This is an issue that has received very little attention in organizations and companies that operate within Latin American cultures. And yet
Who should not recognize that organizational efficiency is largely subject to the tasks to be carried out having physically fit people?
As Frederick Taylor (“Scientific Management”; Harper & Row - 1947) is usually reviled and criticized both by the academy, the union leadership, the political corporation, and the unions in the different countries south of the Rio Grande, little or no application. It has been carried out in Latin American companies of the concepts and practices that this curious and innovative researcher has carried out of the actions - mainly motor - that people deploy in companies.
Some people think that physical skills are no longer important in modern organizations and enterprises.
We suggest that they take into account the importance they had since the launch of the first Soviet Sputnik in 1957.
As a consequence of the importance of physical abilities in the space program, comparisons were made worldwide in relation to the physical levels of aptitude of the different North American youth.
The results showed that young Americans were substantially disadvantaged relative to their foreign peers.
As a consequence of these results, a national program to evaluate physical abilities was carried out, which is still in force and which responds directly and under the auspices of the President of the United States of America.
We can point out that of all the variables that are related to the physical abilities to carry out a task, one of the main ones has to do with the “division of labor”.
There is a widespread conception that the division of labor and focus on physical skills - as well as the difference between organizational participants who think and decide how things should be done compared to those who only have to do.
It also associates the division of labor with the size of the company assuming that large organizations are the only ones with a high division of labor.
We did not find much evidence of both propositions.
First, it should be noted that the English textile industry already had a high division of labor in the 10th century, dating back more than 900 years before Taylor's pioneering work.
On the other hand J. Litterer ("The analysis of organizations"; Wiley - 1965) shows that there are different reasons that justify applying the principle of division of labor regardless of the size of the organization.
First, there are physical limitations that make it impossible for a single person to perform all the tasks, and a second restriction has to do with the limits in terms of the knowledge necessary to carry out the task.
And the third aspect has to do with the fact that the division of labor allows higher levels of effectiveness and efficiency to be achieved.
Adam Smith (1776) is given the name "division of labor" who in turn also suggests that there are three main reasons for achieving higher productivity as a result of the division of labor.
They are: 1. increases the employee's skill level; 2. there is no waste of time in relation to moving from one task to the next; and 3. promotes the development of improvements and inventions as well as the use of new equipment and machinery, which in turn must increase productivity.
Adam Smith shows how through the production of pins a factory is in a position to produce up to 4800 units per day, while if each employee dedicated himself to making a pin on his own, perhaps he would not even manufacture twenty of them and in some cases not even one.
To get a more precise idea of the tasks to be performed - and the necessary physical attributes - a task can be broken down into two main elements (J. Litterer; 1965 - already quoted):
to. The first one has to do with the “scope” of the task / work to be carried out, which mainly has to do with the degree of influence that the employee can exert with respect to their work context, thus being able to carry out the task with greater discretion (and with less control and supervision from third parties).
b. The second important dimension of homework has to do with the scope of the homework.
Here the incumbent performs few tasks and repeats the duty cycle frequently. When more varied operations are carried out, the duty cycle is not repeated as often and the scope is therefore greater.
There is a fairly pervasive idea in Latin American cultures that people are generally highly creative - within them - and generally prefer more complex tasks than repetitive ones.
There is a very interesting work that was done in Maytag where EH Conant & MD Kilbridge (“An interdisciplinary analysis of job enlargement: technology, costs, and behavioral implications”; Industrial and Labor Relations Review, volume 18 - April 1965) who studied the consequences and staff attitudes associated with two different types of work: online production or workbench production.
The authors find in this field work that there is no direct and positive correlation in favor of greater complexity in the work.
An interesting finding has shown that social interaction between people was greater in "line" jobs than in those "in workbenches".
This suggests that “enlarging” people's work is not always the best option in all cases. In this sense, it is suggested to take into account some of the conclusions reached by J. Biggane & P. Steward (Job enlargement: a case study ”; Bureau of Labor and Management, State University of Iowa - 1963).
These authors emphasize that "job enlargement" makes the task more meaningful for the worker and is also more rewarding for him.
It usually has a positive effect in terms of the quality of work. But on the other hand we must recognize that "job enlargement" has a limit which we must not exceed.
Authors Alan Filley & Robert House (“Managerial process and organizational behavior”; Scott, Foresman and Co. - 1969) conclude that: “It would appear that the policy at Maytag was to enlarge jobs to a semi-skilled level rather than to move to a skilled craft orientation.
Enlarged jobs, at least of the bench variety, require more space and duplicate equipment.
There are also some processes that must retain balanced assembly or continuous production characteristics. Finally, since retraining takes longer as skills levels are increased, absenteeism and turnover are costly.
Workers cannot be replaced as easily as they can for routine assembly-line jobs. ”
The myth of creativity and the preference for "enlarged" work designs has been well exemplified by Professor Philip Marcus (Eric Gaynor Butterfield; Paper: Sociology of organizations "- 1973).
Dr. Marcus noted that despite the apparent dissatisfaction of workers regarding automotive assembly lines, any notice requesting staff found more applicants than any other more creative job. An interesting finding in this regard has to do with the fact that more and more people seem to be making the decision to "do a job with little meaning", but on the other hand they reserve free hours where they "do the things that are meaningful to them for yourself "(Eric Gaynor Butterfield:" Job Satisfaction "Workshop; July 1995).
Initially one of the main works of Frederick Taylor ("Principles of Scientific Management"; New York: Harper & Row - 1923) had to do with getting to know what would be the daily production of "a first class worker" that would represent the standard - or benchmark, in today's terminology - production for others.
Taylor's "study of times" had a similar version in the works of Frank & Lillian Gilbreth, who instead of talking about times, emphasized the importance of "motion study" tools.
A very good description of “motion studies” is made by W. Spriegel & C. Myers (eds.) In “Writings of the Gilbreth`s”; homewood, IL: Irwin - 1953: Motion study is “the science of eliminating wastefulness from using unnecessary, ill-directed, and inefficient motions”. According to these authors, the six steps of the Gilbreth brothers' analysis of the "motion studies" are:
1. Write down the “current practice”; as it is currently done.
2. List the different movements (“motions”) that are performed.
3. Make a list of the different variables that influence each of the movements.
4. Write down the best practice.
5. List the different movements (“motions”) that are performed.
6. Make a list of the different variables that influence each movement.
Roger Schank makes the following observations in the section titled: “Companies that get new people productive faster will become more profitable.
The ability to train people at their home office locations via a three-hour computer simulation is enormously appealing for many reasons, not the least of which is turnover.
Nothing frustrates organization leaders more than spending a lot of money flying people all over the place, getting them trained only to see them leave a short time later, and then repeating the process. ”
Schank suggests that in a very short time SME companies must be in a position to have “virtual” training software at a relatively low cost (between $ 500 and $ 1,000).
Due to his particular pragmatic approach, the author concludes that on the job learning will not disappear in the coming century; but in any case it must have to co-exist with virtual learning.
Regarding the ability to innovate of organizations Sachiko Nonaka & Nobuko Takeuchi (“The knowledge-creating company”; New York: Oxford University Press - 1995) make some suggestions that both top managers and also businessmen and organizational leaders do not they should neglect:
”To become knowledge-creating companies, managers in the East and West need to build and manage multiple conversions, spirals, and syntheses, and not be content simple to carry out a one-dimensional boeing match.
The key lies in multiple transformations across multiple dimensions, or what we will call hypertransformations ”. In order to cope with the uncertainty Japanese companies “are turning themselves into knowledge-creating companies on a global scale.
They will emerge stronger from the current recession, since the seeds for continuous innovation have already been sewn. Japanese companies have taught us that innovation can be achieved by continuously creating new knowledge, disseminating it widely through the organization, and embodying it quickly in new technologies, products, and systems.
This knowledge-creating process is no longer an enigma. This process is also no longer endemic to Japanese companies. It is universal ”.
Those who think that training and coaching of personnel is very expensive can try to ignore it.
They will have enough time to rest when they are out of work or without a company (Eric Gaynor Butterfield; Training Day, Buenos Aires 1995).
At this point there will be no lack of someone to suggest that: “Ok, it's very good. Now it is necessary to appreciate the importance of physical abilities as a consequence of the space race, something similar to what happened almost a century ago, but in other contexts. ” But not all people are involved with space programs.
In this sense, I would like to remind you that all of us line up under many situations in our daily activities.
We do it in Banks in front of personal ATMs, and also at the exit of supermarkets, or shops in shopping malls.
And we are not surprised to find a Client who is in one row and decides at some point to move to another row, since although he is a novice in observing that particular situation, he has been able to observe that someone operates more efficiently than his peer.
Field work has shown that the differential physical abilities between people can produce higher performances - at the same remuneration - in the order of 15 to 20%.
Regarding the analysis of tasks in the workplace, we can point out that it has not been given enough attention despite the important implications it has, since it is linked to performance according to certain standards (such as ISO 9000, for example). example) and also influences security aspects and their consequences, which include strong legal implications that can be dysfunctional for companies.
An important distinction is the one that we must make between the analysis of the task in the position and the specifications of the position since the first one focuses on the description of behaviors in the position, which turns out to be totally independent of the characteristics that the people who perform tasks. Job specifications have more to do with personal characteristics, which are presumed to be necessary for successful performance.
Possibly EJ Mc Cormick ("Job and task analysis"; in (ed.) D. Dunnette - Handbook of Industrial and organizational psychology "; Chicago: Rand McNally - 1976) has been one of the people who has made the most contributions in this particular area and hence we must consider as he has defined it.
For Mc Cormick, job analysis is about collecting information on the following:
to. job-oriented behaviors, such as job task list and work procedures;
b. some behaviors that have to do with personnel and that are more conceptual and abstract in nature, such as the supervision of others, information processing, and decision-making;
c. the behaviors that occur as a consequence of the person's interactions with machines, equipment, tools and materials;
d. methods related to performance evaluation and assessment, such as acceptable error rates and productivity levels;
and. the context in which the work is carried out, such as working conditions, the remuneration system, among others;
F. staff-based requirements such as skills, physical abilities, and personality characteristics.
Different field works show that to a large extent organizations, companies and corporations within the different Latin American cultures have begun to take into account "more modern" but not necessarily more effective organizational models, and have not considered that learning is cumulative rather than substitute. By this we mean that ignoring the importance of physical abilities and the contributions of the scientific administration may be costing organizations in different Latin American cultures very dearly.
Chinese leaders, their rulers, businessmen and leaders have obtained enormous benefits as a result of the application of techniques, models, principles and attributes that are related to an organizational model that, within some industries, even physical skills are still very important for gain a competitive advantage.
And this does not mean that they do not take into account that within other organizational models mental and conceptual abilities are perhaps more important than physical ones.
That is why we make available to interested readers, different materials related to the importance of physical skills and how they relate to the design of work in organizations and companies.
Many entrepreneurs enjoy a competitive advantage, even today, exclusively by taking into account these - apparently simple - aspects.
Some of the main works are detailed below, representing an “initial” Bibliography hoping to increase and consolidate it with your participation. Thank you very much for sharing.
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I hope that this Bibliography - largely incomplete on this particular subject - will be useful for the managers of organizations as well as entrepreneurs, to help make their companies more competitive.
