EMgt 4110 Engineering Professionalism and Practice

1. EMgt 4110 Engineering Professionalism and Practice Team Dynamics

2. 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

3. Exceptional personal commitment The Team Performance Curve High-performing team Performance impact Real team • Clarity about • purpose, goals, • or work products • More discipline • Collective • accountability Working group Potential team Team effectiveness Pseudo-team

4. Stages of a team’s development • Forming • Storming • Norming • Performing • Adjourning

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. Team Problems

12. Team Charter

13. EMgt 4110 Engineering Professionalism and Practice Week 2 Organizational concept

14. Why Organize? • Make a coherent, functional unit • Put synergy to your advantage • Provide rational direction and coordination of work

15. Key Concepts • Authority • Institutionalized power • Formal / informal • Commensurate with responsibility • Power • = work / time • Tall structures vs. flat structures • Chain of command • Span of control

16. Relationships in Organizations • Formal • Vertical (chain of command) • Informal • Horizontal (teams, work groups, social clubs)

17. Causes of Conflict and Resistance • Self interest • Lack of understanding • Uncertainty • Differing objectives • Personality conflicts

18. Conflict Resolution • Chain of command • Dominance of the stronger • Negotiating • Problem solving approach • Change organizational structure

19. 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

20. Organizational Structures • Functional Organization • Project Organizational • Matrix Organization • Divisional Organization

21. 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.

22. President Assistant to President Personnel Marketing Engineering Production Finance Market Research Engineering Administration Production Planning Financial Planning Marketing Planning Preliminary Design Industrial Engineering Budgets Advertising & Promotion Electrical Engineering Production Engineering General Accounting Sales Administration Mechanical Engineering Puchasing Cost Accounting Sales Hydraulic Engineering Tooling Statistics and Data Processing Packaging General Production Quality Control Functional Organization

23. 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.

24. Marketing Manufacturing R&D Finance Personnel Marketing Manufacturing R&D Finance Personnel Pure Project Organization President Program Manager V.P. Marketing V.P. Manufacturing V.P. R&D Manager, Project A Manager, Project B

25. 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.

26. Matrix Organization President Program manager Manufacturing Marketing Finance R&D Personnel PM1 3 1 ½ ½ 4 ½ PM2 1 4 ¼ 1 ½ ¼ PM3 0 ½ 3 ½ 1

27. 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

28. External forces Perceive need to change Alternative actions? Select best alternative Internal forces Implement change Organizational Change

29. Lab • Synergism Planning Exercise