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  • Cauley, Patrick M.
     
     Subjects
     
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  • Teams in the workplace
     
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  • Organizational change
     
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  • MSEM Thesis.
     
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  •  World class teaming:...
     
     
     
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    World class teaming: enabled by organizational design / by Patrick M. Cauley.
    by Cauley, Patrick M.
    Subjects
  • Teams in the workplace
  •  
  • Organizational change
  •  
  • MSEM Thesis.
  • Description: 
    xi, 245 leaves : ill. ; 29 cm.
    Contents: 
    Advisor: Kimbel Nap.
    Committee members: Gene Wright, Dr. Bruce Thompson.
    Executive summary -- Informative abstract -- Why team? -- When to team? -- Why focus on organizational design? -- What Is wrong with teaming today? -- Conclusions -- Addendum A) Survey research -- B) References
    As the globalization of American organizations increase, the concept of teams has been becoming increasingly familiar to modern corporations. For many corporations, they have found increases in employee effectiveness, productivity, and efficiency through teaming. This leads to questioning why different results have not been observed. Why are some organizations capable of World Class Teaming and others not capable of reaping the benefits of this organizational form?
    If one were to chart the different organizational design attributes against the success or failures in teaming, the author believes that a certain set of conditions would be present for successful teaming to occur. Personal obervation and experiences have shown differences in one organization as compared to another. Some organizations are changing internally to address the needs of team and restructuring in response to a new set of needs. The entire organizational chart and organizational systems are altered to implement teaming. Many of these organizations have embraced new concepts by altering their organizational design, and followed by self-monitoring the teams to insure the best conditions are available. Other corporations have implemented teaming and not made substantial organizational changes. Work groups are called teams and asked to synergize to a higher level of performance. The results from both approaches are mixed and highly dependent of many variables that are not immediately apparent or tangible.
    It is this set of mixed results that this thesis will attempt to clarify. True teaming, i.e. a synergistic environment where the achieved results are greater than the sum of the individual parts has been demonstrated in many organizations. However, it is not occurring in all organizations that have attempted implementation. This author believes that research and personal viewpoints can provide insights into the organizational design that would provide an environment that will obtain world class teaming.
    Research for this thesis was drawn from two sources. First a questionnaire was distributed to contacts currently employed in industry. The questionnaire focused on the organizational design attributes that the survey participant has experienced whether these attributes provided positive steps towards synergistic teaming. Secondly, research in current literature was utilized throughout the thesis. Many publications now commonly feature team-related articles or subjects on subsets of the teaming concepts. What has been lacking is a comprehensive organizational design focus of the implementation teaming. From this collected data, characterization of the best organizational attributes will be preformed. This thesis will present those attributes in a comprehensive overview and their corresponding implementation from an organizational design point of view.
    This thesis is presented in five sections. The first two orientate the reader to teaming. These sections answer the basic questions of -"Why team?", "What is required to team?", and "When to team?". The third section provides a bridge into an organizational design perspective. It will explain why this perspective is needed today and the benefits this perspective may bring to an organization.
    The fourth section of the paper reviews approaches taken today in industry. This section is built around a McKinsey 7s Framework. It overviews many of the common implementations used in today's organizations. It also details the typical problems found in today's organizations due to organizational design conflicts or constraints.
    The fifth section summarizes the organizational design required to successfully team. It addresses the changes required in organizational design to enable World Class Teaming. What organizational design elements should a teaming initiative focus on and in what sequence? Since fundamental changes will be required in many organizations, the organizational design approach will provide guidance that is not specific to any one situation. The level of change that any single organization can take on is an important consideration. The implementation can be phased over time; the extent of application can be managed and this not result in major organizational upheaval.
    The first appendix details the primary research preformed analysis techniques and conclusions drawn. These details have also been used in early sections of the thesis, as specifics were required.
    This thesis will provide the reader with an organizational design perspective to teaming. This perspective will detail the suggested changes for organization and reaffirm the author's beliefs that fundamental organizational design changes are required to enable world class teaming. The goal of the thesis is to provide a comprehensive organization design model of teaming that can benefit modern organizations. The model defines the requirements for teaming and can be used as a guide to achieve increased effectiveness.
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