Creating a 'Teal' Engineering Culture: Feasible or Fantasy
In this online engineering PDH course, you will learn that 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 (a) Search of Excellence (1982)". 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" (1993) 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.
This 5 PDH online course is intended for 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 interested 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.
This PE continuing education course is intended to provide you with the following specific knowledge and skills:
- Describe the evolution of organizations from the earliest recorded tribes to present-day multinationals
- List and explain how three distinct factors of organizational evolution could only happen in a society which has weakened or done away with class structures
- Identify and discuss several key events in the evolution of last century Western organizational thinking
- List and discuss the traits of a Teal organization
- Develop a strategy for implementing a Teal-like culture within their department
- Identify and discuss the two essential elements necessary for a Teal experiment to have any chance of success in an engineering culture
- Identify the key group within an organization whose support is critical for any chance of success with a Teal implementation
- Describe the key role trust plays in developing a Teal culture
- List three critical self-development factors that must be considered by any leader wanting to implement a Teal change in their work group
- Describe and implement several methods of improving employee morale
- Analyze any employee performance problems tracing back to their root cause
- Identify key factors from the past that resulted in their employees being the most productive
- List and discuss the five essential elements of motivation
- List and discuss the three essential elements of productivity
- Use a suggested guideline for implemented practices leading to a Teal community within a traditional engineering culture
In this professional engineering CEU course, you need to review the document titled "Creating a 'Teal' Engineering Culture: Feasible or Fantasy".
Once you complete your course review, you need to take a multiple-choice quiz consisting of thirty (30) questions to earn 5 PDH credits. The quiz will be based on the entire document.
Upon successful completion of the quiz, print your Certificate of Completion instantly. (Note: if you are paying by check or money order, you will be able to print it after we receive your payment.) For your convenience, we will also email it to you. Please note that you can log in to your account at any time to access and print your Certificate of Completion.