and Process of Participatory Ergonomics
31(3)
Applications of Participation
34(2)
Participatory Ergonomics Requirements
36(2)
Participatory Ergonomics Benefits and Costs
38(2)
Other Common Macroergonomics Methods
40(7)
Laboratory Experiment
40(1)
Field Study Method
41(1)
Field Experiment Method
41(1)
Organizational Questionnaire Surveys
42(2)
Interview Surveys
44(1)
Focus Groups
45(1)
Combining Methods
45(2)
Analysis and Design of Work System Structure
47(20)
Technological Subsystem Analysis
47(4)
Woodward: Production Technology
47(2)
Perrow: Knowledge-Based Technology
49(1)
Work-Flow Integration
50(1)
Other Technological Considerations
51(1)
Personnel Subsystem Analysis
51(4)
Degree of Professionalism
51(1)
Demographic Factors
52(1)
Psychosocial Factors
53(1)
Personnel Subsystem Implications for Work System Design
54(1)
Extrnal Environmental Characteristics
55(3)
Types of External Environments
55(1)
Environmental Uncertainty
56(2)
Integrating the Results
58(1)
Consideration of Job Design Characteristics in Macroergonomics
58(1)
Selecting the Right Structural Form
59(8)
Classical or Machine Bureaucracy
60(2)
Professional Bureaucracy
62(1)
Adhocracies
63(2)
New Adhocracy Forms
65(2)
Analysis and Design of Work System Process
67(21)
Initial Scanning
68(4)
Perform Mission, Vision, Principles Analysis
69(1)
Perform System Scan
70(1)
Perform Environmental Scan
71(1)
Specify Initial Organizational Design Dimensions
72(1)
Production System Type and Performance Expectations
72(3)
Define Production System Type
72(1)
Define Performance Expectations
72(2)
Specify Organizational Design Dimensions
74(1)
Define System Function Allocation Requirements
74(1)
Technical Work Process and Unit Operations
75(1)
Identify Unit Operations
75(1)
Flowchart the Process
75(1)
Variance Data
76(2)
Collect Variance Data
76(1)
Differentiate between Input and Throughput Variances
77(1)
Construct Variance Matrix
78(1)
Identify Relationships among Variances
78(1)
Identify Key Variances
78(1)
Variance Control Table and Role Network
79(3)
Construct Key Variance Control Table
79(1)
Construct Role Network
80(1)
Evaluate Effectiveness
81(1)
Specify Organizational Design Dimensions
81(1)
Function Allocation and Joint Design
82(2)
Perform Function Allocation
82(1)
Design Technological Subsystem Changes
82(1)
Design Personnel Changes
82(1)
Prescribe Final Organizational Design
83(1)
Roles and Responsibilities
84(1)
Evaluate Role and Responsibility Perceptions
84(1)
Provide Training Support
85(1)
Design/Redesign
85(1)
Design/Redesign Support Subsystems
85(1)
Design/Redesign Interfaces and Functions
85(1)
Design/Redesign the Internal Physical Environment
86(1)
Implement, Iterate, and Improve
86(2)
Implement
86(1)
Perform Evaluations
86(1)
Iterate
87(1)
Macroergonomics Results
88(16)
Case Studies
88(4)
Red Wing Shoe Company
88(1)
AT&T Global
89(1)
Food Service System Redesign
89(1)
C-141 Transport Aircraft System: Improving Micro-Ergonomic
90(1)
Design via Macroergonomics Petroleum Distribution Company
90(1)
Macroergonomics as a TQM Implementation Strategy at L. L. Bean
91(1)
Designing a New University College
91(1)
Laboratory and Field Research Studies
92(11)
Quantifying Joint Optimization in Industry
93(1)
Formalization in Planning Systems in Industry
94(2)
Effect of Facilitated Integration on Work Group Performance
96(3)
Decentralizing Quality Control
99(1)
Differentiation and Integration in Engineering Design Groups
100(2)
Integrating Mechanisms for Communication and Decision Making
102(1)
Conclusion
103(1)
Future Directions
104(8)
Trends Updated
104(5)
Technology
104(2)
Demographic Shifts
106(1)
Value Changes
106(1)
World Competition
107(1)
Ergonomics-Based Litigation
107(1)
Limitations of Traditional (Micro-) Ergonomics
108(1)
Other Trends
109(2)
Change Agent Function
109(1)
Macroergonomics as a TQM Strategy
109(1)
Macroergonomics and Supply Chain Management
110(1)
Macroergonomics and Reduction of WMSDs
110(1)
In Summary
111(1)
References 112(6)
Glossary 118(11)
Index 129