5b - Organizing

8/20/2019 5b - Organizing

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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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77

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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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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7@

"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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%7

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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%B

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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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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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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3%

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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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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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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99

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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&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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?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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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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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

Documents

5b - Organizing