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Organizing
Dr. C. M. Chang
Only to be used by instructors who adopt the text:C. M. Chang, “Engineering Management: Challenges in
the ew Millennium,! "earson "rentice #all $%&&'(
Copyright ) %&&' by Dr. Carl Chang
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Engineering Management
*unctionsOrganizing
"lanning
+eading
Controlling
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Engineering Management
*unctions- Planning $orecasting, setting ob/ecti0es, action
planning, administering policies, establishing
procedures(
- Organizing $organizing wor1place, selecting structure,
delegating, establishing wor1ing relationship(
- Leading $deciding, communicating, moti0ating,
selecting2de0eloping people(- Controlling $setting perormance standards,
e0aluating2documenting2correcting perormance(
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Chapter 4Contents
- 5ntroduction
- 6cti0ities o organizing: $7( wor1place, $%(
structure, $( delegate wor1, and $3( establishwor1ing relationship
- Examples o organizing or perormance
- 5normal organizations- Cross4unctional teams
- Conclusions
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Organizing
- 6rrange and relate the wor1, so that it can be
done eiciently by people 4 8peciically:
Ensure that important wor1 is done, Provide continuity Form basis or
salary administration Aid delegation
Promote growth anddi0ersiication Encourage teamwor1, and
Stimulate creati0ity
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Deinitions
- Organization Type 4 +ine 0ersus 8ta
- Authority 4 "ower to command, act or
ma1e decisions $+egal, position4based(
- Responsibility 4 Duty to perorm wor1
eiciently and in proessional manner
- Accountability 4 pwards directed
obligation or securing the desired results
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;
+ine En0ironment
+egal 6ccounting
"ublic ?elations #uman ?esources
?>D
"rocurement
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Deinitions $contAd(
- Span of control 4 umber o people
super0ised by a manager $e.g., ; to %&(
- Specialization 4 5ncreased degree o s1ills
concentration in narrow technical domains
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B
he *unction o Organizing
Developing Structure
Organizing Workplace
Delegating Work
Establishing Relationship
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Organizing Own or1place
- Set priority o daily wor1 $attend meetings,
ma1e phone calls, write emails, bloc1 out
time to do creati0e wor1, discouragedisruptions, 1eep con0ersations short,
maintain “to4do! lists, prioritize tas1s, etc.(
- Create a ile system or eicient retrie0al- Develop oneAs own system or names and
contact inormation
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uestion F .7&
- Da0id "ope - 6dministrati0e
assistant
- George allace- Glen 8anord
- "ersonnel director
- "residentAs meeting- Own child has lu
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7%
De0elop Organizational
8tructures- 5dentiy and group wor1 so that it can be
done eiciently by people
- Choices: $7( unctional, $%( discipline, $(
product2regional, $3( matrix, $'( team,
$9( networ1
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*unctional Organization
Technical Director
Quality Controllectrical Design!echanical Design
Syste" ngineering Production ngineering
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*unctional Organizations
$"ros and Cons(- "ermits hierarchy o
s1ills
- *acilitatesspecialization
- 8impliies coordination
- "ermits use o currenttechnologies and
eHuipment
- Encourages excessi0e
centralization
- Delays decision ma1ing- Compounds
communication line loss
- ?estricts de0elopmento managerial s1ills
- +imits personal growth
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*unctional Organizations
$hen to se(- Organizations with high relati0e stability o
wor1 low and limited product di0ersity 4
certain manuacturing operations, processindustries
- 8tartup companies
- Organizations with narrow product ranges,simple mar1eting pattern and ew production
sites
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Discipline4=ased Organization
ngineering Dean
#ndustrial ngineeringlectrical ngineering!echanical ngineering
Che"ical ngineering Civil ngineering
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7;
Discipline Organizations
- *a0ored by uni0ersities, go0ernmental
laboratories and other ?>D organizations
- "romote inno0ati0e pursuits in indi0idual
disciplines, allowing employees to drill
down to deeper 1nowledge le0els without
reHuiring much coordination with others.
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"roduct Organization
Technical Director
Custo" Products$niversity Products%overn"ental Products
Consu"er Products #ndustrial Products
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7B
?egional Organization
President
Asiaurope&orth A"erica
Latin A"erica Africa
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"roduct2?egional Organization
$"ros and Cons(- *ocuses on end products
or geographical regions
- *acilitates coordination- Encourages management
de0elopment
- "ro0ides ordecentralization
- "romotes growth
- #igh costs due to layers,
autonomy or duplicated
acilities- ?eHuires management
talents
- echnical obsolescence
o specialists
- Changes ta1e time to
eect
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Matrix Organization
Pro'ect A
Pro'ect (
Pro'ect C
)unctional Control
Pro'ect*based
Control
ngineering Production Logistics Design
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Matrix Organization
$"ros and Cons(- "ro/ect manager ocus
on schedule and cost,
unctional managers onHuality2expertise
- or1 load balance
- Excellent or indi0iduals
$to achie0e exposure
and interactions(
- Dual reporting
- 8e0ere conlicts among
managers- Delicate balance o
power $people 0ersus
money2time(
- Communications
problems
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Matrix Organization
$=ases or Conlicts(- Pro'ect !anagers:
Money under control,
mandate to authorizewor1 with top
management support
- ?ights to buy ser0ices
elsewhere
- )unctional !anager:
Manpower, s1ills
1nowledge, acilities- Own unds to support
people
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eam Organization
!e"ber A
!e"ber (
!e"ber C
)unctional Control
ngineering Production Logistics Design
Tea" Leader
!e"ber D
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eam Organization
- eam members “on loan! rom unctional
organizations to eliminate organizational
conlicts- eam +eader in ull control
- 8hort term high4priority tas1s2pro/ects
- Examples: "roduct team, special tas1 orce- "urposes: $7( create recommendation, $%( ma1e
or do things, and $( run things
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etwor1 Organization
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%;
etwor1 Organization
- Global business alliances2partnerships to
manuacture, mar1et, deli0er and ser0ice
products $supply chains(- Change alliance members rom time to time
- Di0ersiied alliance members $e.g., company
allegiance, culture, 0alue system, business practices, geography, attitude, moti0ation,
inormation sharing and collaboration, etc.(
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uestion F .7
- hich type o organizational structure is
best suited or de0eloping a new product
which reHuires a high le0el o specializationin se0eral unctions and the time to mar1et
represents a critical actorI
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uestion F .%
- 6 materials manager suspects that the
Huality o wor1 being done within his
department was steadily deteriorating. #ewanted to introduce a program o change to
impro0e Huality. hat steps should he
ta1eI
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Examples o "erormance
Enhancement by Organizing- $7( Jeep 8tructure
lexible
- $%( "romoting 5nno0ation- $( Design4Manuacturing
5nterace
- $3( #eightened Employee
Moti0ation- $'( #igh4tech Mar1eting
5nterace
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$7( #igh "erormance Enhanced
by *lexible 8tructure- Starbuc+s 4 Encourages new ideas rom all,
ast corporate decision ma1ing, special
mar1eting teams, reward systems 4 Coee icecream, *rappuccino, “8tore o *uture,!
“+unch 8er0ice Concept,!
- )irst $SA 4 uic1 ormation o teams to pursue new opportunities, new credit card
products many times more than competitors
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$7( #igh "erormance Enhanced
by *lexible 8tructure- Dell Co"puter 4 Gi0e ">+ responsibilities
to more people running smaller business
units.- ,! 4 7'K o time or creati0e wor1 o own
choice, supported by extra grant money,
Group is to deri0e &K o income romin0entions made in the last 3 years.
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$7( #igh "erormance Enhanced
by *lexible 8tructure• COMPOUND ANNUAL GROWTH RATE (CAGR) - 1994 to 1998
• Name CAGR (%) Averae Gro!t" Rate o# Ne$t T"ree
Laret Com&et'tor ' *+tr, (%)
• Trilogy 75 49
• First USA 60 21
• Dell Computer 51 39
• Staru!"s 46 23
• #ome Depot 25 17
•
• Sour!e$ %ora A& Au'reiter( Teril )a*yer a+, Ca+,a+!e D& )u+( -A
%e* .ay to /ar"et(- Te /!i+sey uarterly( %e* or" 2000&
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$%( Organizing *or 5nno0ation
- Jey rade4o: alents 0ersus control
- -ertically #ntegrated Structures:
8ystemic 5nno0ations $reHuiring closecoordination and inormation sharing(
- -irtual )le.ible Structures: 6utonomous
inno0ations $independent in0entors with brea1through ideas without coordination(.
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$( Design4Manuacturing
5nterace- Diiculty created by a lac1 o coordination
- Design is “thrown o0er the wall! and chec1
on produciability may reHuire undoing design
- Methods to eliminate “silo! eect: $7(
manuacturing sign4o, $%( integrator, $(
cross4unctional team, $3( combine bothunctions into one department
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$3( #eightened Employee
Moti0ation- AS Corporation 4 ?uns B& plants in 73
countries as contract generator using regional
and local teams $'4 %& people each(- +ocal teams or power plant operation and
maintenance. Members “own! the wor1 they
do and are extraordinarily moti0ated- Employee mobility is encouraged ater s1ills
are 0eriied by company exams
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$3( 6E8 Corporation
AE- Cor&orat'o( Tota. Reve(+e
0
500
1000
1500
2000
2500
3000
1990 1991 1992 1993 1994 1995 1996 1997 199
/ear
M ' . . ' o (
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$'( #igh4ech Mar1eting
5nterace- /igh*Tech: $7( products2ser0ices with
scientiic4technical bases, $%( products
become obsolete Huic1ly by new technology$( products create new mar1ets, i built on
emerging technologies. Examples:
semiconductors, microcomputers, robotics.- 8trategy o mar1eting: mar1et4dri0en 0ersus
inno0ation4dri0en
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B
$'( #igh4ech Mar1eting
5nterace $ContAd(- !ar+et*Driven: "roducts it to customersA
needs, but may cause potential delay o
inno0ations, gi0ing preempti0e ad0antages tocompetitors
- Technology*Driven: ew inno0ations may
not be needed by customers, producing no0alue to company
- eams with members rom both camps
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Cross4*unctional eams
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raditional "roduct
De0elopment 8eHuence•!ar+eting 4 conducts research to identiy
customersA needs and deines product eatures
$unctionality, reliability, ease o repair, resale0alue, warranty, price, etc.(
•Design ngineering 4 de0elops speciications,
perorms unctional design, selects material,obtains 0endor2supplier inputs, and conducts
engineering analysis to create product eatures
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raditional "roduct
De0elopment 8eHuence $ContAd(•Production ngineering 4 re0iews and
simpliies the product design or
manuactureability and reliabilityconsiderations.
•Service organization 4 changes the design
some more or ser0iceability.•Production 4 inally de0elops manuacturing
techniHues and ma1es the product.
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Cross4*unctional
"roduct De0elopment eam- ?epresentati0es o all unctional groups are
participating, in addition to procurement,
inancial, 0endors2suppliers and customers- 5ssues related to product design2de0elopment
are considered early on and concurrently
- Create an optimum product in shortest time, atlowest cost, while satisying constraints and
meeting customersA needs
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=eneits o
Cross4*unctional eams- Reduction o product de0elopment time:
&K to ;&K
- Reduction o number o engineeringchanges: 9'K to B&K
- Reduction o time to mar1et: %&K to B&K
- #"prove"ent in product Huality: %&&K to
9&&K
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8uccessul Examples o
Concurrent eams- !ercury Co"puters, +owell, M688 4 ?educed
time to mar1et rom 7%' days to B& days or its add4
on boards o
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Cross4*unctional eams $ContAd(
Team Learning
Team Discipline
Team Efectiveness
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eam Discipline
- *or achie0ing “blow4the4roo4o! perormance,
teams must ha0e discipline: $7( common
purpose, $%( speciic goals o perormance, $(complementary s1ills, $3( commitment to how
the wor1 gets done $each pulling the same
weight(, $'( mutual accountability 4 commitment
and mutual trust, being accountable to eachother 4 “being in the boat together!
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eam +earning
- eam must learn Huic1ly all needed s1ills
$process o wor1ing together, use o design
tools, communications(- *actors aecting team learning speed: $7(
composition $a mix o expertise( $%(
culture o ris1 ta1ing allowingexperimentation $(
people4oriented leadership 8tyle
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3B
eam Eecti0eness
- Tea" %oals are clear, o high impact, measurable
and with top management support
- !e"bers are results4oriented, eicient, ha0ingcomplementary s1ills and experience, high energy
le0el, positi0e attitude to collaborate, each
supported by sta with speciic expertise
- 1or+ nviron"ent is excellent $easy to usecommunications tools, opportunity or sel4
expression, pleasant wor1 atmosphere, etc.(
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?oles o eam Members
- Tea" Leader 4 Jeeps team mo0ing orward
- Conceptual Thin+er 4 8ources o original ideas, with
imagination and 0ision
- /ar"onizers 4 6ssuring team harmony, ostercollaboration, resol0ing conlicts
- Technicians 4 8pecialists with expertise
- Planners2i"ple"enters 4 =ring methods to tas1s o
team, autocrats with inlexibility
- )acilitators 4 Oering help and support, being adaptable
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?ole o eam Members $contAd(
- Critical Observers 4 Ma1ing sure the team is on
target
- Radicals 4 ot accepting con0entional thin1ing andsolutions, oering new approaches to problem4
sol0ing
- Po0er See+ers 4 anting to be right all the time,
shaping the teamsA 0iew- Diplo"ats 4 Coordinating inter4team relationship,
getting inormation or the team
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Chec1 eam "layer Mentality
- Do you compliment your co4wor1ers when you obser0e them doing a
good /obI
- 6re you enthusiastic about helping your teammates in any way you
canI- Do you always to do your /ob thoroughly and completelyI
- Do you ta1e ad0antage o e0ery opportunity to support the team eortI
- Do you ha0e a proessional respect or e0eryone on your teamI
- Can you ollow through and support policies and rules with which you
personally disagreeI
- Do you attempt to a0oid undermining those around you or personal
gainsI
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Chec1 eam "layer Mentality
- 6re you enthusiastic about your company and the direction in
which it is headedI
- Do you show appreciation or the eorts o others and
ac1nowledge their contributions to the big pictureI- Do you see1 new relationships and acHuaintances through the
companyI
- Do you ta1e responsibility or your mista1es and easily admit
when you are wrongI
- Does your attitude ha0e a positi0e eect on those around youI
- 6re you personally dedicated to ma1ing the company the best in
the industryI
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eam 8tages
- )or"ation Stage 4 Members get together
to ha0e roles and responsibilities deined
- %elling Stage 4 Members o li1e minds willorm subgroups and stay close together
- $nison Stage 4 6ll team members are
getting highly organized with a commongoal
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uestion F .'
- he company has been ma1ing most o its
sales to a ew large customers. he
company president wishes to broaden itscustomer base. o do so may reHuire a
change o company culture, its product line
strategy, its mar1eting2sales program, andits ser0ice organization. #ow should he go
about ma1ing the reHuired changesI
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uestion F .;
- 6s the companyAs sales are coming down
unexpectedly, the president as1s you to
chair a tas1 orce with the ob/ecti0es ode0eloping solutions to correct the
situation. ho do you want to be on this
tas1 orceI #ow should this problem beresol0edI
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Delegating
- Ob'ective 4 o impro0e managerAs o0erall
eiciency by selecti0ely distributing wor1
or employees to do- Process 4 Managers delegate the
responsibility and needed authority o doing
speciic wor1 to employees and createupward accountability in them or securing
the anticipated results
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hy Delegating
- 5mpro0e Huality and Huantity o wor1 done
- 6llow manager to do managerAs /ob
- =ecome 1nowledgeable o employeeAs
capabilities
- Distribute wor1 load eiciently2eHuitably
- De0elop leadership capabilities in people
- 5mpro0e operating decisions 4 reducing cost
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hy Delegating
- *acilitate teamwor1, ma1ing /ob more
satisying to employees
- Create opportunities or employees to gainrecognition, encouragement and incenti0es
- 6llow employees to de0elop new s1ills and
1nowledge, ostering initiati0e andcompetence, and gaining sel4conidence
- Encourage employee growth2de0elopment
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Delegation Matrix
Can
Cannot
Cannot Can
ngineering !anager
7
%
3
34 "ployee
,4 "ployee
54 &either6 if "ust7
then to be doneby engineering
"anager
84 ngineering
"anager
"ployee
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hat to Delegate
- "roblems25ssue reHuiring exploration, study and
recommendation or decision ma1ing
- 6cti0ities coming within the /ob scope andcapabilities o employee
- as1s itting companyAs needs and promoting
employee de0elopment and growth- 6cti0ities, i done right, would sa0e managerAs
time
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9%
hat ot to Delegate
- "lanning $to deine the right things to do(
- ?esol0e morale problems, dierences and
conlicts in groups2units- Coaching and de0eloping employees
- ?e0iew, e0aluate and correct perormance
- Own assignments rom big bosses- Others $own “pet! pro/ects, tas1s absent o
talents(
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=arriers to Delegation
- Own technological obsolescence 4
Employee may learn and grow technically
- Organizational barriers 4 unclear roles andresponsibilities, line and sta positions
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otes on Delegation
- Delegation is limited by control in eect 4 no
control, no delegation
- 6uthority must be commensurate withresponsibility $related to wor1 delegated(
- 6ccountability 4 6chie0ing the expected results
by discharging responsibility and usingauthority delegated
- illingness and ability o employee are 1eys
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uestion F .B
- 8te0e +ee, the Engineering Manager, delegates tas1s as a
good manager should. #owe0er, Mar1 #ayes, the
Engineering Director, has the bad habit o calling up
8te0e unexpectedly to get detailed reports on 0arious on4going acti0ities in 8te0eAs department. 8te0e does not
want to hold daily sta meetings in order to satisy
Mar1As inormation needs, because 8te0e is Huite certain
that reHuiring his proessional sta to ma1e daily reportswill deinitely upset them, as all o them are 1nown to
preer independence. hat should 8te0e doI
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Establishing or1ing
?elationships- "urpose 4 o create an en0ironment in
which people can wor1 together eiciently
- 8teps: $7( clariy roles and $%( resol0econlicts
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ypes o ?oles
- Line Roles $"roit Centers( 4 $7( Exclusi0e rights to
oer product2ser0ice to customers $e.g., production,
product design, business management, mar1eting(,
$%( 6ccountable or generating proits $pricing, cost(
- Support Roles $Cost Centers( 4 $7( ?ights to
recommend2ad0ise $e.g., legal, ?>D, accounting,
etc(, $%( 6ccountable or oering acti0e support$cost eiciency, wor1 method, e0aluation(
&otation4 7 4 General Management responsibility
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9B
&otation4 7 4 General Management responsibility,
% 48pecialized responsibility, 4Must be consulted,
3 4May be consulted, '4 Must be notiied, 9 4 Must appro0e
Tas+s
Prepare (ill of !aterials
-isit -endors
Prepare Purchase Orders
Authorize .penditures
#nspect Ra0 !aterials
Quality Control Testing
$pdate #nventory )iles
1ithdra0 !aterials
Pro'ect !anager Tea" !e"ber Division !anager
Pro'ect Office Depart"ent !anager
% 3 '
9 % %
3
7 9 '
' %
9 %
3 3 %
9 %
'
%
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ype o Conlicts
- Technical $e.g., design, analysis, results
interpretation(
- Operational $how to do tas1s, who isresponsibleI(
- "otional $ego in0ol0ement, hurt eelings(
- Political $who should ha0e a say on whatIwhoAs tur it isI(
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#ow to ?esol0e Conlicts
- Do"inance $Dictation o solution(
- Co"pro"ise $=argain 4 relect relati0e power(
- Collaboration $*ind win2win solution byinding ways or both parties to achie0e
ob/ecti0es(
- Jey ?eHuirements: Openness, mutual respect,common interest to see pro/ect success
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5normal Organizations
- seul in add additional bonding between employees
$smooth operation, employee satisaction(
- Social $8hared 0alues and belies 4gol club, bowling
clubs, credit union(
- Status $=ased on s1ills, abilities, experience, special
accomplishments, peer recognition(
- %roup $Coalitions to ad0ance speciic interests(- Location $*low o 0ital inormation 4 Executi0e
secretary(
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Conclusions
- Organizing is a 1ey managerial unction, which
impacts on the managerAs capability o getting
wor1 done eiciently: $7( %et oneselorganized, $%( Choose the right
organizational settings, $( Assign compatible
people $personality, 0alue, attitude( to wor1
together, $3( Allocate the rightresources $s1ills, money, eHuipment, time,
technology(.
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;3
?eerences
- %47 C. 6. =artlett and 8. Ghoshal7 9!atri. !anage"ent4 &ot a Structure7 a )ra"e of
!ind,! #ar0ard =usiness ?e0iew, pp. 7@43' $Luly46ugust 7BB&(.
- %4% D. L. Duc1, “!anaging Change4 The Art of (alancing,! #ar0ard =usiness ?e0iew,
pp. 7&B477@ $o0emberDecember 7BB(.
- %4 L. L. Gabarro and L. ". Jotter, “!anaging :our (oss,! #ar0ard =usiness ?e0iew, pp.
7'&47'; $May4Lune 7BB(
- %43 ?. #. 8chaer and #. 6. homson7 9Successful Change Progra"s (egin 0ith
Results7! #ar0ard =usiness ?e0iew, pp. @& @B $Lanuary4*ebruary 7BB%(
- %4' 6. 0an de +liet, “To (eat the (est,! Management oday, pp. '949& $Lanuary 7BB9(
- %49 ?. M. Janter, “Collaborative Advantages4 The Art of Alliance,! #ar0ard =usiness
?e0iew, pp.B947&@ $Luly46ugust 7BB3(
- %4; Lohn 6. =yrne, “!anage"ent;s &e0 %urus,! =usiness ee1, pp. 334'7 $6ugust 7,7BB%(
-
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;'
uestion F .
- he company has recently concluded a multimillion dollar
contract to supply products to a third4world country. he
irst elite group o engineers rom that country has /ust
completed a two4month training course on maintenanceand operations. he training manager reported that the
le0el o s1ill and 1nowledge o that country was so low
that no amount o training would e0er enable them to
properly operate and maintain the products in Huestions.
“5t might be better or that country to buy a less
sophisticated product rom the companyAs competitor.! the
training manager suggests. hat should the company doI
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;9
uestion F .3
- 8ix months ago, the company hired an engineer or
his expertise in hydraulic dri0es, based on a product
de0elopment plan with a orecast or needing this
expertise. Mar1et conditions ha0e suddenly changed
in a0or o sophisticated electric dri0es. he
engineer in0ol0ed turns out to be 0ery good in his
area o specialization. =ut it is diicult to retrain
him or other assignments in the company. 8hould
the company discharge this engineerI
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;;
uestion F .9
- he company is considering a plan to upgrade
its current product line. he cost o product
upgrade is high. here is a small companywhich has de0eloped the technology reHuired
or this product upgrade. hat strategy
should the company ollow, i it wants tocontinue selling into its current mar1et with
the new upgraded productI
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;@
uestion F .@
- 6 loyal and high 0olume customer has warned the
companyAs Mar1eting department that "ro/ect N is
extremely critical to their need and that i this
pro/ect is late, they may be orced to buy
elsewhere. he pro/ect manager 1nows that the
best estimates a0ailable to date rom 0arious in4
house groups indicate that at the current rate o progress the "ro/ect N will be late by about 9
months. hat should the pro/ect manager doI
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;B
uestion F .77
- 5n an organization oering dual4ladder
career progression system, technically
trained people may opt to progress along atechnical ladder, instead o the traditional
managerial ladder. #ow does it wor1I
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@&
6nswer F .77
Director )ello0
!anager !anager Associate
Supervisor Pro'ect !anager Consultant
Section ngineer Pro'ect ngineer Senior ngineer
Staff ngineer
ngineer
Director
-ice President
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@7
uestion F .7%
0 ' m 1 o . e ,
7 r o g r a m / a + a g e r
R o , 2 . a ' r
8 + g i + e e r i + g / a + a g e r
P a + . W a r ( e r
9 e + e r a l / a + a g e r
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@%
uestion F.7
- Once the unctional manager and pro/ect
manager agree on a pro/ect schedule, who is
responsible or getting the wor1 perormedIho is accountable or getting the wor1
perormedI hy the dierence, i anyI
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@
uestion F.73
- =ecause o the indi0iduality o people, there
always exits diering 0iews o what pro/ect
management is all about. =elow are lists o possible perspecti0es and a selected group
o people. Match the people with their
0iews o pro/ect management.
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@3
uestion F .73
7. pper4le0el managers
%. "ro/ect managers
. *unctional managers
3. "ro/ect team members
a. 6 threat to established authority
b. 6 source o uture general managers
c. 6 cause o unwanted changes in ongoing procedures
d. 6 means to an end
e. 6 signiicant mar1et or their ser0ices. 6 place to build an empire
g. 6 necessary e0il to traditional management
h. 6n opportunity or growth and ad0ancement
i. 6 better way to moti0ate people toward anob/ecti0e
/. 6 source o rustration in authority1. 6 way o introducing controlled changes
l. 6 means o coordinating unctional units
m. 6 means o deep satisaction
n. 6 way o lie
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@'
uestion F .7'
- he organization chart
o Company N re0eals
that dierent number
o employees reports
to its i0e departments
shown. #ow would
you explain thedierenceI
De&artmetN+m3er o#Em&.o,ee
A 3
: 7
C 4
D 6
8 9
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uestion F .79
- 8ome people eel that wor1ing as a team,instead o allowing experts to produce more
creati0e outcomes, actually resulted inwatered4down compromises and blandsolutions. hey 0iew teamwor1 as a serieso exercises in “sharing ignorance.! Do
you agree or disagree and whyI hat can be done to impro0e the technical Hualitieso the team outcomesI