7. managing people in technology-based organizations issues

8/20/2019 7. Managing People in Technology-based Organizations Issues

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Managing People in

Technology-basedOrganizations Issues


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CHALLENGES OF MANAGING INENGINEERING AND TECHNOLOGY

• People are one of the most critical assetsaecting business performance in today’stechnology-based business environment. ctivitiesoften cluster around pro!ects "ith team eorts that

span organizational lines involving a broadspectrum of personnel# support groups#subcontractors# vendors# partners# governmentagencies# and customer organizations.

• $ective lin%ages# cooperation# and alliancesamong various organizational functions are criticalfor proper communications# decision-ma%ing# andcontrol.


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THE UNIQUE NATURE OF MANAGINGENGINEERING PERSONNEL

• Managers in engineering andtechnology-based enterprises seethemselves as dierent from those inless technical environments. Their"or% re&uires uni&ue organizationalstructures# policies# and interaction

of people.


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THE UNIQUE NATURE OF MANAGINGENGINEERING PERSONNEL

• 'peci(cally# si) organizationalsubsystems ma%e engineering andtechnology-based managementuni&ue and dierent from other typesof management and in*uence thetype of leadership style appropriate

for these situations+ , "or%# ,/people# ,0 "or% process# ,1managerial tools and techni&ues# ,2

organizational culture# and ,3


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Work

• $ngineering-oriented "or% is by and largemore comple)# re&uiring special s%ills#e&uipment# tools# processes# and support

systems. The unit of "or% is often a pro!ect#organized and e)ecuted by a multidisciplinaryteam. 4ross-functional integration# progressmeasurements# and controlling the "or%

to"ard desired results are usually morechallenging "ith increasing technology#involving higher levels of creativity# ris%s# anduncertainties.


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People

• 5ecause of the type of "or% and its challenges#engineering-oriented environments attractdierent people. On average# these people

have highly specialized s%ills. They are bettereducated# self-motivated 6 directed# andre&uire a minimum of supervision. They en!oyproblem solving and (nd technical challengesmotivating and intellectually stimulating. Theyoften en!oy a sense of community and teamspirit# "hile having little tolerance for personalcon*ict and organizational politics.


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Work process

• 5ecause of the nature of technical"or% "ith its comple)ities#uncertainties# ris%s# and need forinnovation# "or% processes are lessse&uential and centrallyadministered# but more team-based#

self-directed# and agile# oftenstructured for parallel# concurrente)ecution of the "or%.


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Managerial tools andtechniques

• 7hile many of the managerial tools andtechni&ues are also used in otherenvironments# the uni&ue nature of

engineering re&uires special tools andapplication. 'piral planning# sta%eholdermapping# concurrent engineering# andintegrated product developments are !usta fe" e)amples of the specialized natureof tools needed to produce team-basedsolutions to comple) problems.


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Organizational culture

• The challenges of technology-driven environmentscreate a uni&ue organizational culture "ith their o"nnorms# values# and "or% ethics. These cultures are moreteam oriented regarding decision ma%ing# "or% *o"#

performance evaluation# and "or% group management.uthority must often be earned and emerges "ithin the"or% group as a result of credibility# trust# and respect#rather than organizational status and position. 8e"ardscome to a considerable degree from satisfaction "ith

the "or% and its surroundings# "ith recognition ofaccomplishments as important motivational factors forstimulating enthusiasm# cooperation# and innovation.


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Business environment

• $ngineering-oriented businessesoperate in an environment that isfast changing regarding mar%et

structure# suppliers# and regulations.'hort product life cycles# intenseglobal competition# lo" brand loyalty#

lo" barriers to entry# and strongdependency on other technologiesand support systems are typical for

these business environments.


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5usiness subsystems uni&ue fortechnology-intensive organizations


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MOTI9TIO: :; $:nderstanding people is important in anymanagement situation# but is critical in today’stechnology-based engineering organizations. Toperform eectively# leaders must cross

organizational lines and gain services frompersonnel not reporting directly to them.

• They must build multidisciplinary teams intocohesive groups and deal "ith a variety of

net"or%s# such as line departments# sta groups#team members# clients# and senior management#each having dierent cultures# interests#e)pectations# and charters.


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$ective team managementinvolves three primary components

. People s%ills - having the right mi)of people "ith appropriate s%ills

and traits?

/. Organizational structure - organizingthe people and resources accordingto the tas%s to be performed? and

0. Management style - adopting theright leadership style.


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Professional :eeds ectingIndividual and Team Performance

1. Interesting and challenging work . This is an intrinsicmotivator that satis(es professional esteem needs and helps tointegrate personal goals "ith the ob!ective of the organization.

2. Professionally stimulating work environment. Promotesprofessional involvement# creativity# and interdisciplinary

support. 4onducive to team building# eective communication#con*ict resolution and commitment. @ob satisfaction is a goodbenchmar% for assessing ful(llment of this need.

3. Professional growth. Perceived via promotional opportunities#salary advances# s%ill building# and professional recognition.

4. Overall leadership. Aeadership satis(es the need for cleardirection and uni(ed guidance of the "or% and its people. Itinvolves dealing eectively "ith individual contributors#managers# and support groups. Aeadership involves a "idespectrum of technical# administrative# and people s%ills.


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5. angi!le rewards. large spectrum of re"ards is available tomanagers to satisfy e)trinsic and intrinsic needs# such as salary#bonuses# incentives# promotions# recognition# praise# oBce decor#and educational opportunities.

". #o! e$pertise. People must have the %no"ledge and s%ills

necessary to perform the re&uired tas%. This includes the technicale)pertise# as "ell as the administrative and human s%ills neededfor eective role performance.

%. &ssisting in pro!lem solving. $)amples include facilitatingsolutions to technical# administrative# and personal problems. It isan important need# "hich# if not satis(ed# often leads to

frustration# con*ict# and suboptimal !ob performance.

'. (learly de)ned o!*ectives.


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+. ,anagement control. People li%e to see a reasonable degree ofstructure# direction# and control of their "or%# "ithout beingmicromanaged. This is also important for eective team performance#innovation# and creativity to"ard established organizational goals.

1-. #o! security. This is one of the very fundamental needs that must besatis(ed before people consider higher-order gro"th needs. @ob security isCCperceived’’ and has many facets# ranging from overall enterpriseperformance to an)ieties over !ob s%ills or sta%eholder satisfaction.

11.ood interpersonal relations. 4omponents include trust# respect#credibility# lo" con*ict# and col- legial behavior# !ust to name a fe".People must feel comfortable "ith their co-"or%ers to interact eectively#share ris%s# and unify to"ard organizational ob!ectives.

12.Proper planning. People need a roadmap to see "here they are going. This is absolutely essential for the successful roll-out of engineering "or%.It is also a precondition for resource negotiations and commitment.


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13.(lear role de)nition. This helps in de(ning the "or% team#minimizing role con*ict and po"er struggles# and legitimizing authorityand reporting relations.

14.Open communications. Delps to satisfy the need for a free *o" ofinformation both horizontally and vertically# %eeping people informed

and uni(ed to"ard desired results.15.,inimum changes. lthough change is often inevitable# most peopledon’t li%e change and see it as unnecessary# impeding creativity andperformance. dvanced planning and proper communication can aectthe personal perception and attitude to"ard change and minimize itsnegative impact.

1"./enior management support. 'upport is usually needed in manyareas# such as resource provision# administrative tools and processes#pro!ect support from resource groups# and provision of necessaryfacilities and e&uipment. Management support is particularly crucial tolarger# multifunctional# and comple) underta%ings.


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Motiation as a F!n"tion o#Ris$s an% C&allenges

• person’s motivation is very lo" if theprobability of achieving the goal is verylo" or zero.

• 7e can push others# or ourselves# to"ardsuccess or failure because of our mentalpredisposition called self-fulllment prophesies. Our motivational drive and

personal eorts increase or decreaserelative to the li%elihood of thee)pected outcome.


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S!""ess as a F!n"tion o#Motiation

• The saying CCThe harder you "or%#the luc%ier you get’’ e)presses theeect of motivation in pragmatic

terms. People "ho have a CCcan-do’’attitude# "ho are con(dent andmotivated# are more li%ely to succeed

in their mission. 7inning is in theattitude. This is the essence of theself-ful(llment prophecy.


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'ource

• http+66eboo%s.narotama.ac.id6(les6MechanicalE/F$ngineersE/FDandboo%E/F,0rdE/F$ditionE/F9olE/F064hapterE/F1E/FE/FManagingE/FPeple.pdf

http://ebooks.narotama.ac.id/files/Mechanical%20Engineers%20Handbook%20(3rd%20Edition)%20Vol%203/Chapter%2014%20%20Managing%20People.pdfhttp://ebooks.narotama.ac.id/files/Mechanical%20Engineers%20Handbook%20(3rd%20Edition)%20Vol%203/Chapter%2014%20%20Managing%20People.pdfhttp://ebooks.narotama.ac.id/files/Mechanical%20Engineers%20Handbook%20(3rd%20Edition)%20Vol%203/Chapter%2014%20%20Managing%20People.pdfhttp://ebooks.narotama.ac.id/files/Mechanical%20Engineers%20Handbook%20(3rd%20Edition)%20Vol%203/Chapter%2014%20%20Managing%20People.pdfhttp://ebooks.narotama.ac.id/files/Mechanical%20Engineers%20Handbook%20(3rd%20Edition)%20Vol%203/Chapter%2014%20%20Managing%20People.pdfhttp://ebooks.narotama.ac.id/files/Mechanical%20Engineers%20Handbook%20(3rd%20Edition)%20Vol%203/Chapter%2014%20%20Managing%20People.pdfhttp://ebooks.narotama.ac.id/files/Mechanical%20Engineers%20Handbook%20(3rd%20Edition)%20Vol%203/Chapter%2014%20%20Managing%20People.pdfhttp://ebooks.narotama.ac.id/files/Mechanical%20Engineers%20Handbook%20(3rd%20Edition)%20Vol%203/Chapter%2014%20%20Managing%20People.pdf


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G>IH

. are one of the most critical assets aecting business performance in today’stechnology-based business environment.

/. in engineering and technology-based enterprises see themselves as dierentfrom those in less technical environments. Their "or% re&uires uni&ue organizationalstructures# policies# and interaction of people.

0.$ngineering-oriented is by and large more comple)# re&uiring special s%ills#

e&uipment# tools# processes# and support systems.1. These cultures are more team oriented regarding decision ma%ing# "or% *o"#performance evaluation# and "or% group management.

Three primary components of eective team management+ ,2-J

2.

3.

J.


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:'7$8'

. People

/. Manager6s

0. 7or%

1. Organizational 4ulture

2-J. People skills

Organizational structure

Management style

8-! "nteresting and challenging #ork

Professionally stimulating #ork environment

Professional gro#th

Overall leadership

$angi%le re#ards

&o% e'pertise

(ssisting in pro%lem solving)learly dened o%*ectives

Management control

&o% security

+ood interpersonal relations

Proper planning

7. managing people in technology-based organizations issues

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