EMgt 4110 Engineering Professionalism and Practice Team Dynamics

Team Definition of team Why teams? 1 + 1 > 2 Synergy 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 High-performing team Exceptional personal commitment Performance impact Real team Clarity about purpose, goals, or work products More discipline Collective accountability Working group Potential team Team effectiveness Pseudo-team

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

Team Size and Roles Optimal size of a team Team leader Team member 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 Engineering Professionalism and Practice Week 2 Organizational concept

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

Key Concepts Authority Power Tall structures vs. flat structures 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 Personnel Assistant to Marketing Finance Production Engineering Market Research Sales Planning Advertising & Promotion Administration Hydraulic Preliminary Design Electrical Mechanical Tooling Industrial Puchasing Financial Statistics and Data Processing Budgets General Accounting Cost Packaging Quality Control

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

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 President PM1 3 1 ½ ½ 4 ½ PM2 1 4 ¼ 1 ½ ¼ 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

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 External forces Internal Perceive need to change Alternative actions? Select best alternative Implement

Lab Synergism Planning Exercise