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”DESIGN ISSUES

IN IS

TEAM COMPOSITION

GROUP : 6 01 : BEENISH

02 : TAYYBA

19 : FARWA

32 : SANA

40 : ANUM

DESIGN ISSUES IN IS

DEFINITION OF ISSUES

• INTERNAL PROBLEMS OF A SYSTEM

• MISGIVING

• OBJECTION

• COMPLAINT

• INTRODUCTION WHENEVER WE DESIGN A SYSTEM, WE HAVE TO FACE SOME PROBLEMS WHICH ARE NECESSARY TO BE SOLVED ,IF WE DIDN’T SOLVE THESE PROBLEMS THEN MIGHT OUR SYSTEM THAT PARALYZED……..

•BASICALLY DESIGNERS HAVE TO FACE FOLLOWING ISSUES WHILE THEY ARE DESIGNING INFORMATION SYSTEM:

DESIGN ISSUES

1. BOUNDARY ISSUES

2. SCALE ISSUES

3. CHANGE ISSUES

4. PROOF ISSUES

5. POWER ISSUES

6. UNEVEN ISSUES

7. ABSTRACTION ISSUES

1. BOUNDARY ISSUES

HOW DO DESIGNERS DECIDE THE BOUNDARY OF A SYSTEM?• DEFINITION OF A SYSTEM IS THE BOUNDARY OF THE RANGE OF

POSSIBLE PROBLEM SPACES AND SOLUTION SPACES.

• FOR MORE COMPLEX PROBLEMS THE BOUNDING OF THE PROBLEM ARE MORE COMPLEX.

• DEVELOPMENT IN TECHNOLOGY INCREASE IN THE COMPLEXITY OF BOUNDARIES.

2. SCALE ISSUES

• THE SETS OF DESIGN PRINCIPLES WHICH MIGHT BE BROUGHT TO BEAR ON PROBLEM DEPEND ON THE SCALE OF THE PROBLEM.

• THE SCALE PROBLEM INVOLVES MIGRATION FROM ONE SYSTEM TYPE TO ANOTHER SYSTEM TYPE, FOR EXAMPLE: SINGLE MOTORCAR MIGHT BE SUBDIVIDED OR MIGHT BE COMPARE WITH ONE ANOTHER AS SYSTEM, ON PRICE, PERFORMANCE OR WHATEVER.

• BUT WE NOT COMPARED IT WITH HIGH SCALE AS TRAIN.

3. CHANGE ISSUES

• HOW DO DESIGNER MODEL CHANGE INTO A SYSTEM?

• CHANGE ISSUES EXIST FROM SCALE ISSUES, SCALE ISSUES HAS INTRODUCED THE CHANGE ISSUES.

• EMERGING IN CONNECTIONISM AND NEURAL NETWORKS (A COMPUTER SYSTEM MODELLED ON THE HUMAN BRAIN AND NERVOUS SYSTEM).

• IN VERY SIMPLE SYSTEM, THE CHANGE IS DEFINED INTO THE SYSTEM AS A SET OF RULES.

3. CHANGE ISSUES

• FOR EXAMPLE: IN BANKING, A USER INSERT CARD INTO AN ATM & KEY IN A PIN, THEN WITHDRAW 4000$, AMOUNT WILL BE DEDUCTED & BALANCE WILL BE REDUCED.

• IN MORE COMPLEX SYSTEM IT IS BECOME DIFFICULT.

4. PROOF ISSUES• WHAT SORT OF PROOF IS LEGITIMATE FOR ARGUMENT

& THAT LAYER OF SYSTEM?

• THE DESIRE OF SOMETHING TO BE RIGHT WHEN IT IS SCIENTIFIC

• FOR EXAMPLE: YET JUST AS THE ENGINEERING PRINCIPLES WHICH MAKE FOR THE DESIGN OF GOOD MOTORCARS ARE NOT TRANSLATABLE TO DESIGN OF TRANSPORT SYSTEM.

4. PROOF ISSUES

• WE PROVED ALL PRIMITIVES & PROTOCOLS THAT THE SYSTEM IS COMPLETE, THEN E MAY STILL SURVIVE.

5. POWER ISSUES

• IT IS ASSERT THAT ALL SOCIAL SYSTEMS ARE ABOUT THE DISTRIBUTION OF POWER WITHIN THOSE SYSTEMS & THAT THE DESIGN OF AN INFORMATION SYSTEM IS A SHIFT IN THE RELATIVE BALANCE OF POWER OF SOME OF THE PARTIES.

6. UNEVEN ISSUES

• DEALS WITH A PHENOMENON QUITE WELL UNDERSTOOD IN GENERAL SYSTEMS THEORY- IT IS A DISTURBANCE IN ONE PART OF A SYSTEM WILL SIMPLY REDISTRIBUTE “BOTTLENECK” CHARACTERISTICS.

• FOR EXAMPLE: BUILDING NEW ROADS CHEAPENS THE COST OF MAKING A JOURNEY AND THEREFORE ENCOURAGES TRAVEL, THEREBY ENCOURAGING GREATER TRAFFIC JAMS.

7. ABSTRACTION ISSUES

• DEFINING OF A PROBLEM AT THE WRONG LEVEL OF ABSTRACTION, THUS RENDERING IT INTRACTABLE TO THE USER.

• . THE OLD GENERAL SYSTEMS JOKE OF KNOWING NOTHING ABOUT EVERYTHING OR EVERYTHING ABOUT NOTHING ARE THE BOUNDS OF THE PROBLEM.

TEAM COMPOSITION

WHAT IS TEAM??????

•“TWO OR MORE INDIVIDUALS WHO SOCIALLY INTERACT HAVING COMMON GOALS ARE BROUGHT TOGETHER TO PERFORM SYSTEM RELEVANT TASKS”

TEAM COMPOSITION

• COMPOSITION IS THE ACT OF COMBINING PARTS OR ELEMENTS TO FORM A WHOLE.

• TEAM COMPOSITION IS THE CONFIGURATION OF A TEAM.

• NORMALLY IT IS BASED ON THE ATTRIBUTES OF TEAM MEMBERS AS WELL AS THE TASK OF THE TEAM. THE WAY A TEAM CONFIGURED HAS A STRONG INFLUENCE ON THE PROCESS IN TEAM PROCESSES OR THE OUTCOME OR RESULT IT ACHIEVES.

TYPES OF TEAM COMPOSITION

TEAM COMPOSITION CAN BE OF TWO TYPES:

oHOMOGENEOUS

oHETEROGENEOUS

HOMOGENEOUS

• ALL MEMBERS ARE SAME.

• HOMOGENEOUS TEAMS CAN PERFORM BETTER DUE TO SIMILARITIES IN EXPERIENCE AND THOUGHT.

HETEROGENEOUS

• CONSISTS OF THAT MEMBER WHO ARE DIFFERENT TO EACH OTHER.

• CAN PERFORM BETTER ON THE BASIS OF DIVERSITY AND GREATER ABILITY TO TAKE MULTIPLE ROLES.

TEAM STRUCTURE

oTEAM STRUCTURE IS AN ESSENTIAL ELEMENT IN ESTABLISHING GUIDNESS FOR TEAM COMPOSITION.

• FUNCTIONAL STRUCTURE

• DIVISIONAL STRUCTURE

• LEADERSHIP STRUCTURE

FUNCTIONAL STRUCTURE

• IN A FUNCTIONAL STRUCTURE THE TEAM IS GROUPED BASED ON FUNCTIONAL AREAS, SUCH AS IT, FINANCE, AND MARKETING.

DIVISIONAL STRUCTURE

• DIVISIONAL STRUCTURE IS PRESENT IN A TEAM WHEN MEMBERS OF TEAM ARE ORGANIZED BASED ON SIMILAR ORGANIZATION AREA.

•  THE DIVISIONAL STRUCTURE OF A TEAM TENDS TO INCREASE FLEXIBILITY, AND IT CAN ALSO BE BROKEN DOWN FURTHER INTO PRODUCT, MARKET AND GEOGRAPHIC STRUCTURE.

LEADERSHIP STRUCTURE

• TEAMS GENERALLY HAVE A LEADER.

• LEADERSHIP IN A TEAM HAS BEEN SHOWN TO IMPACT THE OUTCOME OF TEAM PROCESS SUCH AS TEAM MEMBER SELECTION.

TECHNIQUES OF TC

oTHERE ARE TWO TECHNIQUES WHICH ARE FOLLOWED FOR COMPOSITION OF A TEAM:

• BELBIN TEAM ROLES

• MARGRISON’S TEAM MANAGEMENT PROFILE.

BELBIN TEAM ROLE TECHNIQUE

• APPROACH TO PROFILING PEOPLE ON THE BASIS OF THEIR STRENGTHS AND WEAKNESSES AS THE MEMBER OF A TEAM.

• DIVIDED INTO FURTHER 3 CLASSES WHICH ARE SUBDIVIDED INTO NINE INDIVIDUAL ROLES:

ACTION ORIENTED ROLES

I. SHAPER CHALLENGING

II. IMPLEMENTER EFFICIENT

III. COMPLETE FINISHER CONSCIENTIOUS

PEOPLE ORIENTED ROLES

I. COORDINATOR CALM

II. TEAM WORKER COOPERATIVE

III. RESOURCES INVESTIGATOR COMMUNICATIVE

CEREBRAL ROLES

I. PLANT CREATIVE

II. MONITOR EVALUATED COLD

III. SPECIALIST DEDICATED

MARGERISON’S TEAM MANAGEMENT PROFILE

•  IS A PERSONALISED REPORT THAT GIVES INDIVIDUALS INSIGHTS INTO HOW THEY WORK AND THEIR PREFERRED ROLE WITHIN A TEAM, BASED ON THE MARGERISON-MCCANN TEAM MANAGEMENT

• ACCORDING TO MARGERISON’S TEAM MANAGEMENT PROFILE, THERE ARE NINE ESSENTIAL TEAM ACTIVITIES .

• WHICH ARE AS FOLLOWING:

I. ADVISING

II. INNOVATING

III. PROMOTING

IV. DEVELOPING

V. ORGANIZING

VI. PRODUCING

VII. INSPECTING

VIII. MAINTAINER

IX. LINKING

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