Pub Date : 2006-08-01DOI: 10.1109/UTEMC.2006.5236171
G.D. Paulson, Trexler Proffitt
Negotiators attempting to make deals and resolve conflicts within or between organizations must first attempt to determine if negotiation is an authorized and productive option. In this paper we explore the tension between organizational routines that attempt to limit conflict and negotiation, and the possible organizational benefits of authorizing or facilitating constructive conflict. Organizations generally develop routines that balance a desire for efficiency with the need to create perceptions of fairness and justice. Efficiency measures yield rationalized processes that tend to limit conflict, but also limit the opportunity to negotiate for a just outcome. Bureaucratic procedures and precedents come to replace idiosyncratic and tailored solutions. However, organizational efforts at continuous improvement and strategic differentiation rely on organizational creativity and openness to the collaborative problem solving that can characterize some negotiations. Recommendations are offered for negotiators and for organizations.
{"title":"“McDonaldization” and constructive conflict: Negotiation amidst systemic and technological advancements","authors":"G.D. Paulson, Trexler Proffitt","doi":"10.1109/UTEMC.2006.5236171","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236171","url":null,"abstract":"Negotiators attempting to make deals and resolve conflicts within or between organizations must first attempt to determine if negotiation is an authorized and productive option. In this paper we explore the tension between organizational routines that attempt to limit conflict and negotiation, and the possible organizational benefits of authorizing or facilitating constructive conflict. Organizations generally develop routines that balance a desire for efficiency with the need to create perceptions of fairness and justice. Efficiency measures yield rationalized processes that tend to limit conflict, but also limit the opportunity to negotiate for a just outcome. Bureaucratic procedures and precedents come to replace idiosyncratic and tailored solutions. However, organizational efforts at continuous improvement and strategic differentiation rely on organizational creativity and openness to the collaborative problem solving that can characterize some negotiations. Recommendations are offered for negotiators and for organizations.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"69 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128655753","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2006-08-01DOI: 10.1109/UTEMC.2006.5236172
C.N. Smith
Annual turnover in technology-based employment fields remains below the US average, but the impacts of employee initiated turnover can unfortunately significantly affect any organization with knowledge workers as its key asset. This will provide an overview of issues pertinent to staff recruiting and retention in the engineering and computer science disciplines. The uniqueness of the engineering and computer science workforce in these areas will be briefly discussed. Recent statistics and trends in recruiting and retention will also be presented as further background information. Changes to traditional recruiting approaches will be presented. Suggestions on improving staff satisfaction (and, consequently, retention) will be presented in the management, project, technology, and career areas.
{"title":"An engineering management perspective on recruiting and retaining quality staff","authors":"C.N. Smith","doi":"10.1109/UTEMC.2006.5236172","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236172","url":null,"abstract":"Annual turnover in technology-based employment fields remains below the US average, but the impacts of employee initiated turnover can unfortunately significantly affect any organization with knowledge workers as its key asset. This will provide an overview of issues pertinent to staff recruiting and retention in the engineering and computer science disciplines. The uniqueness of the engineering and computer science workforce in these areas will be briefly discussed. Recent statistics and trends in recruiting and retention will also be presented as further background information. Changes to traditional recruiting approaches will be presented. Suggestions on improving staff satisfaction (and, consequently, retention) will be presented in the management, project, technology, and career areas.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"58 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131532724","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2006-08-01DOI: 10.1109/UTEMC.2006.5236187
W. Trybula
The existence of a technology-based business is predicated on providing the customers with the technology that satisfies their needs. The tracking and application of similar technology developments is not a difficult proposition. However, it is very easy to overlook the emergence of alternate technological solutions. While there is not a single predicator that will provide an insight to key emerging technologies, the tracking of trends provides a beginning. Understanding these trends and being able to sort wheat from chaff is the most difficult task. A significant portion of being able to determine exactly what is being manufactured. If a manufactured item can not be measured and quantified, the device can not really be manufactured.
{"title":"Overview of emerging technologies — nano","authors":"W. Trybula","doi":"10.1109/UTEMC.2006.5236187","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236187","url":null,"abstract":"The existence of a technology-based business is predicated on providing the customers with the technology that satisfies their needs. The tracking and application of similar technology developments is not a difficult proposition. However, it is very easy to overlook the emergence of alternate technological solutions. While there is not a single predicator that will provide an insight to key emerging technologies, the tracking of trends provides a beginning. Understanding these trends and being able to sort wheat from chaff is the most difficult task. A significant portion of being able to determine exactly what is being manufactured. If a manufactured item can not be measured and quantified, the device can not really be manufactured.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116985992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2006-08-01DOI: 10.1109/UTEMC.2006.5236184
D. Welch, P. Hill
This paper describes the importance of clear messaging through effective public relations programs that enable technologists, scientists and other experts to distinctly articulate their vision, become industry leaders, advance their technologies, and provide organizations with a voice in the marketplace of ideas, facts, and viewpoints to aid informed public debate.
{"title":"The role of PR for technology","authors":"D. Welch, P. Hill","doi":"10.1109/UTEMC.2006.5236184","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236184","url":null,"abstract":"This paper describes the importance of clear messaging through effective public relations programs that enable technologists, scientists and other experts to distinctly articulate their vision, become industry leaders, advance their technologies, and provide organizations with a voice in the marketplace of ideas, facts, and viewpoints to aid informed public debate.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127678085","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2006-08-01DOI: 10.1109/UTEMC.2006.5236178
R. Ibieta
The concept of action learning, while well known in educational circles is not widely used in corporate environments to infuse leadership skills in ldquohigh potentialrdquo or leadership ldquopipelinerdquo employees. The current trend for leadership development of these kinds of employees is usually that of theoretical instruction coupled with ldquoapprenticeshipsrdquo or mentoring by more senior employees. Action learning introduces a new tool for the development of these employees. After several years of successfully implementing an action learning program for its corporate leadership program, Intel's IT group Management and Leadership Development team decided to implement its own version. Essentially, the strategy involves taking a team of employees and posing a problem or challenge to them whose subject matter is not in their realm of expertise. This team then, who is "naive" to the problem to be solved, gets access to the foremost company experts in the specific subject matter at hand for consultations during the three-week period of the experience. During this period, the team also receives visits from respected leadership and innovation luminaries, both external and internal to the company. The participants' final set of recommendations are presented to the IT executive staff for their consideration on the final day of the program. The benefits of doing this are manifold; participants get a chance to work as a team to solve a complex issue that can benefit the corporation; they get access to some of the foremost leadership development experts in the field and they also get a chance to propose their ideas to the company's IT leadership team. The IT leadership team gets to observe pipeline candidates in action and also gets creative and innovative proposals to help them solve some of the organization's thorniest problems. Rabe, (2006) refers to this concept as "zero gravity thinking" where creative people who are not experts on a given subject matter can provide interesting and innovative ideas on that particular subject matter due to their naive approach to it. This paper describes the program itself, the results obtained by this program and possible avenues for future exploration of this concept as well as how this program approach could be used for other areas or disciplines.
{"title":"Action Learning as a tool for concurrent problem solving and leadership development in IT organizations","authors":"R. Ibieta","doi":"10.1109/UTEMC.2006.5236178","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236178","url":null,"abstract":"The concept of action learning, while well known in educational circles is not widely used in corporate environments to infuse leadership skills in ldquohigh potentialrdquo or leadership ldquopipelinerdquo employees. The current trend for leadership development of these kinds of employees is usually that of theoretical instruction coupled with ldquoapprenticeshipsrdquo or mentoring by more senior employees. Action learning introduces a new tool for the development of these employees. After several years of successfully implementing an action learning program for its corporate leadership program, Intel's IT group Management and Leadership Development team decided to implement its own version. Essentially, the strategy involves taking a team of employees and posing a problem or challenge to them whose subject matter is not in their realm of expertise. This team then, who is \"naive\" to the problem to be solved, gets access to the foremost company experts in the specific subject matter at hand for consultations during the three-week period of the experience. During this period, the team also receives visits from respected leadership and innovation luminaries, both external and internal to the company. The participants' final set of recommendations are presented to the IT executive staff for their consideration on the final day of the program. The benefits of doing this are manifold; participants get a chance to work as a team to solve a complex issue that can benefit the corporation; they get access to some of the foremost leadership development experts in the field and they also get a chance to propose their ideas to the company's IT leadership team. The IT leadership team gets to observe pipeline candidates in action and also gets creative and innovative proposals to help them solve some of the organization's thorniest problems. Rabe, (2006) refers to this concept as \"zero gravity thinking\" where creative people who are not experts on a given subject matter can provide interesting and innovative ideas on that particular subject matter due to their naive approach to it. This paper describes the program itself, the results obtained by this program and possible avenues for future exploration of this concept as well as how this program approach could be used for other areas or disciplines.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"146 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116384651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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