Introducing Management Training- Motivation Final Part

This is the final part of the article. Here we see the motivation theories. Here you find the first part.

MOTIVATIONAL THEORIES

1. Abraham Maslow’s “Hierarchy of needs theory”.
2. Frederick Herzberg’s “Two factors theory” (motivation-hygiene theory)
3. Claton P. Aldafar’s “ERG theory”
4. MC Gregor’s “X” and “Y” theory.
5. J.K. Atkinson and David C. MC Clelland’s “Need theory of Motivation”
6. Viktor E Frankl’s “Will to meaning theory”
7. B.F. Skineer’s “Conditioning and Reinforcement theory”.
8. Victor H. Vroom’s “Expectancy theory”.

ABRAHAM MASLOW’S HIERARCHY OF NEEDS THEORY 

Abraham Maslow's Hierachy of Needs Theory

Physiological need or Biological Need: Hunger, thirst, sex, air, food, water and so on. (Bodily need fulfillment)

Safety needs: Protection against danger, threat, deprivation and  so on.

Social Needs: Belonging, association, acceptance by others, giving and receiving friendship and love.

Ego or Esteem Needs: Self esteem (Self confidence, independence, achievement, competence,  knowledge) and personal reputation (status recognition appreciation respect).

Self actualization or self fulfillment Need:  Realizing one’s own potential, continued self development, creativity.

CRITICAL FACTORS TOR TAKING BEHAVIORAL DECISIONS

• Net profit: Observed value of the reward minus observed cost of the reward.
• Cost of failing: Cost of trying plus penalties for failing.
• Perceived probability of success
• Confidence in calculation.

According to behavioral scientist another point is Emotions. This is the most powerful force that motivate us even if they are not particularly rational.

What is Emotion ?

     An Emotion may be defined as a stirred –up – state of the mind accompanied by the physiological changes.
Emotions result from need seeking activities and are, therefore, indirect cause of behavior.

Most human behavior has a motivational base which seeks to satisfy needs.
If an operating manager is to try to draw some level of activity from a subordinate, he must have an understanding or awareness of the specific human needs that must be satisfied if the stirred –up –state is to be eliminated.

Two- Factor Theory:
Herzberg categorized those variables directly related to motivation and those not directly related, which he called hygiene factors.

Motivation
Achievement recognition work itself responsibility advancement
Hygiene factors 
Company policy pay working conditions supervision benefits.

Victor H.Vroom’s-Expectancy Theory:


         Motivation is a product of three factors: How much one wants a reward(valance), one’s estimate of the probability that effort will result in successful performance(expectancy), and one’s estimate that performance will result in receiving the reward(Instrumentality). This relationship is stated in the following formula:
       
           Motivation  =    Valence    x    Expectancy     x     Instrumentality

The  three factors

Valence: Valence refers to the strength of person’s preference for receiving a reward. It is an expression of the amount of one’s desire to reach a goal.
       
Expectancy: Expectancy is the strength of belief that one’s work-related effort will result in completion of a task.
For example- a person selling a magazine subscriptions door-to-door may know from experience that volume of sales is directly related to the number of sales call made. Expectancies are stated as probabilities.
       
Instrumentality: Instrumentality  represents the employees belief that a reward will be received once the task is accomplished. Here the employee makes another subjective judgment about the probability.

J.K.Atkinson & David C.Mc-Clelland

 According to them the individual personality is assumed to be composed of a network of three basic motives.

1. The need for achievement.
2. The need for affiliation.
3. The need for power.
4. It is possible to think of specific type of behavour that are likely to be associated with each kind of motive.Mc. Clelland found that people with high need to achieve tend to
1. 1.Seek and assumed high degree of personal responsibility
2. Take calculated risk
3.  Set challenging but realistic goals for themselves.
4. Develop comprehensive plans to help them achieve their goals.
5. Seek and use concrete measurable feed back of the results of their actions
6. Seek out business opportunities where their desire to achieve will not be thwarted.

Viktor E Frankl

     The first two analytical motivational model dealt with the idea of motives and the type of motivated behaviour that manager may apply to other people. Frankl in his book Men’s search for meaning writes more directly to individual person and his own motivation. Frankl,  believes, for example, that a great deal of  man’s basic frustration from his inability to find what Frankl calls the “Will to meaning” . He believes that a people have a basic need to do meaningful things, and thus when put into an environment that does not allow for meaning people become frustrated and develop neurotic behavior.

Clayton Alderfer’s E-R-G model

       Clayton Alderfder proposed a modified need hierarchy-the E-R-G model with just 3 levels. He suggested that employees are initially interested in satisfying their existence needs, which combine physiological and security factors. Pay, physical working conditions, job security, and frienge benefits. Can all address these needs. Relatedness needs are at the next level. And these involve being understood and accepted by the people above, below and around the empolyee at work and away from it.

Growth needs are in the 3rd category, these involve the desire for both self esteem and self actualization.

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Introducing Management Training-Motivation first part

This article is holding with two parts. Today we discuss about the first part.

IMPORTANT IDEAS ABOUT THE NATURE OF HUMAN BEHAVIOR

1. People are wanting animals. As soon as one of man’s need is satisfied, another will appear in its place. This process is unending and continuous from birth to death.
2. Satisfied need do not motivate of cause behavior. Only those needs that has not been satisfied can exercise a great deal of influence over human behavior.  
3. The needs can be arranged in a hierarchy of importance. An individual has a pre-determined order of needs. Each needs having its own rank level of importance to each individual.

WHAT IS MOTIVATION

The word motivation refers to activation from within the organism. It is an internal drive that incites the individual to take some kind of action. It is a stimulation to satisfy a need.

MOTIVATIONAL PROCESS

The motivational process may be described as consisting of three stages:

Motivational process

1. There is a need caused by internal dis-equilibrium. 
2. There is a behavior caused by the need to established equilibrium.
3. There is a goal that satisfies the need.

HUMAN NEED STRUCTURE

There are countless ways to classify and arrange the human need structure.  One way is to classify and arrange the human needs into two categories-

1. Primary motive 
2. Acquired motives

PRIMARY MOTIVES

Primary  motives or lower level needs are those which arises from the nature of man as an animal and which do not originate in previous learning.

Among the most important lower level needs are hunger, thirst,  sex, pain avoidance, comfort, breathing etc.

ACQUIRED MOTIVES

Acquired motives result from the experience of an individual from the special instructions an individual has with his environment. These interactions usually cause learning to occur. Among these acquired motives are the higher level -  social needs as well as esteem needs and self actualization needs.

The final part is about motivational theories. Stay in touch.

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Introducing Management Training-Leadership-2

Final part of Management Training -Leadership. If you didn't read the first part you can read it by clicking here.

CONTINUUM OF LEADERSHIP BEHAVIOR

Effective Style:

CONTINGENCY MANAGEMENT: ADAPTING TO THE SITUATION

• We have explored the two extremes on the continuum of management behavior.  Logically, the best position would be somewhere in between.
• We propose as an alternative that a leader recognize that his or her effectiveness depends on the fit between the relationship of the manager and the work group, the nature of the task at hand, and the power of the leader’s position.
• Contingency management fosters the idea of a “different- stroke-for-different folks “ approach to management.

TRAITS OF EFFECTIVE LEADERS

1. Honesty.
2. High level of personal drive.
3. Desire to lead.
4. Personal integrity.
5. Self confidence.
6. Cognitive(analytical) ability.
7. Knowledge.
8. Charisma.
9. Flexibility.
10. Intelligence.
11. Creativity.
12. Personal warmth.
13. Ambitions.
14. Aggressiveness 

Much research has focused on identifying leadership behavior, skill and action. Three broad type skills the leaders widely use are

1. Technical skill
2. Human
3. Conceptual.

  

Leaders behavior depends on 3 main variables

1. Leader
2. Followers and
3. Situation 

Followership behavior:

1. Not competing with the leader
2. Being loyal and supportive
3. Not being a ‘yes person’ who automatically agrees.
4. Not to act as a devil’s advocate by raising penetrating questions.
5. Constructively confronting the leader’s ideas, values and actions.
6. Anticipating potential problems and preventing them.

Good followers. Then, need to succeed at their own jobs while helping their managers succeeds at theirs.

LEADERSHIP APPROACHES 

1.Positive leadership:  If the leadership approach emphasizes reward-economic or otherwise-leader uses positive leadership. Better employee education, greater demand for independence and other factors have made satisfactory employee motivation more dependent on positive leadership.

2.If emphasis is placed on penalties, the leader is applying negative leadership. This approach can get acceptable performance in many situations, but it has high human costs. The penalties are loss of job, reprimand in the presence of others, and a few days of without pay. They display authority in the false belief that it frightens every one into productivity. They are bosses more than leaders.

1. Quality or trait approach
2. Situational approach
3. Functional approach. 

TYPE OF POWER

1. Reward Power.
2. Coersive Power
3. Legitimate/Position Power
4. Expart Power
5. Referent Power(Charisma). 

USE OF POWER

1.POSITION POWER-reinforced by reward and coercive power: Where most task are predictable and routine, and behavioral conformity is sufficient.

2.EXPERT AND REFERENT POWER: Where tasks are creative, complex, uncertain, requiring high degree of internalized motivation. 

ATTAINMENT OF REFERENT(CHARISMATIC) POWER

1.ROLE MODELING: Behaving in the manner in which you want your followers to have.

2.IMAGE CREATION: Engaging in behavior designed to create the impression of competence and success.

3.CONFIDENCE BUILDING: Communicating confidence in and high expectations of followers.

4.GOAL ARTICULATION: Voicing goals laden with moral overtones, which can then become the basis of a movement or a cause(because they exploit people’s emotions).

5.MOTIVE AROUSAL: Behaving in such a manner as to inspire the followers to want to accomplish the goal.

TACTICS FOR INFLUENCING OTHERS 

1. Assertiveness
2. Ingratiation
3. Rationality
4. Sanctions
5. Exchange
6. Upward appeal
7. Blocking
8. Coalitions
9. Other techniques 

CHARACTERISTICS OF THE MANAGER

1. Personality
2. Self confidence
3. Training, Experience, Knowledge
4. Expectations of subordinates

CHARACTERISTICS OF THE SUBORDINATES 

1. Professionals
2. Ability, knowledge and experience
3. Exercice of power
4. Cultural background

THE SYSTEMATIC APPROACH TO DECISION MAKING

1. Problem identification
2. Problem definition
3. Information collection
4. Information analysis
5. Specification of the objective, without defined objective, the success of a decision can not be assessed
6. Alternative course of action
7. Select action and implement

There are four kinds of people in this world

1. People who watch things happen.
2. People to whom things happen.
3. People who don’t know what is happening.  And a distinguished minority 
4. People who make things happen

                      

             Which one are you ?

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Introducing Management Training-Leadership-1

What is leadership ?
        It is the process of influencing and supporting others to work enthusiastically towards  achieving  objectives without the exercise of authority delegated to the leader by any one in an official organizational capacity.
It is the critical factor that helps an individual or a group to identify its goal and than motivate and assist in achieving the stated goals.

Three important elements in this definition:

1. Influence/support
2. Voluntary effort
3. Goal achievement.

       Without leadership an organization would be only a confusion of people and machines. The leadership process is similar in effect that of the secret chemical that turns a caterpillar into butterfly with all the beauty that was the caterpillar’s potential.
Therefore, leadership is the catalyst that transforms potential in to reality.
e.g Bill Gates, Prof.Younus etc.

         Leadership is the ultimate act that identifies, develops,  channels and enriches the potentials that is already in an organization and its people.
What is management ?
 It is the process of directing activities of others, influencing and supporting to work enthusiastically toward achieving the organizational objectives by exercising the authority officially delegated to the manager. Leadership is an important part of management, but is not the whole story. Managers  hold formal position.

Difference between a leader and a manager 

Leader:

1. Voluntarily chosen by its followers. 
2. Don’t have any defined authority. Relies on personal power 
3. Can be removed and replaced by  his followers. 
4. Leader create a vision and inspire others to achieve this vision. 

Manager:

1. Imposed upon his subordinate. 
2. Have defined authority. Such as job title-Supervisor, officer, manager etc.
3. Can not directly be removed by his subordinate. 
4. Manager  have  goal, achieve result by directing the activities of others. 

WHY A MANAGER SHOULD BECOME A LEADER

  

1. When a manager occasionally wants his subordinate to perform beyond the duties specified in their job, and in such circumstances the exercise of authority is impossible.

(This is not always true: subordinates may comply out of fear that, on a subsequent occasion, the manager may legitimately deploy his authority against them).

 2. If the manager doesn’t become the leader  of his subordinates than some one else will step into the vacuum-and this will inevitable mean conflict.

3. In today’s employment climate, ‘authority’ as a means of getting things done is less and less effective.  

  

THE JOB OF A MANAGER

• Planning
• Organizing
• Directing
• Leading
• Coordinating
• Motivating and
• Controlling 

LEADERSHIP ELEMENTS

Leadership is a technique. It does not have any general role. But in case of the successful leaders following 4 elements generally observed.

1. Leader’s power/authority.
2. Ability of judgment of individual motives and their motivators.
3. Creating motivational environment
4. Leadership style. 

LEADERSHIP STYLE

• Many researchers pointed out that the success depends on the leader’s behavior and his leadership style. They pointed out 5 different leadership styles;
• Autocratic
• Consultative
•  Participative
• Democratic
• Laissez-Faire. “Hands-off”

The way in which a leader uses his power also establishes a type of style. All the styles has some benefits and limitations

Autocratic style: In autocratic style the leader centralize power and decision making in themselves. They structure the complete work situation for their employees who are expected to do what they told and not think for themselves. The leader take all authority assume full responsibility. Autocratic leadership typically is negative, based on threats and punishment, but it can appear to be positive, as demonstrated by the benevolent autocrat who chooses to give some reward to the employees.

Advantage of autocratic leadership:

• It is often satisfying for the leader.
• It permits quick decision.
• It allows the use of less competent subordinate.
• It provides security and structure for employees.

Disadvantage: 

• Most employees dislike it.
• It creates fear and frustration.
• It seldom generates the strong organizational commitment.
• It leads to low turnover and absenteeism rate. 

Consultative style: Consultative leaders approach one or more employee and ask them for inputs prior to making a decision. These leaders may then choose to use or ignore the information and advice received, however. If the inputs are seen as used, employees are likely to feel as they had a positive impact; if the inputs are consistently rejected, employees are likely to feel that their time has been wasted.

Participative style: Participative leaders clearly decentralize authority. Participative decisions are not unilateral, as with the autocrat, because they use inputs from followers and participation by them. The leader and group are acting as a social unit. Employees are informed about conditions affecting their jobs and encourage to express their ideas, make suggestions, and take action.

Democratic: Participative leaders clearly decentralize authority. Participative decisions are not unilateral, as with the autocrat, because they use inputs from followers and participation by them. The leader and group are acting as a social unit. Employees are informed about conditions affecting their jobs and encourage to express their ideas, make suggestions, and take action.

Laissez-Faire, “Hands-Off”: This is a style in which the manager tries to avoid being the boss. Such a manager depends on the work group to establish goal and to work out their own problems. What laissez-faire managers fail to provide the group the structure. The group tends to feel lost and will probably by pass the manager, seeking direction and structure from other sources.

Next Leadership behavior

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Introducing Management Training-Communication-2

This is the final part of this article. If you didn't read first part, Please have a look

Introducing Management Training-Communication-1

COMMUNICATION BARRIERS

Even when the receiver receives the message and makes a gunine effort to decode it, a number of interferences may limit the receivers understanding. These obstacles are called barriers to communication. These barriers may entirely prevent a communication, filter out part of it, or give it incorrect meaning. There are three types of barriers in the communication

  a.Personal

  b.Physical

  c.Semantic.

a. Personal barrier- These are communication interferences that arise from human emotions, values, and poor listening habits. They may also arise from differences of education, race. Sex, socioeconomic status and other factors.

b.Physical barriers- These are communication interferences that occur in the environment in which the communication takes place. A typical physical barrier is a sudden distracting noise that temporarily drowns out a voice message others are distance between people, walls, etc.

c.Semantic barriers- Semantics is the science of meaning, as constructed with phonetics, the science of sounds. Nearly all communication is symbolic, that is it is achieved with symbol (words, pictures and actions0 that suggest certain meanings. These symbols are merely a map that describes a territory, but they are not the real territory itself, hence they must be decoded and interpreted by the receiver.

Semantic barrier arise from limitations in the symbols with which we communicate. Symbols usually have a variety of meanings and we have to choose one from many. 

THE TEN COMMANDMENTS OF GOOD LISTENING

Keith Davis lists the following commandments:

1. Stop talking- You cannot listen if you are talking.
2. Put the talker at ease-Help the talker feel that she or he is free to talk.
3. Show the talker that you want to listen- Look and act interested. Do not read your mail while she or he talks.
4. Remove distractions- Don’t doodle, tap, or shuffle papers. Offer to shut the door.
5. Empathize with the talker-  Try to put yourself in the talker’s place so you can see that point of view.
6. Be patient – Allow plenty of time. Do not interrupt.
7. Hold your temper - An angry manager gets the wrong meaning of words.
8. Go easy on argument and criticism - This puts the talker in the defensive. Do not argue, even if you win, you lose.
9. Ask questions – This encourage the talker and shows you are listening.
10. Stop talking - This is the first and last, because all other commandments depend on it. You cannot be an effective listener while you are talking.

• Nature give people two ears but only one tongue, which is a gentle hint that they should listen more than they talk.
• Listening requires two ears, one for meaning and one for feeling. 
• Decision makers who do not listen have less information for making sound decision.

Thank for your patients. To Know more visit here.

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Introducing Management Training-Communication-1

This article contains two parts. This is the first part.

COMMUNICATION


Communication is the transfer of information and understanding from one person to another person. It is the way of reaching others by transmitting ideas, facts, thoughts, feelings and values. Its goal is to have the receiver understand the message as it was intended.
Communication always involve two people- a sender and a receiver.

Importance of communication:

Organization cannot exist without communication. If there is no communication, employees cannot know what their coworkers are doing, management cannot receive information inputs, and supervisor and team leaders cannot give instructions. Coordination of work is impossible and the organization will collapse for lack of it. Every act of communication influences the organization.
General purpose of communication can be classified into five broad areas:

1. Becoming informed or informing others.
2. Evaluating one’s own inputs or other’s performance.
3. Directing others or being directed or instructed.
4. Influencing others or being influenced.
5. Several incidental neutral functions.

Type of communication:

1. Closed communication
2. Open communication
3. Two way communication
4. Upward communication.
5. Downward communication
6. Lateral communication

Communication Process

TWO WAY COMMUNICATION PROCESS

It is the method by which a sender reaches a receiver with a message. The process always requires eight steps, whether the two parties talk, use hand signals, or employ some advanced technology means of communication. The steps are,
Step-1: Develop an idea- It is to develop an idea that the sender wishes to transmit. This is the key step, because unless there is a worthwhile message, the other entire step is somewhat useless.

Step-2: Encode-Convert the idea into suitable words, charts or other symbols for transmission.

Step-3: Transmit-When the message is finally developed is to transmit it by the method chosen such as memo,, phone call, personal visit.

Step-4: Receive-Transmission allows another person to receive a message. In this step the initiative transfer to the receiver, who tunes in to receive the message? If it is oral, the receiver needs to be a good listener. If the receiver does not function the message is lost.

Step-5: Decode- The message is to be decoded, so that it can be understood. The sender wants the receiver to understand the message exactly as it was sent. Understanding can occur only in a receivers mind.

Step-6: Accept-once the receiver has obtained and decoded a message, that person has the opportunity to accept or reject it. The sender would like the receiver to accept the communication in the manner intended so that activities progress as planned. Some factors affecting the acceptance decision
(1) Perception of the messages accuracy,
(2) The authority and the credibility of the sender
(3) the behavioral implication of the receiver.

Step-7: Use-Another important part in the communication process is the use of information. The receiver may discard it, perform the task as directed, store the information for future, or can do something else. This is a critical action step, and the receiver is largely in control of what to do.

 Step- 8: Feedback- When the receiver acknowledge the message and responds to the sender, feedback has occurred. Feedback completes the communication loop, because there is a message flow from the sender to the receiver and back to the sender.

To be continue 

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Introducing Interflow Management

Interflow Management is a most effective system for a manufacturing company. Here i discus about the system which already we maintain our factory. Hope this will helpful for your company.

The philosophy:
Good communication in any company gives employees at all levels a feeling of belonging by keeping people informed and by providing an opportunity to contribute to overall operation of the enterprise.
It is intended to exchange the ideas and concerns between the management and the workers. That is the two-way communication on an ongoing basis.
Planning includes the broad based participation in the preparation of strategic plan such as preparing of annual estimate, budgeting of departmental expenses etc.
Decision making ranges from determining the type of equipment use for a particular design, availability of cutting dies, last, repairing of any machine in the line, training for any particular skill etc.
To be able to achieve this it is essential that all necessary information be available to a broad spectrum of people.  Fear of damaging leakages of business information should not be allowed to create an environment of secretiveness and misinformation.
To make it possible to bring all these important people into the planning, information and decision – making process in a more formal way a system called “Interflow”. Especially it improves the relationship between the first line supervisor and the operators.

(A)Purpose:

1. To ensure that every one working in the company feels they are participating in the venture.
2. To make information relevant to the operation of the department and company available to all levels of management.
3. To create good two –way communication.
4. To strengthen the relationship between the first-line supervisor and his subordinates.

Why it is important:

1. In order to work to their peak potential, people need to communicate.
2. It gives a very large and important group of people, those operating the machines an opportunity to receive information and express opinions.
3. Interflow is an important part of the overall management of the company.

( B )Who should be selected?:

Efficient employees with leadership experience and respect of his peers should be selected.
 Number should be minimum 3 to maximum 6 employees depending on the number of people working in a dept.( as a general rule there should be 1 interflow team member for every 5 employees working in a dept.


Rotation of interflow members:

Member should serve for a limited period of time. Each member should serve for at least 6 months and one member could be replaced approximately every two months, to ensure a cycle of continuity. It may be beneficial to form a core of 1 or 2 key members who would serve for a longer period.


( C ) Location:

It can be decided by discussing to select a convenient place.

Principle to be followed:

1. A commitment to interflow.
2. A positive approach.
3. Address important issues.
4. Follow-up.

What are the steps to be taken?

• Pre-schedule meeting.
• Prepare agenda.
• Chair the meeting.
• Communicate information.
• Record items that arise.
• Initiate prompt action.
• Report back and follow-up.

Summary:

• Supervisor must be well trained in the techniques of Interflow management.
• There must be conscientious preparation for each meeting.
• Every one- Supervisors, team members, managers, - must adopt a positive approach.
• Every member must be willing to participate and contribute.
• There must be immediate follow-up and feedback on all points.

To conclude the session:

Interflow Management Format

(A)Responsibilities:

Department manager:

1. Organize interflow in his dept.
2. Be sure that the meetings are scheduled and held.
3. Channel relevant information from the management team to the interflow chairman.
4. Review records of meeting.
5. Take action on points that require his attention.
6. Pass information of interest from interflow meetings to higher levels of management.
7. Give support and recognition to interflow chairman and members.

Interflow chairman:

• Actively gather information of interest from all sources, including his superiors.
• Prepare and conduct meaningful meeting.
• Pass on and gather points from his team members.
• Report topics discussed to management.
• Ensure prompt follow-up on points raised.
• Actively create and reinforced team spirit in the interflow group and his dept. as a whole.

Interflow team members:

1. Collect ideas and concerns from fellow employees. 
2. Offer opinions and suggestions readily during interflow meetings.
3. Pass information discussed during meetings to their colleagues.

(B)“Remember – Interflow management is not just a separate group of meetings held for supervisors and their subordinates to communicate, but, in fact, it is an essential part of the overall management of the company and a crucial ingredient in the total human relations activity.”

“Interflow must therefore; be managed with as much care and commitment as all other aspect s of the business. Interflow is something that must be developed until it is a meaningful and vibrant part of working life.” 

Thanks.

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Work Simplification for Company and Employee

Hell friends, This is not about shoe making. But its important to simplify work simplification to help increase productivity. So its very necessary  for a manufacturing company.

Work simplification is the organized use of common sense to find easier and better ways of doing work. Work simplification is a straight forward methods improvement program with no ulterior motive. It is not a speed up program and it is not designed to separate people from their job. Work simplification is not mean to force people to work harder or faster. The work simplification slogan that is used most frequently

“Work smarter not harder”.

Work SImplication

Work simplification is a practical tool. It involves uncomplicated improvements which simplify every day’s job and make them easier to perform. It has been known in many other names,

• Method improvement.
• Work methods program.
• Job improvement program.
• Work study etc.

Advantages of work simplification

1. It makes job easier.
2. It increases output.
3. It improves quality.
4. It reduces cost.
5. It eases the burden of supervision.

Work simplification benefit:

1. The employees.
2. The company, and
3. The society.

How the employee benefits:

1. A decent standard of living for them and their families.
2. The knowledge that they secure in their job.
3. The satisfaction of working for a profitable progressive company.
4. Satisfactory working conditions.

These things can only come from well managed and profitable company.The application of work simplification principle can aid employees by“Helping their company by making more competitive”
Thereby maintaining wages, providing job security and increasing personal and professional pride improving their job to make them easier.

Thus providing better and safer working conditions and less tiring work.

How the Company gets the benefit:

Company benefit by making profit and by the development of the company.

How the Society gets the benefit:
Consumer benefits from the availability and the prices at which they can obtain the product.


The five steps to work simplification

1. Select a job to improve.
2. Get the facts analyzing the job.
3. Challenge every detail-list the possibilities
4. Develop better method.
5. Install the improvement.

Find Some book about work simplification book from Amazon.

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