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32 Cards in this Set
- Front
- Back
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Knowledge Work
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work that involves the development and transmission of knowledge and information.
implies a greater amount of ambiguity, searching, researching, and learning in the job environment |
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Team
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finite number of individuals who are united in a common purpose
Juran has long emphasized the importance of teams and projects in the improvement of quality when managed well teams lead to improved employee morale |
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Project Management <b>5 Motivators
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Mutuality
Recognition for personal achievement Belonging Bounded Power Creative Autonomy |
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Promises inherent in Employee EMPOWERMENT
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You will have greater control over your own work
You will not be penalized for amking decisions that DON'T pan out Management is changing and becoming more contemporary Managment is committed to quality improvement over the Long run Management will concede more control over company systems to you Management values your ideas and opinions and will give them serious consideration Management trust you and is worth of trust in return You will be rewarded for making decisions that benefit the company labor is capable of decision making concerning its own jobs and company processes |
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Pre-conditions necessary for empowerment
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Clear authority and accountability
participation in planning at all levels Adequate communication and information for decision making Responsibility with authority |
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Quality leaders are unanimous in that to be successful in achieving teamwork and participation, strong leadership both at the company level and within the team is essential
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True!
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Situational Leadership model
Review pg. 441 |
<b>Based on the interplay among the following:</b>
Amount of guidanc and direction a leader gives (TASK behavior) Amount of socioeconomic support a leader provides (RELATIONSHIP behavior) Readiness level that followers exhibit in performing a specific task, function, or objective. |
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Readiness
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The extent to which a follower has the ability and willingess to accomplish a specific task
<b>A function of 2 variables:</b> Ability (Job maturity) Self confidence (psychological maturity) |
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Effective leadership helps employees become competent and instills confidence in employees that they can do the job
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True
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Review Figs. 14-1, 14-2
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Yes
Team Dev. Forming Storming Norming Performing Mourning |
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Types of Teams
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<b>Process Improvment Teams</b>: Work to improve porcesses and customer service. identifying oppoertunities for improvement, prioritizing opportunitites, selecting projects, gathring data, analyzing data, making recommendations, implementing changes, conducting post implementation interviews
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Cross Functional Teams
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enlist people from a variety of functional groups within the firm.
often work on macro level, quality related problems such as communication or redesigning company wide processes |
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Tiger Teams
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high-powered team assigned to work on a specific problem for a limited amount of time. These teams are often used in reengineering efforts or in projects where a specific problem needs to be solved in a very short period of time.
very intense work--short duration. |
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Natural Work Groups
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Teams organized around a common product, customer, or service.
usually cross functional improve service by focusing work units in an organization ON THE CUSTOMER--improved comms. with the customer |
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Self-directed work team
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chartered to work on projects identified by team members themselves
little managerial oversight Either identified as LITTLE or BIG S teams: Little s made up of employees empowered to identify opportunities for improvement--impleemnt Big S teams are involved in MANAGING the different functions of the company without a traditional management structure |
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Virtual Teams
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rarely or never physically meet
Teamware--software for virtual collaboration |
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Facilitation
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helping or aiding teams by maintaining a process orientation and focusing the group.
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Team Building
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accomplished by following a process that identifies roles for team members and then helps them to become competent in achieving those roles
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Facilitator
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make it easy for the group to know where it is going, why it wants to get there, how to get there, and what its next steps are
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Meeting Management
Review Table 14-4 |
Define agenda
Develop meeting objectives Designing agenda activity outline Using process techniques: Clarify Generate Evaluate Action |
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4 Steps in Conflict resolution process
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Frustration
Conceptualization and orientation Interaction Outcome |
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Confilct resolution methods
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Passive Conflict Resolution
Win-win Structured problem solving: fact based manner where data is analyzed by an objective 3rd party Confronting Conflict: uses active listening Choosing a winner: when differences are vast a leader will simply CHOOSE who is right and wrong and then develop a plan to help both parties work together Selecting a better alternative: leader asks the parties to pursue an option that both parties didnt consider Preventing Conflict: involve organizational design fundamentals |
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Constructive Conflict resolution Components
Table 14-5 |
Goal Structure
Reward Systems Contact and communication Coordination Competitive Systems |
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Qualifying Projects
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-
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Cost Benefit Analysis
pg. 453 |
Total Project Costs = Summation (Direct project costs + Indirect project costs)
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Payback Period
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PP =Ct/Ba
Pay back period=Total project costs/Annualized benefits |
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Soft Costs
Hard Costs |
costs NOT easily recovered in project savings (training, lost sales bc of downtime, etc.)
Reduction of rent, equipment costs, or labor direct costs--best to justify savings based on HARD costs that accrue to the bottom line |
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Do Example 14.1!!
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Now!
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Project Charters
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simple tools to help teams identify objectives, participants, and expected benefits from projects.
includes spaces for signatures to identify reproting relationships for planning purposes. |
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Force Field Analysis
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designed to identify and quantify all of the forces for or against organizational change.
This allows you to identify possible project assassins and to fortify support for a project Steps: List all forces for change in the first column and all forces AGAINST change in the 3rd column Assign a score for each force, where 1=weak 5=Very Strong Sum the forces for and against the change and draw a diagram showing the forces |
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Work Breakdown Structure (WBS)
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determines the major tasks required to perform a project.
Break down project into its component parts, then sub parts, the sub parts of the sub parts, etc. |
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Identifying Task times
REVIEW PG. 457-463 |
a=optimistic completion time
m=most likely completed time b=pessimistic completion time |
