Creating a 'Teal' Engineering Culture: Feasible or Fantasy?

In Creating a 'Teal' Engineering Culture: Feasible or Fantasy?, you'll learn ...

• The evolution of organizations from the earliest recorded tribes to present-day multinationals
• The traits of a Teal organization
• The key role that trust plays in developing a Teal culture
• The two essential elements necessary for a Teal experiment to have any chance of success in an engineering culture

Overview

Preview a portion of this course before purchasing it.

Credit: 5 PDH

Length: 55 pages

Organizational theory discussion began with Henry Ford’s assembly line over a century ago in 1913.

Nearly seven decades later, its evolution led innovators and path-finders "in search of excellence". Later, if we found our organizations lacking agility and generally restricted in the bureaucratic bindings of the past, we were exhorted to "reengineer the corporation" and break free of old constraints.

Only eight years later, we learned why some companies just can’t improve: Good to Great: Why Some Companies Make the Leap and Others Don’t explained it all to us.

In 2004, if we were struggling to stay relevant in our respective markets, we could improve our quality and speed with a martial arts approach using Six Sigma tactics and earning achievement belts of different colors.

Or, if we were not specifically focused on only items the customer valued, we could become LEANer by following the Toyota automobile model.

Today, we are trying to flatten the organization by reducing layers of management and encouraging employees to become more self-directed and actively involved in the life of the organization. We are trying to move away from our traditional ‘Amber’ and ‘Orange’ organizations and toward ‘Teal’ cultures. (All of these colors are thoroughly explained.)

The intended audience for the course is any strategically thinking professional engineer who wants to determine whether it is feasible and practical to charter a Teal culture path within their organization.

Ideally, it is someone in a leadership position who wants to gain a basic understanding of this organizational concept thoroughly enough to be able to implement it in their organization or at least participate in a thoughtful discussion if the opportunity arises.

Also, you never know when an executive will ask, “Has anyone heard about these Teal organizations? Is there anything to it that we can use in our company?”

Don’t you want to be the only one who can provide a meaningful answer?

Learning Objectives

Upon completion of this course, participants will be able to:

• Explain how three distinct factors in organizational evolution depend on a society that has weakened or eliminated class structures.
• Outline key events in the evolution of Western organizational thinking during the last century.
• Develop a strategy for implementing a teal-like culture within a department.
• Identify the key organizational group whose support is critical to a successful teal implementation.
• Describe three critical self-development factors for a leader seeking to implement a teal change within a workgroup.
• Identify methods for improving employee morale.
• Analyze employee performance problems to trace them to their root causes.
• Determine key past factors that contributed to employees being most productive.
• Explain the five essential elements of motivation.
• Describe the three essential elements of productivity.
• Outline a suggested guideline for implementing practices that lead toward a teal community within a traditional engineering culture.

Certificate of Completion

You will be able to immediately print a certificate of completion after passing a multiple-choice quiz consisting of 30 questions. PDH credits are not awarded until the course is completed and quiz is passed.