Team structures-Tata nano
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The document discusses different types of teams and their characteristics. It covers comprisal teams, problem solving teams, self-managed teams, cross-functional teams, and virtual teams. Self-managed teams are highlighted as having autonomy to implement decisions, shared ownership of tasks and roles, and decisions made by those with relevant knowledge. While this allows tapping diverse expertise, it can potentially lead to conflicts and lack of creativity. The Tata Nano case study is then described showcasing how its team structure mirrored that of a self-managed team, with cross-functional experts working in small cross-disciplinary teams to achieve the project's goals within tight constraints.
Team structures-Tata nano
- 2. Types of Teams • Comprise few members of same department • Come together periodically to assess and solve problems with functioning in their department Problem Solving Teams • In addition to discussing issues, have the power to implement them • Highly effective when members are motivated and belong to different backgrounds Self Managed Teams • Members belong to different functions but similar hierarchical level • Use expertise of different areas to achieve common goal • Good management needed to build trust amongst members of varying backgrounds Cross Functional Teams • Members collaborate online, usually with very little direct face-to-face interaction • Easy to manage, but lack of motivation and trust can occur due to lack of direct interaction Virtual Teams
- 3. Types of Teams Cross- Functional Teams Fail due to - Unclear governance No accountability Unspecific goals Lack of coordination Portfolio Governance Team End to end accountable leader Clearly defined goals and constraints Main objective is success of project Constant re-evaluation Source: https://hbr.org/2015/06/75-of-cross-functional-teams-are-dysfunctional
- 4. Types of Teams Self- Managed Team Autonomy to implement the decisions they come to Ownership of tasks Sharing of technical and managerial roles Decisions made by people who know about the job Lack of hierarchy may lead to conflicts in decision making May lead to lack of creativity due to conformity Self management adds to responsibility which may be time consuming
- 5. Types of Teams Virtual Teams Much more cost effective than traditional teams Potential to hire employees better than locally available Potential to run company 24/7 Flexible scheduling More restricted communication Harder to track individual effort, create culture Conflicts and lack of trust due to no direct interaction Collaboration is difficult as individuals work in isolation
- 6. Diverse points of views contribute to broader perspectives Shared responsibility improves collaboration Streamlined decision making process due to reduced management levels Potential to capitalize on expertize of different members Too many viewpoints can slow down decision making Can lead to problems in coordination and control due to decentralization Individual appraisal and growth difficult, may lead to employee dissatisfaction Can lead to conformity and “Yes-manship” Pros Cons Team-based Structure
- 7. CHALLENGES • “All weather, affordable and safe means of transport” • Training of a rural workforce • Deconstruct and reconstruct the prototype • Reducing cost throughout design to production • “People’s car” vs. “World’s cheapest car” TATA NANO
- 8. TEAM STRUCTURE • Tata motors – hierarchical & vertically integrated organization. • Tata Nano – disruptive innovation – new team structure. •Key 5 people - different engineering disciplines – Project X3 ( April 2003) ADVANCED ENGINEERING GROUP Nikhil A. Jadhav – Industrial designer Anil Kumar – Vehicle Safety Specialist R.G. Rajhans – Body System Engineer DEVELOPMENT PROCESS Justyn Nokrek – Italian designer with IDEA ENGINE & TRANSMISSION SYSTEM Sam Jhonny TATA NANO
- 9. • In 2005 Girish Wagh joined as the Project lead. • Eventually ERC became a 500 member team that comprised of small teams that had clear tasks. • Each team comprised of experts, both from Tata motors and from outside. • A core team of 5 engineers gathered every day to discuss the latest developments. • In addition to this team, vendors and small group of mechanics were part of the development phase. • Teams reported to the senior management that gave their inputs and took final decisions. TEAM STRUCTURE TATA NANO
- 10. TEAM STRUCTURE Manufacturing planning team included people from different process : Welding, paint shop etc. Team existed from the beginning. Design team - repeated design changes. Worked in close coordination with the sourcing team Sourcing team gave their inputs on what is possible and what isn't to design team. Went shopping worldwide for engine. Couldn't find anything in budget. Review meeting held. Ratan Tata after discussions asked the design team to build the engine in house. Vendor management team: Most parts were outsourced. Selected vendor that could deliver
- 11. WHY THIS TEAM STRUCTURE? • Tight budget constraints required iterative and modular approach. Car’s body designed twice and engine designed thrice. The floor and seats – designed 10 times. • Teams based on components made prototyping and improving easier. • Specific engineering and re-engineering requirements to bring down assembly costs required strong cooperation among teams working on related components • Nano was to be designed from scratch, hence a right mix of in-sourcing and outsourcing was required. • Team leads with strong cross-functional experience were preferred over specialists, since they understood details better. ALL THESE CHARATERISTICS ARE THOSE OF A TYPICAL SELF MANAGED TEAM!
- 12. BELBIN’S TEAM ROLE THEORY • Different roles that people play in a team and how does that affects team performance. • A Team Role is defined as "a tendency to behave, contribute and interrelate with others in a particular way.“ • Belbin’s theory highlights the preferred behaviours necessary for effective team functioning. • He has identified 9 predictable behavior patterns or “team roles.”
- 14. • Access to each of the 9 Belbin Team Roles – effective performance • The role balance hypothesis - teams containing more of the roles will perform any given task more effectively than teams containing fewer roles. Team of Shapers Pros Cons High work rate Don’t like working together Quick to explore possible avenues In-fighting Goal oriented activities BELBIN’S TEAM ROLE THEORY
- 15. BRAINSTORMING • members are encouraged to put up their points. • No evaluation of ideas at the initial stage and criticism avoided. • Encourage ‘Freewheeling’ – unusual and outlandish ideas are encouraged. • Encourage ‘Piggybacking’ – group members try to combine and improve on ideas. PROS • Creative ideas • Piggybacking • Social matching CONS • Collaborative fixation • Social matching GROUP DECISION MAKING TECHNIQUES
- 17. DELPHI TECHNIQUE •No face to face discussions. •Identify a panel of experts. •Independently and anonymously write solutions. •Compiled and re-circulated for comments. •Japanese variation : ringi – sequential editing; subtasking, report creation, face to face discussion PROS •Enlists assistance of experts. •No interpersonal problems. •Adequate time for reflection and analysis CONS Time consuming
- 18. DEVIL’S ADVOCACY •Eliminates groupthink. •Planning group comes up with alternate solutions which are critiqued •Can also be used in early stages.
- 20. CONFLICT RESOLUTION Conflicts are inherent. 2 types of conflicts – A & C •A conflict – personal disagreement •C conflict -- ideas in conflict. Focus on issue related differences. Promote C type conflicts •Helps in identifying flaws . •Allows team to contribute openly and honestly to the decision making process. •A type conflict reduces the team effectiveness due to increasing hostility and elimination of trust. Managing conflict •Disseminate full agenda clearly •Providing the right environmment •Keep a sense of where discussion is going •Channel discussion from A type towards C type •Support the team
- 21. Thank You