Transcript Slide 1

Team Management, the project team, stages of team development, situational
approach to leadership
SESW 108: Program Development and Management
Dr. Kazi Abdur Rouf
Instructor
Settlement Services Worker Certificate
Social Service Worker Part-Time Diploma Program
School of Social and Community Services
Humber College Institute of Technology and Advanced Learning
Building C, Lakeshore Campus, Toronto
Tuesday, October 23, 2012
6:30 - 9:30 PM
(8th class lesion)
Team Management
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The project team, stages of team development,
Situational approach to leadership
Situational Factors affecting Team Development
Project Team Structure
Benefits of Team work
Motivation
Performance of the project
Conflict and Conflict control
The Project Team
Effective team members have some characteristics in common.
1. They must be technically competent-problem solving fir the project
2. Senior members of the project team must be politically sensitive- Project
champion can use in critical situation
3. Team members need a strong problem orientation- specific academic and or
technical training
4. Team members need a strong goal orientation
5. Project workers need high self-esteem
6. Project members who hide mistakes and failure are disasters waiting to
happen.
7. Team members must be sufficient self-confident that they can immediately
acknowledge their own errors and point out problems caused by the errors of
others.
8. Never let the boss be surprised.
The five stages of Team Development Model
Project Activity
Group Testing
Stage 1: Forming Orientation to project
Testing and dependence
Stage-2: Storming Emotional response to
Intragroup conflict
the demand of the project
Stage-3: Norming: Open exchange of relevant Development of group
information
cohesion
Stage-4: Performing:
Emergence of a solution
Functional roles emerge
Stage-5: Adjourning
Dissolution of the group
Source: Larsen. Erik. W. and Gray, Clifford F. (2011). Project Management. The
managerial process. McGraw Hill Irwin.
Situational Approaches to Leadership
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It is about to identify traits or behaviors that effective leaders have in
common.
It is about what style of leadership is most effective in a particular situation
because a common set of leadership characteristics is elusive (intangible)
Contingency or situational theories examines the fit between the leader and
the situation that provide guidelines for managers to achieve the effective fit
The situational leadership coincide with I.A.A.C process
I: Identify the situation, ideas or concerns
O. Organize the contextual ideas
A: Analyze the context and content ideas
C: Choose one or more options
Source: Paula Martin and Karen Tate (2001). Getting Started in Project
John Wiley & Sons, INC.
Management-chapter-11. Toronto:
Situational Factors affecting Team Development-continue
•Members are located within conversational distance of each other
•In reality, it is rare that a project manager is assigned a project that meets all of these
conditions
•It is important for project managers and team members to recognize the situational
constraints they are operating under and do the best they can. It is correct that every
project team has the same potential to evolve into a high performance team.
Situational Factors affecting Team Development
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High –performing project teams are much more likely to develop under the
following conditions:
There are 10 fewer members per team
Members volunteer to serve on the project team
Members serve on the project from beginning to end
Members are assigned to the project full time
Members are part of an organization culture that fosters agency and trust
Members report solely to the project manager
All relevant functional areas are represented on the team
The project involves a compelling objective
Project Team Structure
Community
Development
Worker
Planner
Office manager
Project
Manager
Monitoring
Logistics
Settlement
worker
Accountant
Secretary
Benefits of Team
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It has mutual benefit to PM, team members and deliverable achievements
Exchanges of highly intelligent ideas
Makes dynamic decisions with mutually agreed proposals
Makes fluent communications among tea members and developed good
listening skills
Gain more support from the members to solve problems
Facilitates decisive and reflective to team players
Team members become expert in team work
Organization become competitor among other same service organizations
Develop a sustainable management process
A team can renew and regenerate ideas
Gathers collectively owned experiences, information and judgment
Possibilities to more successful working within a team or partnership than
working alone Generates more output
The team can offer a wide range of technical services to community people
Motivation
Motivation is an inner force that causes or induces someone to be inspired to do
something.
•What inspires one person may not inspire another.
•What inspires an individual in one set o circumstances may not inspire in another
•The manager’s task is to influence the work station in such a way as to encourage the
individuals to inspire and motivate themselves to achieve the project’s goals
Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Motivation Cycle
Tension relieved
Need unsatisfied
Motivation cycle
Tension Created
Need satisfied
Goal
Behavior
Drive
Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Performance: Ability X commitment
• Ability: Ability describes the personal qualities and competency a person brings
to the job. These are qualities of skills that enable a person to perform a task
and to cope with the job.
• Commitment: The performance of an individual, however, also depends on
their willingness and drive to complete the task, in other work=d their
commitment. Commitment is not a fixed commodity. It may change quite
frequency in response to conditions and situations the individual encounters.
• The manager must use an appropriate style of leadership to control the
working environment in such a manner that the workforce will be committed to
the task and so inspire and motivate themselves to achieve the objectives of
the project. Hence to achieve maximum output from the workforce the
manager must address both ability and commitment.
Source: Rory Burke (1999). Project Management: Planning and control techniques.
Chapter 22. Toronto: Willey.
Performance:
All projects are subjected to some degree of conflict.
Symptoms are:
• Poor communications, decisions are incomplete
• Inter-group hostility and jealously expressed as they never tell us anything etc.
• Inter-personal friction effects the relationship between individuals where it can
deteriorate to icy argument. Problems see to focus on people and personalities
• Escalation of arbitration by senior management
• Proliferation of rules and regulations
• Low moral expression
Control Conflict
When symptoms have been identified, it needs to address the issues immediately
Arbitration: conduct arbitration at a low level. It is useful when the conflict is apparent and specific
Co-ordination devices: A person could be assigned to look at the conflict issues and to solve the
conflicting situations
Negotiations: Conflicting parties negotiate and become soft to their behaviors
Separation: If conflicting situations are in depth and increasing, then separation among parties is essentialtransfer person to another department or to another office
Withdrawal and neglect: It can not solve the problem, but it could provide a cooling off period
Smoothing: Emphasizes use of agreement rather than emphasizing differences of opinions
Rules and regulations: Strive to compile rules, regulations and procedures by negotiation
Compromising
Confronting: intermeeting can greatly contribute to understanding of people’s views
Forcing: Pushing one’s point of view at the potential expense of another
Problem- solving: Examining the alternatives
Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Decision making continuum
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Boss makes the
decision
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Team makes the
decision
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Six stages from autocratic to democratic of leadership
Autocratic-1: Manager along solve the problem or makes the decision on his own
Autocratic -2: Manager obtains necessary information from subordinates and takes
decision of his own
Consultative Autocratic-3: Manager shares the problem with relevant subordinates
individually, gathering ideas and suggestions and then manager himself makes
decisions on his own
Consultative Autocratic-4: Manager shares the problems with his subordinates in a
group and then he makes the decision on his own
Democratic -5: Manager shares the problem with his subordinates as a group and then
together they make the decision as a group
Laissez-Faire-6: Manager gives the problem to the team and lets them make the
decisions themselves
Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Action centered leadership
Task’s Needs
Team’s
Needs
Individual’s
Need
Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Action-centered Leadership
Action-centered leadership focuses on the three basic project needs:
•Individual’s needs
•Team needs
•Task’s need
•Individual motivation and needs is very important and linked with team building for
project planning and control techniques
•Individual’s needs: Individual needs should be considered first because client’s
problems are associated with his need
•Team’s need: For the team to be effective the individual tam members must work
together and interact with each other
•Task’s need: The task’s needs are to deliver the project’s objectives, scope, time, cost
and quality through an effective planning and control sytem