Productivity communication is a topic of directing function of management. Once the resources are acquired, they need to allocated to departments and individuals to use them and execute productivity plans. The plans are implemented through directions of managers at various levels in the departments. In IE department or other productivity improving sections, there are managers or industrial engineers or engineers who have to issue directions on long-term basis as well as very short term like day, hour and instant.
Productivity improvement is still a misunderstood activity. Many people bring in quality versus productivity debate into picture and create more confusion. Quality and productivity are different dimensions and both may be improved simultaneously or in a sequential order. If there is a tradeoff at any point of time, decision that gives net benefit to the system is taken.
What Taylor wrote on quality is not quoted by the quality people. They may not even know it.
Taylor on #Quality.
The inspector is responsible for the quality of the work, and both the workmen and speed bosses (#Productivity bosses) must follow his directions.
Functional Foremanship - F.W. Taylor. Organization for Productivity Management.
Lesson 342 of Industrial Engineering ONLINE Course/Productivity Management Module.
Taylor advocated a quality boss for the shop who is responsible for quality of the output of the processes, quality related training, quality control and quality assurance. Even productivity boss has to be satisfy him. But in the quality literature this point is not mentioned at all.
It is up to the productivity managers to make efforts to clarify their position and clearly communicate the benefits of productivity improvement activities contemplated by them. They have to use various communication channels like bill boards, circulars, and day to day reinforcement messages to clarify the objectives of productivity improvement projects, activities and instruction and develop positive attitudes toward them apart from clarifying the specific tasks to be done.
Directing Productivity Effort
Garner Participation and Commitment
A harmonious and open corporate culture is essential to continuous productivity improvement. This can be achieved through the following:
Commitment from Top Management
Top management sets the direction of an organisation. For any productivity plan to succeed, senior leadership must be fully committed to the cause. This commitment can be expressed through direct communication with employees on your productivity goals and strategies, as well as allocation of resources for productivity improvement. A senior employee could also be put in charge of the organisation’s productivity efforts.
In organizations, "top - down" and "bottom - up" have to be synthesized in every task. Managers have to make efforts to encourage operators to speak about productivity improvement measures that they want. Productivity should also result in extra income to the operators unless the product lines lose market support. In which case, the managers and operators have to search for new product introductions and new processes.
Communication and Creation of Awareness
Employees must have a clear understanding of productivity concepts, the organisation’s productivity goals and how these goals will benefit them as well as the organisation. They then need to be armed with the right tools to improve their productivity and know how they can play a part in the productivity journey.
It is, therefore, important to set up open communication channels between departments, staff and management to facilitate exchange of ideas and information, create trust and engage employees.
Mobilisation of Employees
Employees should be involved in each stage of the productivity effort — from the setting of targets and development of initiatives, to the measurement and management of productivity performance. Their involvement helps to foster commitment and provides them with a sense of ownership.
Functions of Productivity Management
Productivity - Communication
The general research question is:
What is the relationship between the amount of communication in an organization and its productivity? What are the factors that may moderate this relationship?
One particularly important factor is the type of work the organizational unit in question does. For units engaged in the production of verbal outputs-such as plans, reports, audits and in those whose primary work involves interacting with clients or customers-such as those delivering education, therapy, or advice-an argument can be made that the greater the amount of communication, the higher the productivity.
For units engaged in action or production, however, a different relationship would be expected: communication is good up to a point, but too much communication interferes with action or production. Moreover, in these units, high levels of communication may signal that they are experiencing difficulties and hence must engage in problem solving that requires high levels of communication. In this case, we can expect a non-linear relationship between communication and productivity, communication is positively related to productivity up to a point, past which it is negatively related.
In the case of the organizational unit engaged in producing software, we would expect an inverted-U shaped (2nd order polynomial) relationship between communication and productivity.
https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0250301
McKinsey Global Institute
The social economy: Unlocking value and productivity through social technologies
July 1, 2012 | Report
https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/the-social-economy
https://journal.stic.ac.th/index.php/sjhs/article/view/314
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