Post on 27-Dec-2015
EMgt 4110 EMgt 4110 Engineering Engineering
Professionalism and Professionalism and PracticePractice
EMgt 4110 EMgt 4110 Engineering Engineering
Professionalism and Professionalism and PracticePractice
Team DynamicsTeam Dynamics
Team• Definition of team
– A group of individuals with complementary skills working in collaboration to achieve a common goal.
• Why teams? 1 + 1 > 2 Real-time combination of multiple skills,
experiences, and judgments. Synergy
The Team Performance Curve
Working group
Pseudo-team
Potential team
Real team
High-performing team
Team effectiveness
Perf
orm
ance
im
pact
• Clarity about purpose, goals, or work products• More discipline
• Collective
accountability
Exceptional personal commitment
Stages of a team’s development
• Forming
• Storming
• Norming
• Performing
• Adjourning
Team Size and Roles
• Optimal size of a team• Team leader
– Guides and manages the day-to-day activity of the team
• Team member– Shares responsibility for the success of the
team
• Team facilitator or coach– Focuses on how the team gets its work done
Team Leader• Educate team members about the team’s
purpose, limits, etc• Tracking the team’s goal and achievements• Anticipating and responding to changes in
timing, schedules, workloads, and problems• Helping team members develop their skills• Communicating with management and the
rest of the organization• Removing barriers to team progress and
helping resolving conflict• Taking care of logistics
Team Member• Focus on the purpose of the team• Think less about personal goals and
more about the success of the team as a whole
• Work to develop an atmosphere of trust and respect on the team
• Listen more than you talk• Participate fully• Make realistic commitments and then
keep them
Team Facilitator
• Providing training as needed• Helping the team deal with conflict• Coaching the team leader or team
members on team skills• Helping the group use basic
problem-solving principles and tools• Leading team meetings
Multi-functional Teams and Cross-cultural
Teams
• People from different functional divisions with different skills and perspectives
• Differences created by different cultures and environments
• Increase creativity and knowledge level
Virtual Teams• Groups of geographically and/or
organizationally dispersed co-workers that are assembled using a combination of telecommunications and information technologies to accomplish organizational tasks
Team Problems
Team Charter
EMgt 4110 EMgt 4110 Engineering Engineering
Professionalism and Professionalism and PracticePractice
EMgt 4110 EMgt 4110 Engineering Engineering
Professionalism and Professionalism and PracticePractice
Week 2Week 2Organizational conceptOrganizational concept
Why Organize?
• Make a coherent, functional unit• Put synergy to your advantage• Provide rational direction and
coordination of work
Key Concepts
• Authority– Institutionalized power– Formal / informal– Commensurate with responsibility
• Power– = work / time
• Tall structures vs. flat structures• Chain of command• Span of control
Relationships in Organizations
• Formal– Vertical (chain of command)
• Informal– Horizontal (teams, work groups,
social clubs)
Causes of Conflict and Resistance
• Self interest• Lack of understanding• Uncertainty• Differing objectives• Personality conflicts
Conflict Resolution
• Chain of command• Dominance of the stronger• Negotiating• Problem solving approach• Change organizational structure
Conflict Reduction• Spell out responsibilities of each
party• Integrate goals and activities of
parties• Educate parties on how things work• Hold each responsible for their and
the other’s goals and objectives
Organizational Structures
• Functional Organization• Project Organizational• Matrix Organization• Divisional Organization
Functional Organization
Characterized by Stratified Levels of Management, Vertical Lines of Authority, and Work that is Partitioned According to Specialties of Disciplines (i.e., The “Function”). The Objective of a Functional Organization is to Emphasize Technical Excellence.
Functional Organization
President
PersonnelAssistant toPresident
Marketing FinanceProductionEngineering
MarketResearch
Sales
MarketingPlanning
Advertising& Promotion
SalesAdministration
EngineeringAdministration
HydraulicEngineering
PreliminaryDesign
ElectricalEngineering
MechanicalEngineering
ProductionPlanning
Tooling
IndustrialEngineering
ProductionEngineering
Puchasing
FinancialPlanning
Statisticsand Data
Processing
Budgets
GeneralAccounting
CostAccounting
PackagingGeneral
Production
QualityControl
Project Organization
Characterized by Pooled or “Chunked” Resources, Temporarily Banded Together for a Unique Project Effort and Centralized under the Authority of a Project Manager. The Objective of a “Pure” or “Direct” Project Organization is Command, Control, and Communication.
Pure Project Organization
Manager, Project A
Manager, Project B
President
Program Manager V.P. Marketing V.P. Manufacturing V.P. R&D
Marketing
Manufacturing
R&D
Finance
Personnel
Marketing
Manufacturing
R&D
Finance
Personnel
Matrix Organization
A Mix or Hybrid Structure, Incorporating both the Functional and Project Approaches, with the Hope of Optimizing the Strengths and Minimizing the Weaknesses of Each. The Objective of the Matrix is, Therefore, Control and Technical Excellence.
Matrix Organization
Program manager Marketing FinanceManufacturing R&D Personnel
PM1 3 1 ½ ½ 4 ½
PM2 1 4 ¼ 1 ½ ¼
PM3 0 ½ 3 ½ 1
President
Divisional Organization• Corporate divisions operate as
relatively autonomous businesses under the larger corporate umbrella
• Self-contained strategic business units
i. e. General Motor’s divisions
Organizational Change
Externalforces
Internal forces
Perceive need to change
Alternativeactions?
Select bestalternative
Implementchange
Lab
• Synergism Planning Exercise