In Search if Teamworking in a Major Supermarket A Fig-Leaf for Flexibility

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  • 2016.04.16 / 2016.04.16
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본문내용
for Flexibility?
- 이 장은 대형 수퍼마켓에 lean production(재고예측과 생산계획의 안정화를 기반으로 하는 도요타 공장의 방식) 도입 이후의 팀체제로의 경영 변화를 살펴봄.
- lean 방식은 팀체제에 ‘표준화와 업무 개인화’를 수반하게 함.
- 기존의 선임 노동자(리더역할을 하는)를 새로 바꾸며 new lean team은 세가지 형태를 가짐
1. 일종의 팀정신(team spirit) 개념을 도입해 노사간 파트너쉽이 필요함을 강조해 회사를 일종의 거대한 하나의 팀으로 통합
2. 핵심기능인 계산대와 상점의 물건을 채워넣는 주변의 일을 나누어 유연하게 일을 하도록 함
3. 정육이나 제빵, 불량탐지반과 같은 업무는 유연하지 않게 유지함.
- 새로운 경영기법인 lean production 실제 일을 어떻게 변화시켰는지 살펴봄. 특히 주야교대 야간근무, 식료품, 계산팀을 포함한 계산대 기능과 물건을 채워넣는 팀을 중심으로 살펴봄.
The teamworking debate
- 지난 20여년간 확산 된 팀제도는 자동차 공장에서부터 시작되어 서비스 분야까지 확대되고 현재는 콜센타까지 퍼짐.
- Womack, Roos and Jones(1990)은 lean team을 지지함. 팀제를 통해 팀원들의 자율성, 의사결정, 기술 및 지식의 공유와 문제해결능력이 향상됨을 주장.
- Rinhart et al(1997)는 Womack의 주장이 모순적이라 반박. 자율성은 과거의 팀제에서나 가능했지, lean team은 top-down 방식이서 불가능함을 주장함.
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