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