HRM_UNIT1-5complete

8/8/2019 HRM_UNIT1-5complete

1/89

CA5005-Human Resource Management

Prepared by 2008-2011 batch students.

Guided by S.Suresh Kumar, HOD- I/C-MCA-RVSCET-DGL.

Page 1 of 89

Human Resource Management

UNIT 1

UNIT I Leadership 9

Technical Leadership- Leader's Goal,Conviction, Vision - Transformational and Transactional

Leadership -Leader's Vision - Professionalism - Importance, Elements -Managing Awareness-

Performance -Manager's Role in Professionalism.

Introduction to HRM

Human Resource management is the planning, organizing, directing and

controlling of the procurement, development, compensation, integration and maintenance

of people for the purpose of contributing to organizational, individual and societal goals.

Objectives of human resource management

a. Social objectives.

b. Organizational objectives.

c. Personal (or employees) objectives, and

d. Labor union objectives

Functions of HRM

Organizational planning and development Performance appraisal

Strategic human resource planning Compensation and benefits

Job analysis Healthy and safety

Staffing Employee relations

Training and development Union relations

HR information and assessment systems


2/89




Page 2 of 89

The Technical Leadership

A technical leader, is one who technically thinks, provides technical stimulationto his workers.

John Keffer Technical Simulation - bought all types of printers strengths

& weakness new attractive products.

John Keffer as manager of the printer group in IBM. His team needed technical

stimulation. So he purchased several of the leading competitors' products and

installed them in his laboratory. He challenged the engineers to find machines

were superior to the IBM products. Next six months his people learned their

strengths and weaknesses. They eagerly proposed plans for several attractive new

products. John made them understand and accept the vital importance of his goals.

Imaginative leadership of this kind is a key aspect of successful technical

management

The Leaders Goal

Set goals and drive unswervingly (solidly) to meet them.

Setting Goals

When people understand and accept a goal and believe they can meet it, they will

generally work very hard to do so.

If goals require too dramatic a change, people will have trouble knowing how to

start.

Immediacy of the goal is important. There are so many short-term crises that a

long term objective is often deferred until it too becomes a current crisis.

People should define their own goals

If they cant, management should help and remove constraints. Then they will

accept aggressive goals and strive to meet them

Bob Evans Introduction of IBMs 370 (virtual memory) replacement of IBM360

Bob Evans handled the introduction of IBM's 370 computers. He was sent to

Washington to head IBM's military products division. He returned after five years

when the time had to replace the 360 machines. During the same period the new


3/89




Page 3 of 89

concept called Virtual memory had excited. Virtual memory would greatly

simplify the customers Programming task.

Disadvantages of virtual memory

Virtual memory was inefficient. It rapidly declining memory cost. It achievedmore economically with large memories. Bob Evans saw that virtual memory was

important and realized that a decision must be made. Marketing people and

leading engineers was unfortunately, No hard evidence to support either side. He

used technical judgments when the stakes where high. The prior design would

have been completed and the 370 systems would have included virtual memory.

Bob Redirected 1000s of engineers & programmers & launched the virtual

machine IBM370.

He used technical judgment when the stakes were high & there were no clearanswer

The Leaders Conviction

In addition to setting the direction (goal) the leader must have the courage to stick

with it.

James Mac Gregor Burns points out Leadership is grounded in the seedbed

of conflict

General David Sarnoffof RCA ( 3 color picture tube ) Vs CBS ( colored disks

are spun)

CBS system was approved in 1950 by FCC (Federal Communications

Commission)

Sarnoffsaid We may have lost the battle , but well win the war

Dec 17, 1953 FCC approved RCA and making RCA design as industry standard.

Engineers did remarkable job, but it was Sarnoffs conviction that carried the day.


4/89




Page 4 of 89

The Leaders & their Followers

- The leaders drive & spirit provides the focus & energy for an organization, but the leader must

first attract followers to the cause.

- The power to control is not the same as the power to lead , for leadership is a mutual

relationship, & as Burns says All leaders are actual or potential power holders, but not all

power holders are leaders

- Leaders must also care about their followers (is) thinking about the people, their needs & their

aspirations.

- Caring is demonstrated by Napoleon knows the names of this gunners & Tom Watson

remembers names of wives & children of the factory employees.

The Transformational Leadership (Build on dreams and ambitions)

- Way to excite peoples imagination is to build on their dreams & ambitions.

- Tom Wests team building Eagles computer Project at Data General - Rumor

kludge or a patched-up-machine - an effort to build the unattainable, the perfect

computer.

- West talked about plan, importance, competition, problems & exciting the new kind

of new machine.

- Wests Team worked incredibly long hours & best design in a competitive race

tremendous effort paid off with a successful machine.

- Transformational Leadership is convincing their followers to dedicate themselves

to their goal , rewarding for everybody involved, engineers and programmers gain

enormous personal satisfaction & company gets superior product

- E.g. RCA tricolor tube & IBM370 computers.


5/89




Page 5 of 89

- Henry Kissinger - Leadership comes from The subtle accumulation of nuances , a

hundred things done a little better

- Transformational leadership includes Visioning, Modeling, setting standards,Building culture and climate, Boundary Management, Synergizing, searching and

nurturing talent

The Transactional Leadership (Build on dedication and pride)

Legitimate Power It is the official power of a managers position. It includes such key

rewards as salary increases, job assignments & promotions.

Manager decides Who works on what project? Who is recognized? Who is promoted?

Employees Know

- Their managers opinion is important.

- They work hard to earn & to keep their managers favor.

- Managers just use this reward-and-punishment power overtly; it lurks behind everything

they do.

- Leadership based on legitimate power is called Transactional Leadership

- It can motivate action (e.g., Printer project), but also has limitation.

- Transactional leadership includes - Policy making, Planning, Developing systems,

Monitoring performance, Coordinating, Rewarding & Coaching.

Limitations of Transactional Leadership

- Employees with worries about their salary / next promotions are likely to focus on what

the boss wants rather than on what the job needs

Traditional kind of Managers attitude

- Threaten.

- Offer reward or assert authority.

- Appealing employees loyalty.


6/89




Page 6 of 89

- Suggesting a better way to do the job.

Leadership kind of Managers attitude

- Point out that they had not tried as hard as they might.

- Exhausting all possibilities.

- Not measured up to their (own) standards.

Result

- Dedicated professionals feel ashamed to have failed to perform as they know they should.

- Treat this as a Challenge to try again can be a great stimulus.

Reason/Analysis - (Why they did not do the job right for the first time?)

- Most people need periodic encouragement to do their best.

- Need to be charged up & reminded that the goal is important & achievable.

Conclusion/Findings - (Technological Nature of Projects)

There are many failures for every success; it is easy to become discouraged.

Engineers & scientists are constantly struggling against adversity.

Developers who give up easily will never complete a product & their manager must sense

this & urge them to try harder.

Managers should guide, support and help, but above all they must not let their people quit

too soon

Leading from below

It is tempting to view leadership as something that Someone up there.

Every manager can behave as a leader.

Take charge of their jobs & energize their people.

Leader role from the TOP.

Senior Executives recognizes the need to take action.


7/89




Page 7 of 89

Leader role from the BOTTOM.

Junior managers are immersed in sea of bureaucratic attitudes & routine responsibilities.

LEADERS VISION

The most vital characteristic of the leader is vision.

Tom Watson, Jr. in the 1950s saw that the computer was the key to IBMs future, over

his fathers strenuous objections literally drove International Business Machines into the

computer business.

Early leaders of AT&T should this same vision they built the long lines telephone

business, often at the expense of the more lucrative local phone operations.

The lack of vision is, in fact, single most significant reason for IBMs failure to

maintain its leadership position in information processing.

Tom relinquished the reigns of IBM in 1970,a series of new chief executives took over.

Their visions were principally of financial growth rather than IBMs role in the society of

the future.

While they may have strong personal views on the companys future, only their financial

views were clear to the organization.

Such a lack of vision often leads to fatal mistakes and missed opportunities.

The tragedy of IBMs declining fortune is that this lack of vision was solely an executive

problem.

IBMs technical people had strong views on what the company should do.

One letter to the IBM senior vice president and group executive, Spike Beitzel, in

November 1970, argued that IBM should establish operational compatibility as its key

strategic objective.

The letter went on to say:


8/89




Page 8 of 89

Interconnected Systems, as well as interconnected networks of Systems will be of

growing importance in the 1970s and a major factor in the 1980s.

This vision anticipated by over 20 years the networked Systems of today.

THE LEADERS CONVICTION

The leader must have the courage to stick with it.

James MacGregor Burns points out that Leadership. Is grounded in the seedbed

of conflict.

Once leaders make decisions, they must drive to overcome all obstacles, and when theirpeople are ready to give up, they must rally them for another try. This is the way General

David SarnoffofRCA acted when he shaped the future of color television.

In 1950 RCA & CBS disagreed over the way color television should be broadcast in the

United States. The RCA design used an advanced, tri-color picture tube that was under

development.

CBS advocated a mechanical system using a readily available technology that spun

colored disks in front of the picture, much like the synchronized shutters on a movie

projector.

Although the CBS system seemed complex, it was thought by many to be less risky than

the unknown RCA tube.

In 1950 the Federal Communications Commission FCC approved the CBS proposal.

At the time, Sarnoff said,We may have lost the battle, but well win the war. He

was convinced that the RCA system was superior, and he accelerated development of the

tricolor tube.

On December 17, 1953, after RCA had demonstrated its system.

The FCC recognized the tricolor systems technical advantages and reversed itself, thus

making the RCA design the industry standard.

With all the resources of RCA at his command, Sarnoff originally had not been able to

convince the FCC. They had the final authority, and they had spoken; consequently

everyone but Sarnoff though the tricolor system was dead.


9/89




Page 9 of 89

Sarnoff, however, kept his people working on the tube, and when they succeeded, the

television industry was revolutionized.

The engineers did a remarkable job, but it was Sarnoffs conviction that carried the day.

Professionalism

A professional is a member of a vocation founded upon specialized educational

training.

The word professional traditionally means a person who has obtained a degree in a

professional field.

Personal and confidential nature of many professional services and thus the

necessity to place a great deal of trust in them, most professionals are held up to strict

ethical and moral regulations.

Importance of Professionalism:

Harlan Mills says, "right knowledge and discipline, error -free program could be written

by almost any competent professional.

Paul Friday says "Bureau of the Census, and his assignment was to write a complex

real-time program to control a nationwide network of 20 computers .

"SIR ISAAC NEWTON" --said "If I have seen farther it is by standing on the shoulders of

giants."

Key elements in professionalism:

Two key elements are:

The knowledge of what to do.

Discipline to do it.

Managing Awareness.

- Obviously important that it seems unnecessary to spend much time on it.

- IBM ran a survey of nearly 200 programmers to find out what they were doing to stay up to date.

Key finding were as follows:

-> 72% read trade magazines, but less than 19% read technical journals on a regular basis.


10/89




Page 10 of 89

-> 42% had attended company - sponsored symposia, workshops, or seminars but only 8% had

been to external professional conferences.

-> 71% spent five hours or less per month of personal or job time in keeping informed o the

latest technical events in their fields.

-> 87% had never published any external (to IBM) paper

Survey of 85 Attendees at IBM Conferences

Percent

Had a good 8

Stimulating discussion 17

Got valuable general information 36

Got specific information for my project 15

Got very important information for my project 6

Got specific information for a colleague's project 18

Professionalism & performance

*IEEE Spectrum ran a survey to find out how managers and professionals felt about

professionalism.

* An astounding 81%of responders felt that it was either "essential" or strongly helpful "for

engineers to keep technically up to date.

*some years ago, an RCA study compared the job performance of 200engineers from four RCA

laboratories with their professional behavior.

EXAMPLE: ROBERT CROOK

-- Also shows a significant correlation between professional activity and job performance.

TEST: The study selected non managers between 30 and 60 years of age

RESULT: The result showed a strong correlation between job performance and professional activity in

presentation, patents, awards and technical currency.

*Presentations

*patents

*awards

*technical currency


11/89




Page 11 of 89

Managers role in professionalism:

There are many thing manager can do to set a professional example in there

department.

1. When reviewing the project, ask the engineerings what they know about the

work of other group in the technical specialty.

2. Read technical journalisms and send copies of interesting articles to projectmembers with command and questions.

3. Promotion reviews, explore the professionals histories of the candidate.

4. In promotional announcement highlights such professional accomplishments as

talk, articles, and patterns.

5. Celebrate outstanding contributor at a recognition dinner or other special event.

6. Invite key people to give occasional tasks or papers at technical society meetingsand give them special recognition when they do.

7. Above all, managers set the professional tone for the organization.


12/89




Page 12 of 89

KEYPERSON BOOKS/EVENT/ACTION/CAPTION COMPANY

John Keffer (A)Technical Leadership IBM

Bob Evans (E)Introduction of IBMs 370 machine. IBM

James MacGregor (C )Seedbed of conflict -David Sarnoff (E)RCA and CBS of color television in

year 1950

(C)We may have lost the battle but

well win the war.

-

Tracy kidder (E)Described the competition, the

problems in the market place.

Eagle computer

Tom West (E.g. )Transformational leadership. -

Henry Kissinger (c)the subtle accumulation of

nuancas, a hundred things done a little

better

-

Tom Watson (E)International business machines

into the computer business.

IBM

Spike Beitzel (A)Established operational

compatibility.

IBM

Harlan Mills (C) Great thinkers and innovators. -

Paul (Award)Gold medal, for commerce. -

Gutenberg (A)Scientific Development -

Sir Isaac Newton (C)If I have seen farther it is by

standing on the shoulder of giants.

-

Dick Daugherty (A)Manufacturing plan to handle

growing volume of orders.

-

Robert K.Merton (C)Great ideas are in the hands and

several scholars simultaneously wave

their nets

-

Robert Crook (A)Significant correlation between

professional activity and job

performance.

-


13/89




Page 13 of 89

UNIT-2

UNIT-II - MANAGING TECHNICAL AND PROFESSIONAL PEOPLE 9

Goals of Engineers and Scientists, Work Assignment, Need for Influence,Professional Careerand Goals, Age and Creativity, Performance, Motivation,Employee Partnership, Career Risks,

Technical Competence, Professional Discipline, Managers Role in Professional Discipline,

Guidelines.

Goals of Engineering and Scientists:

The great scientist HelmHoltz says Scientist with inner strive to knowledge, acquire a

high understanding of their relation to humanity

Thus scientists are trying to obtain knowledge and for personal mean.

Ww2bug physics professor named Wllhelm Wien compare Theory of physics With

mountain Trekking (climbing)

They experience whole would of Though as developing entity, which is infinite in

comparisons with the brief life of scientist

Scientist search for meaning and relationship in nature but engineers seek to create

their own monuments.

There is a common grid between scientist and engineer which is planned out by George

east man With an ideal journeys end is never reached, There is always the experiment

the hazed of going beyond where anyone else has gone.

Charles Eames, designer of the chair and few other functional products says that We

need to design for ourselves but deeply for ourselves then we are likely to discover that

the result satisfies other people.

Tracy Kidder has said I was looking for opportunities, responsibilities &visibility.

Tracy Kidder capture this attitude in the words of Rasala, one of the data generalengineers who helped to design and build the eagle computer.

Rasala shrugged his shoulders I wanted to see what I was worth.

The best engineers and scientist dont work for a company or university or laboratory,

they really work for themselves.


14/89




Page 14 of 89

Work Assignment

Because of the professional need for unique achievement, managers need to carefully

match people with their work assignments.

Some people like to solve technical questions others seek team excitement in group

Example:

The objectives in W.O.Bakers words are A compact, highly motivated community of

scholars who interact with one another.

Baker was chairman of the Bell Telephone laboratories where he produced highly

creative environment by mixing talented people from many discipline in an integrated

community where they could stimulate one another.

Professional need for unique achievement, manager needs to carefully to match people

with their work assignment.

Success in matching talents to assignment is deep and on convincing the engineers to

voluntarily enlists to do the job.

Dr.Jones Salk, who dedicated many years to preparation and clinical testing before he

could introduce this polio vaccine

Thomas A. Edison once described genius as 1% inspiration and 99 % perspiration.

The Need for Influence

JRF (Junior Research Fellowship) is a test to become a scientist.

The Junior Scientist has to set up experiment, gather data, clean equipment or calibrate

Instruments. Similarly young Software Engineers frequently start in maintenance or in

system tests and release.

Dr.Parker of MIT Scientist said If you dont take responsibility for supervising others

or for going after the money doing all the things that you could care less about then

somebody else will do it and you will be directed by that person.


15/89




Page 15 of 89

PeterDrucker said The Focus has to be on the jobThe job is not everything, but it

comes first.If a job itself not achieving, nothing else will provide achievement

Ritti found that If her work assignment is blocking performance, blocking goal

achievement. The Engineer will feel both under utilized and relatively powerless to do

anything about it.

THE CHANGING PROFESSIONAL CAREER:

As people mature, they gain a better understanding of themselves and learn to

appreciate their own strengths and weakness

Dan, a talented young Scientist who worked for me when I first joined IBM, is a

good example of the way of professionals attitudes change during their careers.

Dan was enormously concerned about status and job titles. And made big fuss

about the size of his office and the style of its furniture.

The entrance was at the back of building by trash cans, and only one of the offices

had a window. My office didnt have a carpet, my future was scratched and dented and

no once office even had a door.

Dan saw this as a personal affront and although I tried to convince to him that these

conditions were only temporary, he soon quit joining another company.

Years later, he was entirely happy with a cluttered office in a university department

and felt no concern about the lack of carpet or expensive furniture.

EVOLVING PROFESSIONAL GOALS: Professionals learn from their success and failures .Success build self-confidence,

and defeat s often provide graphic evidences of shortcomings and limitations.

While Professionals in their 20s and early 30s frequently dream of greatachievement, they often lack of the skills or dedication to accomplish them.

Young engineers realize that the problems arent technical at all. They need to

understand professional work, perfect interpersonal skills, builds a foundation of self-

confidence, and learn the value of personal discipline.


16/89




Page 16 of 89

Although knowledge, skills, confidence and discipline will all generally come with

experience, young professionals can be greatly helped by supportive managers and senior

associates.

Professionals who have turned 30 have few doubts about their own ability, but they

also begin to realize that a working lifetime is not so long after all. Thirty is halfway of

60,and this distant milestone suddenly seems uncomfortably close.

The 30 year old Professional has generally gained a realistic appreciation of his or her

abilities and thrives on difficult and challenging work.

Although few realize it, the 30s are make-or-break years. By the end of their 30s the

most successful engineers and scientists need little management guidance.

Late 40s most professionals have a realistic view of their prospects, but their need for

Professional reinforcement is probably greatest. It is easy for young engineers orscientists on their way up to feel Self-confident, but those who have passed their peak

often face serious problems.

Late career extends from the late 40s through the 50s and beyond. In this stage

Professional have generally accepted their fate and dismissed their dreams for what they

were.

This highly rewarding career phase is the one passages author GAIL SHEEHY

entitles no more bullshit

AGE AND CREATIVITY

Enrico Fermi professor in the physics dept. at the University of Chicago said that those

who had made a significant scientific contribution by the age of 21 never would.

He never started the basis for his opinion, but it worried a lot of promising youngscientists

Donald pelz made a survey at research center at the University of Michigan.

He started a multiyear study of the attitude, environmental circumstances, and

performance of scientist, and engineer at the national institute of health.

The study was ultimately expanded to encompass some 1500 engineers and scientist at anumber of university, corporate and government laboratories.


17/89




Page 17 of 89

The initial peak generally occurred in the mid 30s, but a late peak occurred in the midto late 50s.

In 1979 UNESCO Study of several European research institutions also identifies a latepeak of productivity.

Harry Levinson cites several example of late life creativity.

Santayana and Sandburg compose major works in their 70s and Sigmund Freudremained active into his 80s.

Benjamin Franklin invented bifocal lenses when he was 78.

Sophocles wrote Oedipus Rex at 75 and Oedipus at colonus at 89.

Pablo Casals was still music's greatest cellist at 90.

Titian completed a major masterpiece at 95 and started another at 97.

GAIL SHEEHY,"UNANTICIPATED CRUCIBLE, that occurred around in the ageof 40.

Thomas Edison's 1100 inventions were produced late in his 84-year life.

AGE AND PERFORMANCE

RICHARD L.SPROTT, in 1980 edited a series of studies on this subject that provideclear evidence of declining ability with advancing years.

This decline was largely a related to performance speed, however, and not to intellectualability.

WAIS(Wechsler Adult Intelligence Test Scores)by age during middle adulthood Six verbal tests (Information& Comprehension) and five non verbal performance test

(Digit symbol Block Design) were administered.

An interesting counter example is described by Szafran, who tested a large number of

airplane pilots between the age of 20 and 60.

His finding indicate "No age associated differences in performance even under verydemanding overload conditions"

A further series of tests addressed the effect of age on reasoning ability


18/89




Page 18 of 89

A large number of men were tested an intellectual performance in two series of tests sixyears apart.

More recent studies by the MacArthur Foundation and others have shown that theintellectual capacities of many people can actually improve with age.

Many complex factors determine the effect of age and performance.

Health generational differences, intelligence, and continue activity all have a row.

AGE AND MOTIVATION AT&T made a 20 year study of the changing attitude of manager in order to better

identify future leaders.

The research found a high correlation between job attitude and career progress and

they identify the single most important differences to be the high priority the futureexecutive placed on their work.

Their jobs were increasingly important to them as they advanced.

For the rest the heavy personal investment is not balanced by the questionable odds ofcontinue advancement

With age and experience, this career tradeoff gradually but steadily swings toward thehome.

The management pyramid inexorably narrow at the top and promotional progress is

increasingly competitive.

Since every promotion has only one winner and many losers, most employee regularlyface vivid reminders of their approaching career limits.

THE MANAGEMENT-EMPLOYEE PARTNERSHIP

Some employees sue dull assignments as an excuse for poor performance, Rationalizing

that if they had challenging jobs, they could excel. They thus blame management for their

"Burned-Out" attitudes, accusing their managers of not challenging them.

No commandment or bill of rights guarantees every employee on interesting and

challenging job. In fact, the reality of the work place is often just the reverse. But, with

the right attitude, almost any job can become rewarding.

Consider again the case of Craig's dull assignment. He could have used the routine

nature of his reports to his advantage.


19/89




Page 19 of 89

To be fully effective, managers and their people should form a partnership.

Managers can encourage this process by assigning meaningful work to each of their

employees and helping them discover a creative approach to the tasks that must be done.

The Cuckoo's Egg is a book that describes a fine example of the creative

opportunities in routine work. Reviewing the time records for computer usage at his

laboratory, clifford stole noticed a minor usage discrepancy. It was only a minute in a

large amount of time, so most people would have ignored it, but stole was curious.

Career Risk and Age

As engineers and scientist age, they have fewer career option and less time torecover from mistakes. unfortunately, an employee's defects are often remembered more

vividly than the successes. With the passing years fewer doors are open to professionals

with mixed histories.

Superior technical work, however, entails risk, and technical people who play it safe

rarely excel. an example of the problems this can cause was evaluation done of a new

testing method proposed by a research department. The laboratory manager have been

outspoken in his push to control budgets, so the engineer doing the evaluation suspected

that the lab manager wanted the proposal rejected. the evaluator was so nervous about the

likely reaction that the focused only on the proposal's problems, overlooking its many

advantages.

Motivation and Technical Competence

It is commonly felt that technical talent applies only within a narrow field of specialty

but that motivation is universally use full. While this is true some degree, it is fare to

simplistic a view. Technical competence generally grows throughout a professionals

career and is a constantly expanding assert.

For the First release if IBM's os/360 control program. A trainee had written the

initial reader interpreter, and it was so slow that the faster IBM computer at the time

could not keep up with a card reader. Because of his compiler experience, however


20/89




Page 20 of 89

experienced engineer was able to redesign the program over one weekend to get a 1000

times performance improvement!.

In both hardware and software, technical skills are widely applicable. Since the basic

concepts of science and engineering apply to all technology, the knowledge and intuition

gained in one area generally help in many others.

Motivation, however, is a different story. as professional gain competence, they do

not necessarily gain motivation. Often, in fact, employees' motivation declines as they

gain experience.

Motivation is fragile. it depends on the person, the task, the environment, and the

professionals immediate associates.

PROFESSIONAL DISCIPLINE

The word discipline often connotes punishment or regimentation. The dictionaryhowever has these definitions.

Training to act in accordance with rules and drill.

Anactivity, exercise or a regimen thatdevelops or improves skill.

Punishment inflicted by way ofcorrection and training.

Although third of these definitions does relate to punishment, it is only the first two that

deals with training and skill development.

NEED FOR DISCIPLINE:

In this increasingly complex modern society, the public is almost totally dependent on the

capability of many skilled professionals. Professional pilots play the airplanes people traveled in,

and skilled doctors care of their health.

Examples:

Disciplined behavior is demonstrated in many fields. In medicine Dr.Mohs has developed

a sophisticated surgical method for testing skin cancers. By the time physicians start their

training in the Mohs method, they have already completed 4 years of medical school and a full

internship. They then spend three years in training as dermatologists and full year training for

Mohs specialty.

The benefits of these disciplines are extraordinary, for Mohs trained surgeons have a

cure rate of 98% as opposed to 85% for doctors with less rigorous backgrounds. When


21/89




Page 21 of 89

considered in terms of failure rate, this improvement reduces the failure rate from 15% to 2%, a

7.5 times reduction.

MANAGERS ROLE IN PROFESSIONAL DISCIPLINE:

Managers can profoundly affect the way their professionals behavior. One would hope

that trained and skilled professionals would act professionally at all times.

Some professionals have highly developed personal standards and will act professionally

in spite of external pressures. Most professionals, however, need support and encouragement to

consistently perform at their best. This way, even championship athletes have coaches.

Professionals generally prefer to do high quality work. Their most common complaint is

that the pressures of their job do not permit them to produce work of the quality they feel is need.

A good rule of thumb is that it takes longer to fix a defective product than it would have

taken to build it right in the first place.

When managers insist that their professional employees rigorously apply the recognize

disciplines of their fields, they will do better work.

MORE GUIDELINES FOR MANAGERS:

If you are a manager, you can easily check to see if you are guilty of fostering

undisciplined behavior.

1. When recruiting, focus on their discipline the professional have learned.

2. If you cannot hire suitable trained professionals, you will have to train them.

3. While the professionals are being trained, treat training as part of the job.

4. Once the professionals have been trained, review their performance daily if

possible, but at least once a week.

5. When professional finish each project, conduct a postmortem to see what worked

and where problems arose. The professional should suggest process

improvements and these improvements should be incorporated in the process for

the next project.


22/89




Page 22 of 89


HelmHoltz (A)Acquire a higher understanding of their

relations to humanity

-

Wurzburg (E)Theoretical physics to mountain climbing -

Wilhelmwien Professor of Wurzburg -

George Eastman (A)Common thread between Engineers andScientists

-

Charles Eames (A)designer of chair -

Tracy Kidder (E) attitude in the words of Ed Rasala

W.O.Bakers (E)produce highly creative Environment by

mixing talented people from many discipline

-

Dr.Jonas Salk (E)dedicated preparation and

Clinical Testing

-

Thomas Alva Edison (E)described about genius -

Dr.Parker (A)an MIT Scientist -

Peter Drucker (A)Without job nothing is achieved -

Ritti (A)Explained about blocking -Rensis Likert (E)Satisfaction goes with challenge -

Dan (Example)For attitude change during their career -

Gail Sheely High rewarding career phase -

Enrico Fermi (E)Quite a stir among graduate students -

Donald Pelz (E)Study of attitude environmental

circumstances and performance of the

scientists and engineers

-

Donal Henahan (A)Creativity of artist

(Example)Rossini, Sibelius, Ives, Elgar and

Copland composing at the height of their career

-

Copland and Starvinsky At the age of 80 done as conductors of theircareer of own music -

Harry Levinson (Example of)late- life creativity -

Santayana and Sandburg (E)Composed major work in their 70s -

Sigmund Freud (E)Active into his 80s -

Benjamin Franklin (A)invented bifocal lens when he was 78 -


23/89




Page 23 of 89

POSSIBLE QUESTIONS

2-MARKS

1. What is work assignment?

It involves more than technical issues for the individuals interpersonal

skills and ability.

W.O.BAKERS words-is a compact, highly motivated community of


2. What is the need of work assignment?

It is needed for unique achievement; managers need to carefully match

people with their work assignments.

3. DescribeThomas A. Edison words about work assignment?

He described genius as one percent inspiration and 99 percent

perspiration.

4. What is hierarchy of needs?

In this hierarchy of needs describes the human needs.

It can help managers understand employees emotional status.

5. What are treated as most important needs?

Food and shelter.

Personal safety.

Support of friends & reinforcement of membership.


24/89




Page 24 of 89

Desire for recognition and status.

Personal satisfaction.

6. How to find our influence?

Many professionals find they have little influence, over the selection of

their assignments.

When we have lot of responsibilities then only well have some influence.

7.Peter Drucker words about influence?

The focus has to be on the job the job is not everything but it comes

firstif a job itself is not achieving, nothing else will provideachievement.

8.Enrico Fermi words about Age & Creativity?

Those who had not made a significant scientific contribution by the age of

21 ever would.

9. Discuss about various research in age and creativity?

Donald Pelz-survey research center at the university of Michigan,

performance peeked at an early age but they also found that it declined

very slightly there after.

UNESCO study of European Research productivity of academic scientists

declined toward the end of their careers.

Another study results:

For creative people late 30s and early 40s is a highly stressful period.

10. Discuss about various research in age and performance.

Szafran results of-test with airplane pilots


25/89




Page 25 of 89

Everyones performance declines with age and that health, practice,

occupation can play an important role.

Richard L.Sprott results of WAIS test

Speed of performance generally deteriorate, but not to any disabling

degree before the age of 65 or 70.

11. What is BURNOUT?

The phenomenon of job withdrawal is called BURNOUT.

12. What is career Risks?

Engineers and scientists-have fewer career options and less time to

recover from mistakes.

Lose self-confidence and increasingly play it safe so as not to take risk.

13. What is the Management-Employee partnership?

The more insidious risk for manager is to underestimate employees,

stimulate best performance.

Employees use dull assignments as an excuse for poor performance, ifthey had challenging jobs, they could excel.

14. What is discipline?

Discipline often connotes punishment or regimentation.

Definition:

Training to act in accordance with rules, drill.

Is an activity, exercise, develop or improve skill.

Punishment inflicted by way of correction and training.

15. Need for Discipline?


26/89




Page 26 of 89

When we have professional discipline, we can get self satisfaction & our

products will be on successive.

Example: when pilot maintain his discipline then only the airplane reach

its destination successfully.

When the doctors maintain his discipline then only the patience problems

are solved.

16. What is visibility?

Doing disciplined is hard enough but when it is invisible consistently

superior performance is nearly impossible.

17. What is the importance of discipline?

Professional discipline captures the lessons that generation of prior

professionals have learned.

By applying these disciplines professionals avoid making common

mistakes.

18. What is PSP?

PSP Stands for PERSONAL SOFTWARE PROCESS.

It applies to software development the quality methods that have been

proven in many other fields.


27/89




Page 27 of 89

16 - MARKS

1. Discuss about Goals of Engineers and Scientists:

Work Assignment:

It involves more than technical issues for the individuals interpersonal

skills and ability.

W.O.BAKERS words-is a compact, highly motivated community of


Need of work assignment:

It is need for unique achievement; managers need to carefully matchpeople with their work assignments.

Thomas A. Edison describes

Genius as one percent inspiration and ninety nine percent perspiration.

Hierarchy of needs:

In this hierarchy of needs describes the human needs.

It can help managers understand employees emotional status.

Most important needs:

Food and shelter.

Personal safety.

Support of friends & reinforcement of membership.

Desire for recognition and status.

Personal satisfaction.


28/89




Page 28 of 89

The Need for influence

Many professionals find they have little influence, over the selection of

their assignments.

When we have lot of responsibilities then only well have some influence.

Peter Drucker words:

The focus has to be on the job the job is not everything but it comes

firstif a job itself is not achieving, nothing else will provide

achievement.

2. Discuss about Changing Professional Career.

Evolving Professional Goals:

20s and early 30sdream of great achievements, lack the skills or

dedication

30sdoubts about own ability

40srealistic view of prospects

40 to 50accept their fate and dismiss their dreams.

Age and Creativity:

Enrico Fermi words

Whose who had not made a significant scientific contribution by the age

of 21 never would.

Various researches regarding age and creativity:

Donald Pelz-survey research center at the university of

Michigan, performance peeked at an early age but they also found

that it declined very slightly there after.


29/89




Page 29 of 89

UNESCO study of European Research productivity of academic

scientists declined toward the end of their careers.

Another study results:

For creative people late 30s and early 40s is a highly stressful period.

Age and Performance:

Various researches in age and performance.

Szafran results of-test with airplane pilots

Everyones performance declines with age and that health, practice, occupation

can play an important role.

Richard L.Sprott-results of WAIS test

Speed of performance generally deteriorate, but not to any disabling

degree before the age of65 or 70.

Age and Motivation:

BURNOUT:

The phenomenon of job withdrawal is called BURNOUT.

Management-Employee partnership:

The more insidious risk for manager is to underestimate employees,

stimulate best performance.

Employees use dull assignments as an excuse for poor performance, if

they had challenging jobs, they could excel.

Career Risk and Age:

Engineers and scientists-have fewer career options and less time to

recover from mistakes.


30/89




Page 30 of 89

Lose self-confidence and increasingly play it safe so as not to takerisk.


31/89




Page 31 of 89

UNIT 3

UNIT 3 9

Introduction to identification of talented people - Talented Professionals Importance -

Characterization Identification - Assessment and Recognizing Talent Development -

Development Needs - Counseling.

IDENTIFYING TALENTED PROFESSIONALS

Among motivated people, talented generally do the best work.

Every field of specialty has a unique set of talent that provides success.

The talented have a special advantage than that of lacking talent.

Example:

Sam, a new engineer, always wanted to be a circuit designer.

He placed in Sylvania electric products. He was unable to solve even the simplestdesign. Finally Humphrey persuaded him to try his hard as a salesman. Later he was

selling paint and found he was a born salesman.

John Gardner quoted that gifted individuals generally have many talents rather than asingle talent. If the individual is promising in one line, the best guess is that he will bepromising in a no of lines.

The Peter Principle says that employees tend to rise to their level of competence.

Paul Principle by James Healey quoted that for every employee who rises above hislevel of competence, there are several who talents are not utilized.

Highly talented people

Highly motivated people, the most talented generally do their best. That their talents aredirectly suited to their work. The talented have a special advantage, those lackingtalented can also succeed but it is much harder for the. Most people would do well tofind a calling that most closely matches their natural abilities.


32/89




Page 32 of 89

John Gardner quotes gifted professionals can generally have many talents rather than asingle talent. If the individual is promising in one line, the best guess is that he will bepromising in a number of lines.

James Healy has proposed the far more important Paul principle: for every employee

who rises above his level of competence, there are several whose talents are utilized

Importance of talented people and availability of talent

Talented people are important asset. They originate their creative ideas, solve the keyproblems, and produce successful products.

The difference between the talented and average employees was demonstrated by anexperiment with 12 programmers.

Everyone is the same programming language and tools.

The variation between the best and worst was as much as 28 times.

To solve the key programs between two different persons

*Truly talented

*Average talented

The data are show in table.

Relative test result:

ALGEBRA MAZE

Program size 6:1 5:1

Program runtime 5:1 13:1

Programming hours 16:1 25:1

Debugging hours 28:1 26:1

In a course teaching on the personal software process (PSP), data on 104

engineers show quite similar result.

Again, these engineers were all given the same specification for 10 programs and

they tracked their development time. Program size and defect level for each program, the longest

development time and the shortest development time were analyzed.


33/89




Page 33 of 89

The ratio of the programs, generally the value is between 15 and 30 for all the

programs. The 11 different engineers accounted for these both. 104 engineers, 3 had repeat and

another had five. It should be noted.

The result of this research is given below:

LONGES TIMES SHORTEST TIMES RATIOS

Program 1 1355 50 27.1

Program 2 996 64 15.6

Program 3 1379 88 15.7

Program 4 1336 59 22.6

Program 5 1820 94 19.4

Program 6 1420 94 15.1

Program 7 1140 83 13.7

Program 8 1275 46 27.7

Program 9 2715 120 22.6

Program 10 1980 152 13.0

- The variation in these ratios is generally between 15&30 for all to programs.

- Some professionals effortlessly accomplish exceptional work.

- Outstanding performance in circuit design, computer programming or theoretical physical

depends on inherent talent.

Availability of talent:

Peter Drucker attributes the problems of the American rail roads to their failure in this

regards:

Before world war I able graduates of American engineers school looked for a rail road

career. Form the end of world war I on, for what ever reason, the rail road on longer appealed to

young engineering graduates or to any educated young people.

It is enormously difficult for an organization make itself more attractive to the best people

because the most simulating technical environment are used attractive.

Characterization:

Characterization is the process of conveying information about characters innarrative or dramatic works of art or everyday conversation. Characters may be presentedby means of description, through their actions, speech, or thoughts


34/89




Page 34 of 89

Assessment

It provide a practical and effective way to augment the immediate managers judgment & used to evaluate high potential young managers by exposing them toseveral days of test and exercises and presentation as well as unstructured teamassessment performance rated for individual by assessment staff.

Strength:

Assessors likely to do better job than single supervisor.

Use of structured evaluation criteria gives complete judgment

Participations sharpen their skills

Helpful perspective on themselves & work

Build candidate morale & opportunity to show their abilities

Sharpen the participants skills by the help of senior management observation.

Perspective on themselves & their work.

Weakness:

Can be a self- fulfilling prophecy.

Candidate does poorly can become discovered & loss self confidence.

Candidate not given opportunity may object

Stress can be serious who not perform well.

Assessment programs are generally expensive to operate.

Assessment experience:

Survey by Badawy in IBM on assessment program in engineering, programming &

product planning.

Assessment accurately measured qualities for management success

96% people felt ------ effective program

97% people felt ------- observers judgment is accurate

- Regarding career progress,

51% people felt ------- it would help them


35/89




Page 35 of 89

33% people felt ------- it would neither help nor hurt

16% people felt ------- it would damaged their career

Through this program,

1/3 of IBMS high potential technical managers are identified.2.1evels of who were rated

very highly & promoted & those with lower rating moved Only 0.8 levels. 1.7 & 1.2 levels

moved highly & moderately.

Recognizing talent

- Technically creative people must have courage of own conviction

- Senior manager have sufficient self-confidence to push for what they believe

- Talented people obey rules & dont make waves

- A study of AT&T Individual dedication to work is vital

As Howard & Douglass Brey points out One characteristic that separated future top

executives from their less successful peers was their continued willingness to work hard with

self-confidence & dedication.

Identification programme:

Immediate managers: nominate people, know about who is best & their needs and talent

First-line managers:

Weakness: 1. so busy

2. Inefficiency to do this

Senior managers:

Strength: 1. Most effective

2. Conduct periodical reviews

Identification process:Identification process is a Managerial evaluation of employee potential.

First step:

Managers evaluate employees on the basis of job performance & dedicate on their

promotion


36/89




Page 36 of 89

Second step:

Individual judgments made by management & reviewed with senior manager & select the

professional.

Advantages:

Simple, Inexpensive, Timely

Reflects=> current job performance

View of managers

Equally effective for technical & managerial candidate

Combined judgment & wisdom of experienced manager is very sound.

Problem:

Managers view can bias the evaluation

Risk is high with first-line managers

Junior managers rarely appreciate high level position of employee

Junior managers often reluctant to identify best people

Managers busy & rarely talk time to evaluate

Professional Development

A structure development program based on each individual need and career plans canhelp them select the assignment build their skills and perspective to avoid end jobs

Young engineers and scientists are eager to learn and willing to work hand, but theyrarely have the perspective to direct and their energies efficiently.

A structured development program based on each individual need and career plans canhelp them select the assignment that will build skill and give the perspective avoid dead

end jobs.

Programs also help make the organization more attractive to talented people, the bestengineers and scientists and understandably concerned about career development and willbe more interested in an organizations equal concern.

The full-time head quarter staff participated in performance reviews the assignmentcontinued to appropriate for each individual.


37/89




Page 37 of 89

At the time I reviewed their program 300 to 400 professional were covered, withapproximately, 75 new college recruit enrolled in the program each year.

Technical Development Needs

The area of most general agreement concerned the value of identification anddevelopment programs in assisting the careers of promising technical professionals

Experiences were supported by a clear majority and even though no general consensus,the wide divergence of opinion is shown by facts that were positive about researchexperience.

Variable Technical Development Experience:

Product Development

Advance Technology

Management

An academic sabbatical

Manufacturing

Research

Technical Assistantship

Corporate of division staff

The area of most general agreement concerned the value of identification developmentprogrammes in assisting careers of promising technical professional

Two respondents said they had succeeded on their own and felt everyone else should aswell, but 23 of the 25 believed counseling have helped them

Technical Breath

The younger Ph.D should remain in one problem or research area but learn as

much as he can about many aspects of the area he should not limit himself to anarrow facet

Pelz concluded that the initial focus in developing scientists and engineers should be onbuilding a deep understanding in one primary field of specially

Quickly proceed must dependent on the individual but broadenings ones scope shouldnot be delayed for long


38/89




Page 38 of 89

Quote pelz The key for nature scientists lies not in the dominance of breadth over depthThe reason breath over depth, but rather in the presence of both breath and depth

A similar problem came up in early development of the SABRE airline reservationsystem, I had been asked to run an audit of the program to access it status and identify

potential problem

One of the communication expert about the system maximum traffic capacity , TheSABRE engineer explained that the maximum load was to be transaction a second, thecommunication expert asked load was several time greater than expected

Under a heavy overload found the network protocol had selected increased overhead atraffic approached maximum capacity

Pelz has that professional do better work when, they are involved in several activities atthe same time

Career counseling

A frank discussion with the manager can suggest experience to their subordinates forchoose their career.

Technical managers most important responsibilities is to help & formulate their careerplan.

Few engineers or scientists have a very good idea, what they want to do.

First step is to talk with them about their interest and aspirations.

It talks a great deal of self-confidence

A frank discussion with the manager can suggest experience to their subordinates forchoose their career.

Badawy suggests how to choose our career option

1. The basic career choice between technical specialization and management

2. An understanding each job which seems interesting

3. The relationship between personal goal and interests

4. An understanding why one role is more attractive then another

5. The necessity for the employee to discuss career plan with his or her family.


39/89




Page 39 of 89


Sam (A)circuit designer to salesman -

John Gardner (e.g.)Gifted professionals -

Peter Principle (A)Level of Competence -

James Healey Proposed for more Important for Paul principle -

Peter Ducker (A)Attributes the problem of American railroads

to their fallings in this regard.

-

Frank Barron Highly creative people was universally attracted

by complexity(e.g.)W.O.Baker

-

Edwin Gee (E)Listed the major reasons for failures of

research directors.

-

Badawy (E)Gives a excellent summary of their Strength

and Weakness

-

Herbert Simon (A)(E)won noble prize for artificial Intelligence -

DuPont (A) Complete programmer did well both their

future promotional progress.

-

Badawy (A) About analysis of their career options. -

UNIT 4

The Importance of Innovation - Risk of Failure - Nature of Creativity,Imagination - Managing

Innovative Teams, Needs of Creative Teams - Team Dynamics - A Software Development

Example - Manager's Responsibility - Team's Personal Needs - Political versus Technical

Solutions - Team Synergism .

THE IMPORTANCE OF INNOVATION:

Creativity is thinking up new things.

Innovation is doing new things.

While innovation requires creativity, it also involves a great deal of hard work.

Peter Druckers Words, Business has only two basic functions: marketing andinnovation. Marketing and innovation produce results .All the rest are costs.


40/89




Page 40 of 89

Few realize that it was manufacturing innovations that produced the major economicchanges of the modern industrial age that reduced the cost of electric light bulbs by 80%and made electric lighting commercially viable.

Henry Fords use of high-volume manufacturing methods for the Model T Ford that cut

automobile prices by a factor of three and changed the face of modern industry.

THE RISK OF FAILURE

1968 Booz, Allen and Hamilton study found that two-thirds of all new productdevelopment funds were spent on failures and that only about 2% of new product ideasmade it through development to become successful in the marketplace.

Introducing a new product is like riding a surfboard .The case of IBMs OS/2 is a goodexample of this problem.

When this system was first introduced, it was too big and slow to work. By the time theIBM engineers had fixed these problems, Microsofts Windows had taken the market andIBMs arguably superior product was never able to catch up.

From a study of 23 organizations Knut Holt found that every single company hadproduct failures .He said:

Four of the firms had made no inquiries to potential users, six had made too fewinquiries, two ignored the results, two had misinterpreted the answers, six werecommitted to preconceived designs and three failed to understand the environment towhich their products would be subjected.

Edwin Mansfield, a University of Pennsylvania economist, has studied the reasonsbehind project failures.

He estimates that only from 12% to 20% of all R&D projects produce a marketingsuccess.

Eric A .VonHippel has examined the source of innovative ideas in several industries andfound that when the users were technically competent, they originated the bulk of theinnovations.

Even after these new innovations were introduced, the users continued to originate most

of the new ideas, while the manufacturers made only incremental improvement.

In polymers and chemical additives, the users did not have the technical staff or facilitiesto do innovative work.

Abernathy and Utterback referenced eight studies that all reached a similar conclusion.

On average, 75% of all the innovations reviewed by these studies came from marketsources.


41/89




Page 41 of 89

In one study of the source of 567 innovations, 75% came from a recognized need, butonly 21% originated from a new technical opportunity.

New system applications are originated by a research or user-associated group; this wastrue of IBMs IMS and CICS programs.

Departures like electronic mail, Lotus Notes, groupware and the World Wide Web.

THE NATURE OF CREATIVITY

This view is now largely obsolete, due in part to the work of Harvard philosopher NelsonGoodman on Project Zero.

In 1967, when Goodman was asked to study the creative process in the arts, he quipped,

Theres nothing known about that, so he called it Project Zero.

This turned into a 17-year effort to examine the skills of artists, the way they worked,and what had most deeply influenced their careers.

The conclusions were preceded by early premonitions and hints.

Goodman also found that many of the artists he studied were strongly influenced by whathe called an early crystallizing experience, such as when Yehudi Menuhin attended aconcert at age three and then asked for a violin for his fourth birthday.

IMAGINATION AND NERVE

Arthur C. Clarke-competent professional often make serious blunders when theyproject the future.

In 1878 British Parliamentary committee declared that electric lighting was Unworthyof the attention of practical or scientific men.

In 1908 Lord Rutherford, Theory of Atomic Transmutation, similarly argued thatnuclear reactions could not release more energy than they consumed.

Lord Rutherford died five year before Enrico Fermi demonstrated the first self-sustaining nuclear chain reaction at the University of Chicago.

Clarke argues that these miscalculations are due to either a Failure of Imagination or aFailure of Nerve.


42/89




Page 42 of 89

Failure of Imagination: is most likely when all the available facts point in one direction

but some limitation blocks the way. Even trained observers are often unable to imagine

that a single break through can clear up all remaining obstacles.

One Example of this occurred in the early days of computers when machine designersfailed to visualize the need for vastly larger memories. When IBM designed the 360System in the early 1960s, the maximum addressing capacity was set at 16 million bytesof memory.

Today, addressing capacities of billions of bytes are essential even for small desk topcomputers.

Failure of Nerve: occurs when all the facts are available but the observer is somehow

unable to accept their inevitable conclusion.

Edward R. Murrow to remark: The obscure we see eventually. The completely

obvious, it seems, takes longer.

MANAGING INNOVATIVE TEAMS

THE NEEDS OF CREATIVE TEAMS

Donald pelz and Frank Andrews found that employees whose managers tightly control

the work are generally less creative than employees whose managers have a looser andmore informal style.

The major difference in performance occurred because Some scientists were in situationwhere their creative ability paid off for them, but others were in situations wherecreative ability seemed to hurt their performance.

Pelz and Andrews concluded that Creative ability was less likely to pay off, and mayeven hurt a mans performance if he was in restrictive situations .

Example: how the managers behavior influences team performance occurred whenBarbara joined a research project at a leading university.

This group was starting an industrial training program and Charlie, the project director,asked Barbara to help with class registration. When he described how to handle theregistration process, Barbara saw some problems.

When she voiced her concerns, Charlie was visibly annoyed. Barbara saw that he wasnot interested in her views so she quickly shut up and did the job as Charlie directed.


43/89




Page 43 of 89

Registration process was inefficient and took much longer than planned.


44/89




Page 44 of 89

TEAM DYNAMICS

Larry Constantine has identified four team styles.

1. Closed group:

Closed group is managed from the top down.

The manager gives direction and the troops perform. This group is highly effective in well

defined situation.

Example: Military combat or a football scrimmage.

To neutralize an enemy machine gun nest, there is no time to debate. The leader knows

what to do and every one does their job without question or Hesitation.

2. Random group:

Random group is at the opposite extreme.

Key independent thinking and creativity. Objective: to produce an innovative result.

All the members are considered. It is most effective, when identifying and resolving

requirements, uncertainties or finding a solution to a difficult problem.

Example: Mountaineering group deciding on the best route to the top. They thoughtfully

Share the knowledge and wisdom of all the members before they make decision.

3. Synchronous group:

More directive Less interactive

More interactive Less directive

Closed Synchronous

Open Random


45/89




Page 45 of 89

Synchronous group consists of people who can work effectively by themselves.

They have well-defined interfaces no need to interact dynamically.

Example: Electrical engineer - a power system designer and a packaging designer-

cooperate on designing a product, they must communicate the results these results mustinterrelate, not discuss the details of the work.

Wrestling or track team, team sprit provides support and motivation, no

need for dynamic interaction.

4. Open group:

Each member does a job the others are capable of performing, can switch

positions, support each other or review each others work.

Example: In a software project, where several engineers develop the modular

parts of a common system.

They each separately design and code their modules they must work

together to establish module interface.

Sports analogy is the tennis team, when the players back each other up

and may even switch positions during the play.

In figure four styles can be viewed as four corner of square. The corners areextremes and areas within the square are combination behaviors.

Constantine points out these extremes are appropriate under different conditions.

Mangers should use whichever style is most appropriate to the situation, recognizing thatmany style gradations are possible.

A SOFTWARE DEVELOPMENT EXAMPLE

Each of these style extremes might be appropriate under the fall condition.

1) Closed style:

During the last minute crunch to get a product through the system test and delivered.

No time for extended debates or to review alternatives.


46/89




Page 46 of 89

The manager must know what to do and ensure that each team member has a clearly

assigned role, defined tasks.

2) Random style:

During the requirement phase or searching for the best product design strategy.

The engineers might hold extended design sessions where they trade ideas and

explore alternatives.

Often free-from discussions that jump from high level conceptual design to great

detail depending on the topic.

3) Synchronous style:

Effective at many times in a software project, during the planning phase.

E.g.: Members roles are established before each produces a personal plan to do the work

these plans be consistent with each other. Each based on members personal data and

development strategy.

4) Open style:

Effective during many phases of a software project.

When engineers find their jobs are bigger than planned, open groups are more likely to

adjust their work to compensate and to improve overall team performance.

THE MANAGERS RESPONSIBILITY

Even with capable workers, many pressure drive managers towards autocratic or closedbehavior.

Start of project-mangers knows what is needed and they inform the project members.

The managers are both more experienced and better informed.

When work load heavy and budget tight, they may lose patience and tell their peopleexactly what do to.

Doing so may -quickly resolve the current problem.

-demonstrate the managers superiority.


47/89




Page 47 of 89

-reduces the engineers self confidence.

To further reduce team performance and causes the manger to become authorization.

Guidelines for managers -(to recognize to different styles).

When invention required, manager should consider Constantines random style.

During final delivery crunch, closed style would likely be more effective, most of time,some combination of synchronous and open style is probably more appropriate.

THE TEAMS PERSONAL NEEDS

The nature of the work, it is important to consider the personal needs of the teammembers. The principles of situational leadership suggest that managers consistentlystrive to build the team members task and relationship maturity.

Although managers may need to be directive at the outset, they should gradually providemore latitude. The objective is to stay closely involved and to show continuing interest inthe engineers work.

Keep pushing the engineers to do the work by themselves and encourage them to take theinitiative.

While they should know how and when to interact with their peer and managers, it isimportant that the engineers learn how and when to take action by themselves.

Technically competent managers should make suggestions when they feel inclined, butthey should emphasize that these are only suggestions.

They should ask probing questions but gradually reduce their level of explicit directions.

When managers urge their groups members to make their own decisions and then askthem for the data to support their conclusions, the members will learn to think forthemselves. This will help them to do better work while it builds their task andrelationship maturity.

The team leader should also set goals, review performance, and instill a sense of urgency.

Few people can perform at peak capacity unless they feel their work is needed.

As Farris and Andrews found: Performance is lowest when there is little pressure. By

pushing for aggressive schedules, managers not only maintain their groups energy.

They demonstrated the importance of the work.


48/89




Page 48 of 89

Eg., The way management pressure stimulates team performance was a programminginterface standard. The three groups involved had been unable to reach agreement on their own.

When the laboratory manager learned of the disagreement, he decided to exert pressure.

He gave the three department heads three weeks to solve the problem. They chartered a technicalgroup with a senior staff professional as the chairman. The six experts were drawn from theinvolved departments, and they devoted full time to the problem. By six oclock on the nightbefore the deadline, they had settled all but one of the points.

The chairman had checked, and the manager insisted that the review meeting be held thenext morning. The chairman therefore told them they would have to work all night, if necessary,to finish. It was almost midnight before they reached agreement. Even though they each hadgiven some ground, they all agreed that the final solution was a good one. The work had beenintense, and the entire team was exhausted. The laboratory managers deadline had been metwith a good technical result.

POLITICAL VERSUS TECHNICAL SOLUTIONS

In their drive to get consensus agreement, managers must recognize the differencebetween political and technical problems.

With political problems, such as allocating job assignments, agreeing on projectschedules, setting prices, or achieving agreement on administrative procedures, it isimportant that all key parties be represented.

The team should then be managed with a random style to ensure that everyones viewsare considered.

While resolutions reached this way invariably involve compromises, the agreement of allthe members is generally sufficient to sell the solution to the rest of the organization. It isthen most likely to work in practice.

For technical Questions, however, it is important to avoid political solutions.

The need here is to use the skills and abilities of the team members to identify the criteriafor a superior solution.

The team should then brainstorm possible approaches and examine them to see whichbest meet the criteria.

Superior technical solutions often have a coherent simplicity that can be destroyed bycompromise. While proposed solutions are often modified during team debates, new andbetter ideas often result.


49/89




Page 49 of 89

It is important to distinguish between improved solutions to the problem andcompromises to reach team agreement.

Again, a random style will likely be most effective, but the key is to consistently focuson reaching a superior solution.

TEAM SYNERGISM

Educational exercises called survival games are often used to demonstrate the principlesof team performance. Eg., In the late 1960s a group of 20 managers was asked to pretendthey were on the first Apollo moon landing mission two years hence. They were given alist of 40 items such as a life raft, an oxygen bottle, and canned food-and asked to decide,in priority order, which they should take in case they were marooned. This same test hadbeen given to the NASA astronauts in Houston, and their combined answer was to beused as the grading standard.

First, the class members took the test individually and turned in their answers. The groupwas then arbitrarily divided into two 10-person teams, and each went to a separatemeeting room for an hour to produce a team answer.

A team member quickly took charge and guided the group through an orderlyprocess of establishing criteria, evaluating the items, and assigning priorities to each.By coincidence this team included all the engineers and scientists from the class.

One of them had even worked on the space program. This total process was orderlyand efficient, each point was discussed and unanimously settled, and the group wasfinished in only 45 minutes.

The second team had no technically trained members, and none of them knew

anything about the space program. Several viewed this class as a way todemonstrate their leadership skills, so they each tried to take charge.

When the results were compared, the technical team members had individually donequite well but their overall team result was little better than the average of theirindividual scores. On the disorderly team, none of the individual scores had beenvery good, but the team, result was better than their best individual score. What ismore, it was even better than the score of the technical team, even though theirindividual members had not done nearly as well.

Team exercises generally produce similar results. When strong leaders take charge,their views tend to dominate the process.

While they may request everyones opinions, their views set the agenda andlargely control the final result.

A managed agenda and a firm chairman can be very effective in gatheringfacts, by they seriously inhibit the generation of new ideas and the opencommunication needed to reach complete agreement. With an establishedagenda, members are often reluctant to disrupt the proceedings.


50/89


51/89




Page 51 of 89

(A)Final Delivery

Farris&Andrew (C )Performance is lowest when

there is little time pressure

-

Larry Constantines (E.G) for TEAM SYNERGISM -

U N I TI VQuestions and Answers

2 Marks

1. What is the importance of Innovation?

While innovation requires creativity, it also involves a great deal of hard work. InPeter Druckers words, Business has only two basic functions: marketing and innovation.Marketing and innovation provides results. All the rest are costs.

Although we all know about such great laboratory advances as the transistor andthe laser, few realize that it was manufacturing innovations that produce the major economicchances of the modern industrial age.

2. Define risk of failure.

Since a true innovative success must be both economical to manufacture andresponsive to customer needs, it must necessarily combine the high risk of technology with theuncertainties of the competitive marketplace. A 1968 Booz, Alen, and Hamilton study found thattwo-thirds of all new product development funds were spent on failures and that only about 2%of new product ideas made it through development to become successful in the marketplace.

Introducing a new product is like riding a surfboard: you need to catch the

crest of the wave. The case of IBMs OS/2 is a good example of this problem. When this wasfirst developed, it was too big and slow to work with most available personal computers and itwas not compatible with existing DOS programs.

HRM_UNIT1-5complete

Documents

Transcript of HRM_UNIT1-5complete