TEAMS AND TEAMWORK Project Management and Leadership 2015

Transcription

1 TEAMS AND TEAMWORK Project Management and Leadership 2015

2 Our PROGRAMME: 1. INTRODUCTION TO PROJECT MANAGEMENT 2. STARTING A PROJECT 3. WORK MOTIVATION 4. COMMUNICATION 5: TEAMS AND TEAMWORK 6: LEADERSHIP 7: SCHEDULING AND TIME MANAGEMENT 8: MONEY AND CONTRACTS 9: QUALITY AND PERFORMANCE IN PROJECTS 10: RISKS AND CRISES 11: PROJECT EXECUTION AND CLOSURE 12: THINKING IN A PROJECT January 15 Mo Tu We Th Fr Sa Su February 15 Mo Tu We Th Fr Sa Su February 6,

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4 Ranking of MANAGEMENT SKILLS by CEOs RANK KEY LEARNING AREA FREQ. % 1 Oral and written communication skills 25 13,7 1 Interpersonal skills 25 13,7 3 Financial/managerial accounting skills 22 12,1 4 Ability to think, be analytical, and make decisions 20 11,0 5 Strategic planning and goal setting 13 7,1 6 Motivation and commitment to the firm giving 110 percent 12 6,6 7 Understanding of economics 11 6,0 8 Management information systems and computer applications 9 4,9 8 Thorough knowledge of your business, culture, overall environment 9 4,9 8 Marketing concept (the customer is king) and skills 9 4,9 11 Integrity 7 3,8 11 Knowledge of yourself: setting career objectives 7 3,8 13 Leadership skills 6 3,3 13 Understanding of the functional areas of the business 6 3,3 15 Time management: setting priorities work smart, not hard 1 0,5 2/6/2015 9

5 GROUP members 1. Define themselves as members 2. Are defined by others as members 3. Identify with one another 4. Engage in frequent interaction 5. Participate in a system of interlocking roles 6. Share common norms 7. Pursue shared, interdependent goals 8. Feel that their membership in the group is rewarding 9. Have a collective perception of unity 10. Stick together in any confrontation with other groups (mod. WAGNER & HOLLENBECK 2010, p.170) 2/6/

6 COHESION. The degree to which members of a group feel attached to their group and are compelled to stay in it. 2/6/

7 TEAMS ARE A SUBSET OF GROUPS 11. The members are HIGHLY INTERDEPENDENT 12. Teams are FORMED USING WORK FLOW GROUPING 13. The members are NOT INTERCHANGEABLE (mod. WAGNER & HOLLENBECK 2010, p.179) 2/6/

8 A TEAM. A group of people holding themselves collectively accountable for using complementary skills to achieve a common purpose. (UHL-BIEN et al. 2014, p.142) 2/6/

9 TYPES OF TEAMS WORK TEAMS: teams that do the daily work of an organization PROBLEM-SOLVING: temporary, established to tackle specific problems MANAGEMENT: managers from different areas coordinating work teams PRODUCT DEVELOPMENT: combinations of work teams and problemsolving teams that create new designs for products or services VIRTUAL TEAMS: teams that work together from remote locations using IT (mod. GRIFFIN and MOORHEAD 2014, p.272) 2/6/

10 TEAMWORK occurs when team members live up to their collective accountability for goal accomplishment. (UHL-BIEN et al. 2014, p.142) 2/6/

11 PRINCIPLES OF EFFECTIVE TEAMWORK 1. FEEDBACK to and from one another 2. WILLINGNESS to back fellow members up 3. FEELING AS A GROUP whose success depends on interaction 4. FOSTERING within-team INTERDEPENDENCE 5. TEAM LEADERSHIP affects performance of the team. (MCINTYRE & SALAS 1995 in MUCHINSKY 2006, p.291)

12 HIGHLIGHTS: 1. PEOPLE SKILLS ARE CRITICAL: WORK ON THEM 2. GROUPS AND TEAMS POSSESS COHESIVENESS 3. TEAMS ARE SMALL, COMPLEMENTARY, INTERDEPENDANT GROUPS

13 WORK MOTIVATION THEORIES NEED-BASED: the extent to which employees satisfy important needs in the workplace (Need for achievement) COGNITIVE PROCESS: the decisions and choices that employees make when they allocate their efforts (Equity, Goal-setting) THE BEHAVIORAL APPROACH: emphasizes applying principles of learning to the work environment (Reinforcement) JOB-BASED: emphasizes the content of jobs (Job Characteristics) (mod. JEX 2008, p.235) 2/6/

14 EQUITY THEORY Employees seek to achieve a balance between Inputs and Outcomes 2/6/

15 ORGANIZATIONAL JUSTICE PERCEPTIONS of people in an organization REGARDING FAIRNESS. Consists of DISTRIBUTIVE justice equality of outcomes PROCEDURAL fairness of procedures INTERACTIONAL respect and dignity INFORMATIONAL availability of information to do the job

16 RULES OF LEVENTHAL (1980) Procedures and policies in an organization should be ACCURATE BASED ON prevailing ETHICS CONSISTENTLY APPLIED TO EVERYONE CORRECTABLE FREE FROM BIAS REPRESENTATIVE of all concerns 2/6/

17 JUSTICE TRUST WORK TASK FOCUS JUSTICE time TRUST RELATIONSHIP FOCUS (mod. WAGNER & HOLLENBECK 2010, p.165) 2/6/

18 SIZE DOES MATTER fewer physical constraints fewer social distractions decreased production blocking SMALLER TEAM SIZE fewer coordination requirements fewer group-maintenance activities INCREASED TEAM PRODUCTIVITY less behavioral masking less social loafing less diffusion of responsibility (mod. WAGNER & HOLLENBECK 2010, p ) 2/6/

19 CULTURE: ALL or NOTHING EFFECTIVE highly homogeneous or heterogeneous teams STRUGGLING teams with moderate levels of heterogeneity 1. All come from different cultures: no culture dominates, the members construct a unique hybrid culture (+) 2. All come from the same culture except one the hybrid culture closely resembles the shared culture, and the lone member from a different culture adapts (+) 3. One subset of group members share a dominant culture and the others do not share this culture, a struggle will ensue, and the team often fails to arrive at a hybrid culture (-) (mod. WAGNER & HOLLENBECK 2010, p.186) 2/6/

20 HIGHLIGHTS: 4. TRUST INCREASES TEAM EFFECTIVENESS 5. THE SMALLER THE TEAM, THE BETTER IT CAN PERFORM (3-6>7-9) 6. HIGHLY HOMOGENEOUS OR HETEROGENEOUS TEAMS ARE EFFECTIVE

21 HUMAN RESOURCE MANAGEMENT processes 1. DEVELOP HR Plan: identify, document project roles, responsibilities, required skills, reporting relationships; create a staffing management plan 2. ACQUIRE project team: confirm human resource availability and obtain the team necessary to complete project assignments 3. DEVELOP project team: improve the competencies, team interaction, and the overall team environment to enhance project performance 4. MANAGE project team: track team member performance, provide feedback, resolve issues, manage changes to optimize performance 2/6/

22 HOW TO DEVELOP THE HR PLAN 1. STUDY and USE Organizational Theory 2. USE organization charts and position descriptions 3. NETWORK 2/6/

23 Organization charts and Position descriptions Names R C R I Activities R responsible A accountable C consult I inform 2/6/

24 ORGANIZATIONAL THEORY 2/6/

25 Output: HUMAN RESOURCE PLAN HRP a part of PM plan provides guidance on how project HR should be defined, staffed, managed, controlled, and eventually released. 2/6/

26 CONTENTS of HR Plan Roles and responsibilities Role Authority the right to apply resources, make decisions, and sign approvals Responsibility the work expected to be performed Competency the skill and capacity required to complete activities Project organization charts Staffing management plan (when and how HR requirements will be met). Staff acquisition where HR comes from? Location(s)? Costs? Resource calendars Staff release plan (NB: smooth transitions!) Training needs, Recognition and rewards, Compliance, Safety 2/6/

27 An example of a RESOURCE HISTOGRAM 2/6/

28 HOW TO ACQUIRE 1. Pre-Assignment 2. Negotiation 3. Acquisition 4. Virtual Teams 2/6/

29 Outputs of ACQUIRE Project staff assignments The documentation can include a project team directory, memos to team members, and names inserted into other parts of the project management plan, such as project organization charts and schedules Resource calendars Resource calendars document the time periods that each project team member can work on the project (NB: schedule conflicts, vacation time, commitments to other projects, etc.) PM plan updates 2/6/

30 Interpersonal skills Training Team-building activities Ground rules Co-location Recognition and rewards

31 HOW TO DEVELOP TEAMS Interpersonal skills Training Team-building activities GROUND RULES Co-location Recognition and rewards 2/6/

32 STAGES OF TEAM DEVELOPMENT FORMING: the team meets and learns about the project, roles and responsibilities. Team members tend to be independent STORMING: the team begins to address the project work, technical decisions, and the PM approach. The environment can become destructive. NORMING: team members begin to work together and adjust work habits and behaviors that support the team. The team begins to trust each other PERFORMING: members are interdependent and work smoothly ADJOURNING the team completes the work and moves on 2/6/

33 HOW TO MANAGE HR Observation and conversation Project performance appraisals Conflict Management Issue log Interpersonal skills Leadership Influencing Effective decision making 2/6/

34 HIGHLIGHTS FROM HRM 7. OFTEN YOU WILL NOT ACQUIRE, BUT WORK WITH PRESENT TEAMS 8. ESTABLISH GROUND RULES AT THE START 9. YOUR TEAM CAN BREAK BEFORE PERFORMING

35 ON THE DARK SIDE: SOCIAL LOAFING Is identified in groups or teams in which certain individuals withhold effort or contributions to the collective outcome. FREE RIDING. THE SUCKER EFFECT. Rather than be a sucker who contributes more than others, people reduce their effort to match the low level they expect from others. FELT DISPENSABILITY. 2/6/

36 ON THE DARK SIDE: GROUPTHINK Illusion of invulnerability > excessive optimism > risks A collective effort to rationalize > to discount warnings of failure Unquestioned belief in the group s inherent morality Stereotyped views of a weak or ignorant adversary Pressure on members going against group stereotypes Self-censorship of members who go along to get along A shared sense of unanimity Self-appointed members who protect the group from adverse information that might shatter their shared complacency about the effectiveness and morality of their decision. (JANIS 1972 in STRENTZ 2012, p ) 2/6/

37 REMEDIES for GROUPTHINK 1. Each member must respect the others competence 2. Rank must be ignored 3. The group s priority a critical appraisal to achieve a solid solution not group cohesion to achieve unanimity 4. A minority view should accompany the final decision 5. A good leader must be mature and secure enough to suspect not reward unanimity 6. Loyal group members rock the boat.

38 ON THE DARK SIDE: CONFLICTS CONFLICTS ARE A WAY OF LIFE IN A PROJECT STRUCTURE and can generally occur at any level in the organization, usually as a result of conflicting objectives. The project manager is often described as A CONFLICT MANAGER (mod. KERZNER 2009, p ) 2/6/

39 Common TYPES OF CONFLICTS involve Administrative procedures Costs Equipment and facilities Manpower resources Personality clashes (damaging) Priorities Responsibilities Scheduling (frequent) Technical opinions and trade-offs (can be beneficial) (mod. KERZNER 2009, p ) 2/6/

40 COMMON APPROACHES TO CONFLICT WITHDRAWING/AVOIDING. Retreat from an actual or potential conflict situation SMOOTHING/ACCOMMODATING. Emphasize areas of agreement COMPROMISING. Search for solutions that bring some satisfaction to all parties FORCING. Push your viewpoint at the expense of others (only win-lose) COLLABORATING. Incorporate multiple viewpoints from differing perspectives CONFRONTING/PROBLEM SOLVING. Treat conflict as a problem to be solved by examining alternatives (requires a give-and-take attitude and open dialogue) 2/6/

41 CONFLICT MANAGEMENT Value the process as much as the outcome Accept that her truth is her reality Rapport matters Be present and available Find common ground for more success Be aware that this isn t the participant s best moment Silence is golden Be curious Fear rules the world Look to the future 2/6/

42 HIGHLIGHTS FROM THE DARK SIDE: 10. FREE RIDING HAPPENS OFTEN IN GROUPS, IF NOT PREVENTED 11. GROUPTHINK THE UGLY COUSIN OF COHESION IS DANGEROUS 12. CONFLICTS WILL HAPPEN: ENJOY, MANAGE AND LEARN!