The Engineering Service Division of the Federal Government :: Federal Government Engineering Essays

TABLE OF CONTENTINTRODUCTION 2 paradox 2ANALYSIS OF THE SITUATION 3Groups and Teams 3Power and political sympathies 7Motivation 12ALTERNATIVES AND SOLUTIONS TO THE PROBLEM 14SOLUTION 16IMPLEMENTATION PLAN 17JUSTIFICATION OF THE SOLUTION 18 penetrationIn the Federal brass, 14 forms composed the administrative service division. The plan service division was a smaller part to a government research laboratory. Their purpose was to design and manufacture equipment needed for experiments. There argon four formal team ups the Design and Drafting sort out, Planning and Production Branch manufacturing Service Branch and the Engineering Service Branch. There are 50 people in the design group which was divided into three subgroups twain drafting sections and one checking section. There was a consistent flow mingled with the branches that enabled projects to be completed in an efficient manner. The engineering service division worked competently wi th no manager for nine months. At this time, Francois Duplessis succeeded Josie Maguire, who previously held the perplexity position. As the corporate consultants we will analyze the company current situation. worryThe recent change in managers within the Engineering Services socio-economic class has casingd some concern for the success of the company. Francois Duplessis has developed various changes in the workplace. The changes had ca drug abuse the group to be less cohesive due to poor parley and conflict. Their level of interdependence was altered which made tasks harder to accomplish. Duplessis did not effectively use his power in order for the laboratory to succeed which resulted in organisational politics. The designer and engineers were content with working together to reach their goals in the arrangement, therefore, world more than independent caused their overall motivation to decline. Analysis of the SituationGroups and Teams inwardly the Engineering Services Divi sion, there were formal teams and communities of practice. A formal team can be described as groups of two or more people who interact and influence each other, are mutually accountable for achieving common objectives, and perceive themselves as a social entity within an organization (McShane 234). While communities of practice are informal groups bound together by shared expertise and passion for a particular activity or interest (McShane 234) The formal teams consisted of the Design and Drafting Branch, the Production and Planning Branch, the automatic Shop Branch, and the Electronic Services Branch all of which were mandated by management.