Managing Technology Resources
Managing Technology Resources EMGT 506
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This 13 page Class Notes was uploaded by Davin Runolfsdottir on Thursday October 15, 2015. The Class Notes belongs to EMGT 506 at New Mexico Institute of Mining and Technology taught by Warren Ostergren in Fall. Since its upload, it has received 41 views. For similar materials see /class/223631/emgt-506-new-mexico-institute-of-mining-and-technology in Engineering Mgmt & Technology at New Mexico Institute of Mining and Technology.
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Date Created: 10/15/15
Leading and Team Building Managing Technology Resources EMGT 506 New Mexico Institute of Mining and Technology Warren J Ostergren quotThefollowmg notes werepreparedfor the course Managing Technology Resources andshould not be distributed beyond those individuals taking the course without the express writtenpermzsszon of th instructor Session Objective Building a team 0 Participants roles 0 Challenges con icts 0 Performing l 0 Providing team leadership 0 Being a leader Forming Your Team In our session on Organizing we discussed the bene ts of a Concurrent Engineering approac We refer to the mutl functional teams established with this approach as Integrated Project Teams Integrated Project Teams With complete team involvement At the outset Upfront Bene ts 0 Integrated Project Teams Can spot potential problems early 0 Easier and less costly to correct 0 No big surprises by someone s late involvement Improves quality of the product Benefits of Integrated Project Teams Cont d Reduces schedule time Improves team satisfaction 0 Provides positive spin off to other projects Challenges in Building Your Team Integrating diverse skills into a uni ed work group 0 Keeping team focused Creating strong interest and enthusiasm Resolving con icts Etc Characteristics of Well Integrated Team Strong sense of belonging Pride in activity Committed to objective 0 Mutual trust and respect 0 High degree of interaction What Helps Create High Team Performance Interesting work 0 Work is appreciated by others Direction is clear Competent co workers Opportunity for advancement What Prevents High Team Performance Unclear objective Shifting priorities 0 Work not stimulating Insuf cient resources Unresolved con icts Suggestions For Newly Formed Team Introduce participants 0 Explain objective 0 De ne roles and responsibilities 0 Identify resources 0 Keep the team informed Explain Objective What are you trying to accomplish What is the expected timing for completion 0 What constraints do you have 0 What planning has been done De ne Team Member Roles and Responsibilities Team participants 0 Functions Tasks Performing Generating new ideas Reporting progress Highlighting new issues I dentijy Available Resources 0 How is project being funded What is current funding level 0 What resources are available for use on project 0 People 0 Equipment 0 Etc Suggestions For Ongoing Team 0 Check for feedback 0 Look for early problem signs 0 Deal with issues Keep everyone involved 0 Show management commitment Champion and publicize team Expectations Of Team Members 0 Attend meetings and participate 0 Share knowledge and expertise Take responsibility for achieving objective Represent other stakeholders Foster communication and teamwor Communication Plan When will the team meet 0 What means of communication and record keeping will be used 0 Meetings 0 E mail 0 Telecons o Coord memos Class Exercise 1 Situation You are forming your team to design this year s new lightweight bike design You ve been provided the services of two experienced frame designers one experienced wheel designer and two inexperienced seat designers You have a very tight schedule but the experienced people Class Exercise 1 Cont d have indicated their strong interest in broadening their experience base l o How might you assign work for this project 0 What are the risks 0 How might you mitigate those risks 0 What are the benefits Stages In Team Development Cont d These stages re ect two aspects of team development 0 The interpersonal or group structure 0 The tasks the team take on Stages In Team Development Research done over the last 50 years recognizes that as teams develop and mature they ow through four distinct stages of development l attr39ibuted to Bruce W Tuckman Stage 1 Forming The team has already formed a group but what is that group setting out to do 0 Team members are testing out group norms and 0 Trying to define the boundaries of their tasks as individuals and as a single entity Stage 1 Forming Cont d 0 Here you begin to M questions 0 You begin to search 0 Youmgig to try and give your group definition Stage 2 Storming While trying to label or de ne your group39s purpose and your goals you and your team members will almost inevitably come into con ict 0 This is the storming stage Stage 2 Storming Cont d 0 There is often friction and jockeying for position among members that may produce W 0 Team members deal with con icts and their resolutions 0 They meet challenges both interpersonal and duty related that oftentimes present con ict or stalemate Stage 3 Norming Con ict and stalemate give way to progress in the third stage the norming stage 0 A time of change in which interdependence develops within the group 0 Members become more willing and able to express opinions and ideas constructively Stage 3 Norming Cont d 0 Now the group begins to come quottogetherquot 0 Improved communication becomes a focus 0 Team members start to openly confront issues and provide feedback Stage 3 Norming Cont d 0 Through this new group dynamic team members start to M on their own skill sets 0 The group begins to head in the right direction in terms of its own development Stage 4 Performing In the nal performing stage group members begin to apply their quotonenessquot t0 the task at hand 0 Developing solutions and making real progress 0 The team39s interests and concerns are shared by all team members Stage 4 Performing Cont d 0 Energy is put toward common goals and uses agreed upon strategies 0 The team makes significant progress Stages of Development Different teams may spend different amounts of time in each of these stages 0 All teams will go through these stages when they are rst t Stages of Development Cont d Whenever a team member leaves the team or a new member joins the team has changed and will go back to the forming stage t formed Graphic of Team Stages Perform Stage 4 Performing Normin Closeness ceful g I ble Gettmg Orgamzed Open and Supportrve 5mmng Developm 11 r Establrshmg rrccedures Forming Gmrrg Feedback Confronting Issues St g nnlng Stage 1 Forming Infightmg Testing Controlling Con icts 1rte Confrontmg re P1e Impersonal Drmcultres Watchful Feelmg Stuck Things To Keep In Mind 0 Your team will go through stages in its development 0 Consider this in your planning 0 Don t be discouraged by ini al con icts This may be an early indication of a high performing team Rewards Of a Gelled Team Everyone pulling in same direction 0 Strong sense of identity and ownership 0 Increased energy and enthusiasm Creates learning environment Develops a life of its own Class Exercise 2 Situation You ve assembled a new project team of people who have never worked together 0 What might you do to help create a team 0 What might you do to help build their enthusiasm for the project 0 What is the payoff Being An Effective Team Leader 0 The role of leadership is always challenging t o It carries responsibilig both for people and for meeting a project objective 0 Our perspectives on being an effective team leader have changed over time Old Team Leadership Style Know more than everyone 0 Make the decisions 0 Give the orders Instill fear Micromanage Do it the same way New Team Leadership Style Rely on team knowledge Involve everyone 0 Have a team plan Inspire trust Delegate Encourage change Types of Leaders 0 Type X Authoritative o Threat 0 Individual accomplishment o Reward and punishment 0 Short term focus Types of Leaders Cont d Type Y Team Builder 0 Consensus 0 Listening o Team performance 0 Long term focus Henri Fayol s Principles of Management 1 930 Division of Labor Specialty tasks Authority and Responsibility Orders and obligations Discipline Obedience and dedication Unity of Command One superior Unity of Direction Same objective Individual versus General Interests Mutual respect Remuneration of Personnel Pay for performance Henri Fayol s Principles of Management 1930 Cont d Centralization Or decentralization base on nee Scalar Chain Organization and communication lines rder Everything in its place Equity Fair play Stability of Tenure Stable employment and time to learn Initiative Encourage new thinking Esprit de Corps Support good teams and communicate openly Some Good Team Leadership Practices Gain trust by giving the same in equal measure Co locate team 0 Don t fragment people s time o Minimize number of assigned projects 0 Minimize interruptions and distractions Some Good Team Leadership Practices Cont d Provide realistic schedules 0 Give the team some breathing room to do its job 0 Respect everyone on the team Importance Of Team Member Treatment Technical development work requires 0 Creativity 0 Intelligence 0 Persistence and a great deal of internal motivation Importance Of Team Member Treatment Cont d Some guidelines 0 Align interests with work assignments 0 Show that you sincerely appreciate them 0 Provide thinking oriented of ce conditions Class Exercise 3 Situation You are a manager at a high tech software engineering company You have tons of new jobs coming in and your boss says they are all 1 priority You ve tried meeting with him to get an indication of priority but to no avail o What might you do next Class Exercise 3 o What impact might it have 0 How might it affect your reputation within the company l o How might your boss respond How Does Leadership Differ From Management 0 Leadership is more intangible then management it s harder to de ne Think of someone that you worked for who you regarded as a leader what kinds of things might you say Statements on Leaders She helped me see things in a new light 0 He brought out the best in me She made this an exciting place to work 0 He set an example for other people How Do Leaders Differ People who inspire those kinds of statements are more than managers 0 They have qualities that enable them to o Create a vision 0 Set directions 0 Enable people to extend themselves 0 Command respect Bases of Social Power Reward Power 0 Money and praise positive Coercive Power 0 Penalties negative Referent Power 0 Role model Bases of Social Power Cont d Expert Power 0 Technical competence Legitimate Power 0 Authority Developing Referent Power All managers have legitimate power Some have expert power 0 All managers hold reward and coercive power to some degree Referent power is the quality upon which true leadership is based Judging the Independence Level of Group Should be based on 0 Ability o Expertise talent speed 0 Experience 0 Track record applicable work 0 Motivation 0 Enthusiasm interest Independence Level of Work Group Independence Scale Moderate to Moderate to W Independenc 1 LOW Independence Independence Independence Delegating Facilitating Coaching Directing Leadership Style May Depend on Group Independence Level The more independence you grant the greater 0 Creativity 0 Innovation 0 Personal satisfaction 0 Productivity 0 Same applies for individuals Impact of Bosses Actions m How IFelt Listened Valued Delegated Challenged Set High Standards Committed to excellence Left me alone Trusted to do job Gave me feedback Developed Instructed Coached What Makes a Leader Effective Individual strengths such as outstanding intelligence technical knowledge speaking ability are great but 0 These strengths aren t required to be a great leader 0 Many of our best leaders never had these Eleven Qualities of An Effective Leader Demonstrates integrity Articulates a vision or mission Accepts responsibility Listens and explains thus persuading Sets priorities Eleven Qualities ofAn Effective Leader Cont d Shows steadiness Works to a plan l Treats all people w1th respect Compromises when required Inspires others 0 Is approachable Class Exercise 4 Situation You are project manager for a new laser printer design You have a weekly telecon with your largest customer to review progress on their eld introduction of this new design You receive word one hour before this week s call that there has been a major failure of this new design in only 30 Class Exercise 4 Cont d hours The customer is t to be tied o What might you do before the telecon o What should you do during the telecon o What impact might your actions and demeanor have on t e customer Summary 0 Building the right environment for your team Being an effective team leader 0 Characteristics of a leader Homework We will be doing the Harvard Business School Case Study Southwest Airlines Using Human Resources for Competitive Advantage A 0 Optional reference reading listed in syllabus Homework Cont d Read Harvard Business Case 698004 Southwest Airlines Using Human Resources for Competitive Advantage A t Homework Cont d Answer the following four questions individually 0 Present your results as a team for the assigned question Homework Cont d Question 1 o What kinds of things did Southwest do in its early development starting with Herb Kelleher to foster teamwork and team spirit 0 Comment on their potential applicability to other businesses Homework Cont d Question 2 0 After the People Department was formed what actions were taken in how people were viewed recruited and trained 0 Comment on how you think this helped to foster team spirit and productivity within the company Homework Cont d Question 3 0 As Ann Rhoades pondered the off site management meeting how should she view the United amp Continental threat 0 How should she deal with maintaining Southwest s culture as it grows to over 14000 employees 0 How should she deal with the potential threat of overconfidence because of Southwest s success Homework Cont d Question 4 0 Since this case study was written a number of new low cost airlines have formed and been successful 0 In light of this changing market place what kinds of things do you believe Southwest should consider doing with its internal team and its team approaches to maintain a competitive advantage Homework Cont d Team A MichaelEphraimJesseJose Team B ChristianKimYiRaghav Team C GayeRichPabloIsaiahTerence Derek Team D Christine AlexEric Team Assignments 0 Team A 0 Question 1 0 Team B 0 Question 2 0 Team C 0 Question 4 0 Team D 0 Question 3 Reminder Check for quiz on WebCT Remember to use discussion link
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