Industrial Engineering for Science Consuming Industry. Part 1. Tutorial

The greatest opportunities for creativity is presented in the finishing fifth stage of the game. At this stage, the participants will discuss ways to improve the quality of training of masters, the role of selfgovernening in addressing these challenges, proposals for improving the educational process and a more just scholarship calculation and distribution,etc.

In the final part of the game leader can bring to the discussion a proposal about how to conduct an experiment on the distribution of the scholarship fund of a group in accordance with the method developed in the course of the game, to petition on the matter to the leadership of the school. Thus, it is possible to find out whether students are ready to move from words to action, test out the recommendations developed by them in the course of the game.

A Business game «Becoming the head of IT-department»

Justification of the situation

The appearance of a new head of the workplace is always a significant event both for himself and for his subordinates. A new leader, even if he is not assigned to it but elected, or even if he has won the team competition, will have to earn more trust or strengthen his authority and credibility with the team. He will have to adapt in the existing team, a system of relationships, attitudes and style of work which has already been formed. Therefore, there can be significant complications, contradictions, conflicts, sometimes ending in rejection of the new leader.

The young, novice leaders are faced with the greatest difficulties. They usually do not yet know how to work with people, do not feel the difference between personal contacts and networking, sometimes become narcissistic, bossy, and therefore lose contact with the team. The other extreme is expressed in their effort to avoid action. But the first impression of a man is the strongest and persists for long periods of time. The new leader should remember that the composition and sequence of his actions must be determined not only by developed by him teamwork strategy, but also by the specifics of interpersonal relationships.

Aims of the situation study

1.Study of the procedure of entering the leader position.

2.Identification of different points of view on the problem of entering the office.

3.Estimation of willingness to take a leader position.

4.Business communication training, teambuilding.

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5.Model training of the procedure of entering the leader position.

6.Testing of model procedures of introduction a leader to the team, the development plan of a workday, making and implementing decisions under the new conditions.

The rules of situation assessment

1.The situation is under instructor’s control.

2.Running time - 4 hours.

3.Topics for each team are determined depending on the practical motivation of the participants and the recommendations of the instructor.

4.Speakers (applicants for the position) must use interesting forms of presentation (10 min.), Use visual aids.

5.Speech and discussion regulations (5-8 min.) must be strictly observed. If the material is new and is originally presented, the time limit can be extended . If the report and presentation are not interesting - interrupt them.

6.The participants of the situation analysis must ask questions in a way which leads to an active discussion.

7.The experts provide accurate and objective evaluation of the reports and the activities of the teams.

8.A speaker who has received the highest number of points for his report, becomes the number one contender.

9An organizer can use the additional roles in the course of the game: the opponent, the initiator of the discussion, the expert.

The order of development of the situation

Initial information used in the situation: description of a problem situation and tasks for the participants.

Stages of a business game Stage I. Goal setting

The teacher explains the urgency of the situation, describes and assigns roles. To do this, the group chooses three leaders, each of which receives an individual task, forms a work group out of group participants. The first group is assigned to prepare a presentation of a new team, the second -develop a work plan for the first day, the third - to find a solution proposed situations. Other participants are divided three groups of experts, one of which will evaluate performance in the new team, the second - the work plan, the third - the decisions made. Experts receive copies of the tasks and the necessary information about the state of affairs in the workplace when the new leader enters office. The duration of the first phase is 10-15 minutes.

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Stage II. Development of an Action plan

Groups are preparing for the game: think over the task, make a plan for its implementation, work out the main stages, etc. The duration is 25-30 minutes.

Stage III. Speeches by the team leaders.

Three members and their assistants sit down at a table. The leader of the first group delivers the opening speech in front of the team consisting of the learning group students, and answers questions. Then, the second participant of the game introduces a secret workplan for the first day, giving reasons for the sequence of stages. The third participant talks about situations he has faced in the first day and decisions he has made.

In the process of reviewing of the situation speakers’ assistants can contribute, make corrections, answer questions, if the speaker is experiencing any difficulty. The duration is 30-35 minutes.

Stage IV. Discussion.

The whole group is involved. Expert groups representatives give marks based on a five-point system to each participant of the game and his assistants, explaining their decisions. Then, a general discussion of the problem of the new office leader takes place, proposals are made and written down. The duration is 25-30 minutes.

Stage V. Summary analysis of the situation.

The teacher assesses the performance of participants in the game of expert groups, analyzing the course of consideration of the situation, the substance of the proposals, the behavior and activity of students, pays attention to the correct solutions and typical mistakes, forms the main practical conclusions based on possible proposals to improve the solutions. The duration is 10-15 minutes.

7. Tasks for independent work of students, forms of organization, conduct and control of CDS

Topics of abstracts to the module 1.

1.Procedure of an advanced HR audit

2.Components of the program of an advanced HR audit

3.Formation of the criteria for the assessment of human resources of a company

4.Development of the structure and the content of the assessment of human resources of a company

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5.Analysis of the personnel management system and of the priorities of company development

6.Staff adaptation

7.Staff training

8.Monitoring of socio-psychological situation and organization of communication within the company

9.Stages of Development Centre technology

10.The functions of Development Centre participants

11.The role of experts in the implementation of Development Center Technology

12.Portfolio of career advancement (PCA)

13.Development of careergrams as a career planning technology

14.Career maps

15.Technology «scenario of the career analysis and the creation of Personal Development Plan»

16.Technology of the development of personal life plan of the career of A.Y. Kibanova

17.Personal statement of the ultimate career goals

18.Career planning technology by G.G. Zaitsev

19.Four types of team culture

20.Role concept of teambuilding

21.Domestic technologies of teambuilding

Questions to the theme 1.1

1.To solve what problems is an advanced HR audit procedure

aimed at?

2.What procedures does an advanced HR audit procedure include?

3.What stages does an advanced HR audit procedure include?

4.List the diagnostic parameters of workforce planning.

. List the diagnostic of personnel screening

Questions to the theme 1.2

1.How is the process of selecting key competencies of employees of the organization performed?

2.List and describe all the approaches for the assessment of 5competencies.

3.What is Assessment Centre technology used for?

4.Highlight the positive and negative aspects of technology AssessmentCentre technology.

5.What is DevelopmentCentre technology used for?

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6. Highlight the positive and negative aspects of DevelopmentCentre technology.

Questions to the theme 1.3

1.What is the technology of effective self-presentation or portfolio of career advancement used for?

2.Highlight the positive and negative aspects of effective selfpresentation or portfolio of career advancement.

3.What are the technologies of the best career path identification

used for?

4.Highlight the positive and negative aspects of the best career path identification technology.

5.What are the technologies of career goals setting optimization and career development plans process used for?

6.Highlight the positive and negative aspects of of career goals setting optimization and career development plans process.

Questions to the theme 1.4

1.What is the technology of three-level team development used

for?

2.Highlight the positive and negative aspects of technology of three-level team development.

3.What is the role concept of teambuilding used for?

4.Highlight the positive and negative aspects of the role concept of teambuilding.

5.Highlight the positive and negative aspects of modern Russian technology of teambuilding.

Questions to the theme 2.1

1.List the categories of crowdsourcing.

2.Describe the technology of «open innovation».

3.Describe the Crowdfunding technology.

4.Describe the technology of competitive platforms.

5.Describe the crowdsourcing as a model of labor market of the

future.

Questions to the theme 2.2

1.Describe the outsourcing processes in the field of personnel management.

2.Describe the outsourcing processes in the area of relationships with customers and outsourcing of call centers.

3.Describe the outsourcing of accounting processes.

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4.Describe the outsourcing of IT processes.

5.Describe the outsourcing of IT systems placement.

Questions to the theme 2.3

1.Explain the difference between outstaffing and outplacement.

2.Explain the difference between staffleasing and outstaffing.

3.What is the technology of outstaffing used for?

4.Describe the outstaffing of IT staff.

5.Highlight the positive and negative aspects of the outstaffing technology.

8.Control measuring materials for ongoing monitoring of progress, interim certification on the basis of the study of the discipline

Abstracts topics to the module 1.

1.An advanced HR audit procedure

2.Components of the program of an advanced HR audit

3.Formation of the criteria for the assessment of human resources of the company

4.Development of the structure and the content of the assessment of human resources of the company

5.Analysis of the personnel management system and the priorities of the company development priorities

6.Adaption of staff

7.Staff training

8.Monitoring of socio-psychological situation and organization of communication within the company

9.Stages of DevelopmentCentre technology

10.The functions of the Development Centre participants

11.The role of experts in the implementation of the Development Center Technology

12.Portfolio of career advancement

13.Careergram development as the career planning technology

14.Career maps

15.Technology «scenario of career analysis and the creation of Personal Development Plan»

16.Technology of the development of personal life plan of the career of A.Y. Kibanova

17.Personal statement of the ultimate career goals

18.Career planning technology by G.G. Zaitsev

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19.Four types of team culture

20.Role concept of teambuilding

21.Domestic technologies of teambuilding

Topics abstracts to Module 2.

1.Crowdsorting tools

2.Crowdsorting categories

3.Crowdfunding models

4.Types of crowdsourcing platforms

5.Services markets as a form of crowdsourcing

6.Crowd-system of the future

7.Outsourcing processes in the field of personnel management

8.Outsourcing processes in the area of relationships with customers

and outsourcing of call centers

9.Outsourcing of accounting processes

10.Outsourcing of IT processes

11.Outsourcing of IT systems placement (Softwareon-Demand)

12.»Outstaffing» as the technology of human resource

management

9.Rating system of master students schoolwork

1.Practical situation - 0.5 points.

2.Written work - 5 points (5 points - the subject under study is fully disclosed, 4 points - the subject under study should be more fully disclosed, 3 points - the subject under study isn’t fully disclosed).

3.Tests - 0.5 points for each correct answer.

4.Summary - 5 points (5 points - the subject under study is fully disclosed, 4 points - the subject under study should be more fully disclosed, 3 points - the subject under study isn’t fully disclosed).

5.Presentation at the seminar - 0.5 points.

6.Final Test - 40 points

7.Labor intensity of disciplines in accordance with the European credit system (ECTS) is 3 credits

10.Educational technologies, including interactive ones

Classes in the form problem solving lectures are listed in the course of the study:

-technology Assessment Center and Development Centre Technology (Center for evaluation and development)

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-career planning Technology -teambuilding Technology

On the following topics seminars are held in the form of a research seminar:

-career planning Technology -teambuilding Technology -crowdsourcing in high-tech companies -outsourcing in the high-tech companies -outstaffing in high-tech companies

Also as part of classes the following business games are provided:

1.«Team Building» business game on «Technology of teambuilding»

2.«The inauguration of the head of IT-department» business game on AssessmentCenter and DevelopmentCentre Technology (Assessment and Development Center)

Testing is used as the control measuring technology.

11.Point rating system estimates the schoolwork of master students

1.www.cool4ed.org

2.www.oapen.org

3.www.collegeopentextbooks.org

4.www.oercommons.org

5.www.doabooks.org

6.www.coursera.org

7.www.edx.org

8.www.khanacademy.org

9.www.futurelearn.com

10.http://ocw.mit.edu

12. Teaching materials and assignments to students to study subjects Practical situations Cases - written work

Situation1. The conflict between the technical control inspectorengineer and the technologist

A new technologist was appointed to the village in which the technical control inspectorengineer L. worked. From the earliest days of joint activity they did not get along. There was a conflict between them, which lasted for two years. As a result, L. was released from her post, even though she was a conscientious and knowledgeable employee.

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Additional materials: 1. From L.’s explanation

«It started with little things: the architect settled in a separate room, took the safe keys away from me, banned the use of a seal and a facility inspection machine, deprived me of independence – the right to attend the meetings of the Executive Committee and admittance of facilities ...». «He (the technologist) me is very bossy». Even in small things. When I am preparing a document signed by him and point out: «the district engineer», he corrects boldly: «The District Technologist». «Three orders are issued within one week: To be reprimanded with a final warning»

2. The technologist’s reply

«You have a sharp tongue. What do you know more than I do?» «And you did not have to know what we are doing»; «Do what I

say, and that's it!».

Assignment

1. To study the situation. 2. Be on the psychological characteristics of the conflict. 3. Identify the causes of the conflict. 4. To express views on possible ways of overcoming the conflict.

Conflict Situation 2 senior technologist and head of the ITdepartment

Software Engineer summoned the head of the department and said to be hard work - will have to sit out a week or two overtime. «Please, I'm ready», - said the engineer, - business is business. «Work brought senior technologist. He said that it is necessary to calculate the control program on the machine for the manufacture of complex parts. When the working day is at the end of a software engineer took the drawing to get started. At this time he was approached by direct supervisor and ask what kind of work. After hearing the explanation, he formally demanded: «I categorically forbid to do the job ... The task of the head of the department? Let me give it through».

After some time, a senior technologist ask how things are going. Learning that everything remains in place, he abruptly raised his voice to a software engineer: «For you order the chief of department does not mean anything? All deferred, will be considered during working hours!»

assignment

1. to get a grasp in a problematic situation and answer the questions: What is the nature of the work went to the programmer? Why the job has been canceled supervisor? As should have done a software engineer?

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2.What is the cause of the conflict?

3.How to get out of this conflict?

Situation 3. The diagnostic of the team’s problems at an early stage of the high-tech project.

Read the above example; independently answer the proposed questions and be prepared to continue to discuss the responses in the group.

The team has been working for a month, and in the near future planned to complete the first phase. Anna has the role of an informal team leader, Larissa’s role is to organize meetings and keeping protocoles. When Elena offered to take on the responsibility for the preparation of documents, Anna snapped, saying that Larissa coped with this problem and would perform it until the end of the project. Always, when the team was ready to take action on a particular issue, Eugene offered a few more options, and the team returned to the beginning. As Eugene and Feodor, repeatedly stated that the team spends too much time on trifles, paid little attention to issues of strategy. Over the past month Elena behaved at the meetings more than modest and almost did not stand out. The only time she dared to speak out, Anna said that a decision on this issue has already been taken. Feodor was not present at several meetings. Elena contacted him to understand whether he’d be present at the next meeting or not, and also to learn the extent to which he was able to make progress in their part of the project. After a conversation with Feodor, Elena began to carry out the work for him, without advertising the initiative, as well as speaking out on his behalf at meetings. When it was necessary to complete the work in connection with the expiration of the first stage of the work, Eugene failed in their part of the project, but assured the team that for his part he could get the job done at the last moment. She worked for two, performing her part of work as well as his. Larissa’s efforts and Anna’s volunteer assistants led to satisfactory results for the whole project. It was agreed that the team would meet an hour before the delivery of the project to make sure everything was ready for the big moment.

Issues for discussion

1.What are the apparent problems in this team?

2.How would you describe the situation from the point of view of each team member?

3.What would you suggest to improve the efficiency of the team?

4.How do the problems in this team relate to rules and codes of conduct that apply in your team?

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