Developing a Missile The Power of Autonomy and Learning

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Developinga Missile: The Power of Autonomy and Learning

Developinga Missile: The Power of Autonomy and Learning


Anorganization is supposed to have a vision that is tougherthanthe tactical and strategic goals. The vision statement for JASSM(Joint Air-to-surface Standoff Missile) thereforeisto motivate and inspire self-sufficiency in the expansion of themissile program. This program will use the best talent that isavailable to offer seamless delivery of projects and enrich the levelof gratification that stakeholders will appreciate. The organizationintends to be the leading service provider and ensure that people whocontribute in the project are suitably acknowledged for the adversityand sacrifices they make to have a prosperous project. The primarygoal is to offer expressive results that can gratify each shareholderand inspire the employees who are involved in the project by offeringsufficient and meaningful rewards. Finally, the program intends toplay the part of a responsible citizen by taking part in conservingthe environment and engaging in development programs within thecommunity.

KeyActions by Little

Accordingto Laufer (2012), Terry the air force manager understood that thechief qualities needed to advance first class weapon were thecapacity to deliberate in diverse ways and the enthusiasm and powerto create a robust and creative weapon. For that reason, he assembleda group of individuals that he referred to as change proxies. Priorto the beginning of the project, Terry took the whole group for acourse of two weeks preparation and they also visited Applecomputers, Boeing aviation, Florida power and light and Motorola(Laufer,2012). Predominantly all these activities were directed towardsimposing the truth that achievement was not just a slogan. It showedthe need to take new ways and doing away with old models andaccepting fresh tactical and management strategies.

Accordingto Rutledge who is the systems engineer, Terry changed the JASSM(Single Acquisition Management Plan) that highlights how the programshould be handled (Laufer, 2012). When Terry took over the project,he designed the project plan by himself showing a sense ofaccountability and responsibility as a person who was ready to own uphis actions. He did not give the heads of department to draft a newplan because it could have taken more time to come up with it. He didninety percent of the work, therefore, showing how a leader shouldlead by example. Also, Terry helped to come up with specific goalsfor the team because previously the employees never had a commongoal. Most of them did their work without even knowing what they weresupposed to do next (Laufer, 2012).

Laufer(2012) further states that Terry also managed a chart that checksteam’s performance and the process, and he used to select thehelpers on his own. However, these helpers were not allowed to lookafter the interest of the administration or keep the team in checkbut just facilitate the employees in carrying out their duties. As aresult, all the work proved to be in the interest of the governmentbecause after a particular period the organization was certain towin.

Someof the most important activities that Terry performed includedregulating the product cost and making the most of the affordabilitylevel.

Despitethe fact that he made efficient team productivity and severalachievements, Terry also had some shortcomings that made the programunsuccessful. First, he gave the team members a short time frame tofinish their projects. As a result, it caused a lot a fear and panicamong the employees it made them even not capable of articulating anew path of action since it required more than six months finish. Inaddition, increasing team productivity to reach the goals of theproject needs the front-runner to think through the teething troublesof the teams and enhance an open and friendlier atmosphere for allorganizational components so that they work efficiently. Theorganization has to eradicate biases. In doing so, men and women needto be rewarded based on the same scale. The employees also have to beacknowledged based on their input.

Leadershiptactics of Terry Little

Terrybelieved that organizations were not responsible for affordabilityand cost of a product. According to him, the engineers in thecompanies did not care whether these products would be easily soldout in the market (Laufer, 2012). As a result, he insisted that theengineers in the project work in a particular way that cost can alsobe seen as a significant part of the project. The primary goal was tohave an outcome where performance and cost are directly proportional.Nonetheless, the policy was not accepted by several members leadingto a clash with the entire team. Terry had taken an approach that wasconsistent and had thorough terms. He informed his colleagues thatcomplying with the military standards and values were not thatsignificant, whatever he needed was a change in the worker`sattitudes and success in the program.

Thesystems engineer also states that Terry was a male chauvinist becausehe provided female employees with needless freedom within the team tothe extent that they did not like (Laufer, 2012). The best thing todo in Terry’s position would have been to encourage and treat allteam members of the project equally. The most controversial thing hedid was carrying out the oral presentations for the contractors. Atthat time he had thought that seeing the whole deal and thereputation of the contractors on paper was not logical. Nevertheless,the step was not appealing to his colleagues who ultimately analyzedthe presentation of the contractors through slides (Laufer, 2012).Moreover, his six months policy established an atmosphere of haste inthe entire team, yet several of them also supposed that Terry washandling them like kids in Kindergarten.

Severalstrides that were taken by Terry instigated unpredictability amongthe approaches and performance of members of the group. As a personin his position, he should not have well-defined such a short periodfor the accomplishment of this project. In addition, he should haveinterviewed the contractors himself together with other skilledco-workers.

Approachesto Improve Operational Performance

ThoughTerry was a mastermind in his role, he also had some huge blunders inproject management. A good number of his colleagues were notsatisfied with the entire presentation of operations. First, a teamleader should come up with a strategy that should be adopted byengineers and managers. Outlining a strategy implies that the basicprinciples of the operation have been made, and they include, values,goals objectives, and vision. It facilitates the understanding of whythe team was created, the principles of team members and howemployees would like to be viewed and how they reach there.

Anotherimportant thing that would enhance functioning routine is to improvethe relationship of the employees with their employer. In this case,the project leaders need to spend time with workers who are slow sothat they can appreciate and encourage their contributions throughthe tasks that they have accomplished. Such workers require specialtraining because at some point they might become huge assets. Theworkplace should implement a slogan of doing your best to better thecompany. Team leaders can reach high productivity by enhancing anenvironment that is friendly and allows members to cooperate with oneanother to get rid of racial, ethnic, gender discrimination.

Colleaguesand team leaders need to believe in the vision of the company andlearn to accept change that has come. The program is one of the hugeachievements in technology but since technology keeps changing eachday there is a need to come with new ways of meeting the market. Whenthe engineers do not consider new equipment, there are high chancesthat other projects will beat them in the competition. Besides thetechnical issues, the contemporary world is changing at a fast pacebecause of the differences in the human psyche. When the policies arenot properly formulated disruptions in team management are morelikely to take place.


Laufer,A. (2012).&nbspMasteringthe leadership role in project management: Practices that deliverremarkable results.FT Press.

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