Team Management, the project team, stages of team development, situational approach to leadership

SESW 108: Program Development and Management

Dr. Kazi Abdur RoufInstructor

Settlement Services Worker Certificate Social Service Worker Part-Time Diploma Program

School of Social and Community ServicesHumber College Institute of Technology and Advanced Learning

Building C, Lakeshore Campus, TorontoTuesday, October 23, 2012

6:30 - 9:30 PM(8th class lesion)

Team Management

• 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 TeamEffective team members have some characteristics in common. 1.They must be technically competent-problem solving fir the project2.Senior members of the project team must be politically sensitive- Project champion can use in critical situation3.Team members need a strong problem orientation- specific academic and or technical training4.Team members need a strong goal orientation5.Project workers need high self-esteem6.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 projectStage-3: Norming: Open exchange of relevant Development of group

information cohesionStage-4: Performing: Emergence of a solution Functional roles emergeStage-5: Adjourning Dissolution of the groupSource: Larsen. Erik. W. and Gray, Clifford F. (2011). Project Management. The managerial process. McGraw Hill Irwin.

Situational Approaches to Leadership

• 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 Management-chapter-11. Toronto: John Wiley & Sons, INC.

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

• 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

Project Manager

Planner Settlement worker

Accountant

SecretaryLogistics Monitoring

Office manager

Community Development

Worker

Benefits of Team• 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

Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

Motivation cycle

Tension relieved Need unsatisfied

Need satisfied

Goal Behavior Drive

Tension Created

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 ConflictWhen symptoms have been identified, it needs to address the issues immediatelyArbitration: 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 essential-transfer 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

CompromisingConfronting: 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 alternativesSource: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

Decision making continuum

Democratic

Autocratic

Boss makes the decision

Team makes the decision

1 2 3 4 5 6

Six stages from autocratic to democratic of leadership

Autocratic-1: Manager along solve the problem or makes the decision on his ownAutocratic -2: Manager obtains necessary information from subordinates and takes decision of his ownConsultative Autocratic-3: Manager shares the problem with relevant subordinates individually, gathering ideas and suggestions and then manager himself makes decisions on his ownConsultative Autocratic-4: Manager shares the problems with his subordinates in a group and then he makes the decision on his ownDemocratic -5: Manager shares the problem with his subordinates as a group and then together they make the decision as a groupLaissez-Faire-6: Manager gives the problem to the team and lets them make the decisions themselvesSource: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

Action centered leadership

Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

Team’s Needs

Task’s Needs

Individual’s Need

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