1. EMgt 4110 Engineering Professionalism and Practice
Team Dynamics

2. 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

3. 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

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

5. 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

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 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

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. 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

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. 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

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 PM1 3 1 ½ ½ 4 ½ PM2 1 4 ¼ 1 ½ ¼
Program manager
Manufacturing
Marketing
Finance
R&D
Personnel
PM ½ ½ ½
PM ¼ ½ ¼
PM ½ 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. Organizational Change
External
forces
Internal
Perceive
need to
change
Alternative
actions?
Select best
alternative
Implement

29. Lab
Synergism Planning Exercise