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"A system is a whole unified made
up or composed of interacting parts that
are interrelated in such way that they act together to achieve organizational
golas.. Each part can affect the way other parts work and the way all
parts work together will determine how well the system works. This is a
fundamental challenge to traditional management thinking. Traditionally we have
learned to manage an organization by managing its separate pieces (sales, marketing,
production, logistics, service, etc.). Managing in this way always causes
sub-optimization; parts achieve their goals at the expense of the
whole. Only changing the system solves the problem."
It has following characteristics:
·
A system is goal directed
·
System is a collection of
interacting and interrelated sub- system/part/people, technology.
·
System can be open
(interacting with external environment) and closed (not interact with external
environment).
·
System produces the
synergetic effect (e.g. 2+2= 5) it is greater then general sum.
·
System has boundary that
separate it from environment.
·
System has flow of human
and non-human resources which undergo and enter in input process and go back to
environment as output
Structure Technology
Organization
as system view:
The
effect of this systems theory in management is that writers, educators,
consultants, etc. are helping managers to look at organizations from a broader
perspective. Now, more managers are recognizing the various parts of the
organization, and, in particular, the interrelations of the parts, e.g., the coordination
of - input, process and output activities, central offices with other
departments, engineering with manufacturing, supervisors with workers, etc.
Managers now focus more attention on matters of ongoing organization and
feedback. Managers now diagnose problems, not by examining what appear to be
separate pieces of the organization, but by recognizing larger patterns of
interactions. Managers maintain perspective by focusing on the outcomes they
want from their organizations. Now managers’ focus on structures that provoke
behaviors that determine events -- rather than reacting to events as was always
done in the past.
Environment
|
Input
Process output |
|
Resources Human,
money, material, information |
|
Technology,
operation, management, , control |
|
Product,
service, profit, information, satisfaction, quality |
Environment
Fig. System view of organization
·
Goal oriented
·
Collection of people
·
Structure
·
Technology
·
Environment
·
Feed back
Organization:
Organization
is an integrated engine, a social unit
of people, systematically structured
and managed to meet a need
or to pursue collective goals
on
a continuing
basis. All organizations have a management
structure
that determines
relationships
between functions
and positions,
and subdivides and delegates roles,
responsibilities,
and authority
to carry out defined tasks.
Organizations are open
systems in that they affect
and are affected by the environment
beyond their boundaries.
Project Organization:
Project
organization can be defined as an engine of project management because it lays
down the rules and regulation for the smooth operation of activities and
administration of the project, outlines the relationship between project
participants, establishes authority and responsibility relationship, indicates
communication lines and channel between project manager with project team and
external stakeholders and provides basis for integration and coordination of
human and non-human resources in the project.
Project
organization is superior than the traditional organization. Since traditional
form of organization is characterized by superior subordinate relationship,
departmentalization, formal communication, chain of command, rigid etc. It is
not suitable for handling the non repetitive, unique and complex project
activities in a coordinated manner according to changing environment.
Therefore, project organization is established to avoid such weakness of
traditional organization for proper implementation of the project. Project
organization is action oriented and flexible. It is an adhoc (temporary)
organization that ceases to exist once the project is terminated.
- Project is the responsibility
of one department
- Assigned to the department with
the most interest and technical ability
- Almost all tasks can be
completed within the one functional area
- Designing structure- its
reflect the structure, position, activites, hierarchy, specialization and
differentiation
- Pulling together project team
- Establishing authority and
responsibility relationship
- Establishing project office
- Project organization should be
action oriented
- Project organization is a
temporary organization
Project Organization Structure:
Project
management is subject which receive quite attention in the 1950s and 1960s one
of that was the project organizational structures too. A myriad (countless) of new organizational
structures have appeared on the scene (sight) in the last couple of decades but
they still lack many of the desirable qualities in the traditional methods.
Ultimately, project management directors seek organizational methods that
facilitate teamwork, can maximize the use of limited resources, efficiency and
quality in the way a project is completed and how goals and objectives are
achieved. This is examined the three main traditional organizational structures
for project management. These three structures are functional organization,
project organization and matrix organization.
Pure
Functional Organization
Pure functional organization is
traditional type of structure where total work of organization is divided into
various functional department or units as per requirement for making easy
management. The required departments are handled by functional managers. A
project is assigned to functional department as a result all the project
activities are performed under the control of functional manager in functional
department. The project is also headed by concerned department manager and the
manager can hire required specialist for project purpose.
In this form of the project, a
person is generally appointed as a project co-ordinator who acts as a staff
manager to facilitate coordination of line management in functional department.
S/he provides valuable information, supports and advices on the time to the
concerned managers relating to the project. In this organization, better
technical control is possible, specialist can be grouped to share knowledge and
responsibilities and they are used for different project at the same time. This
type of structure is more appropriate for small project.
- Team is put together to accomplish goals
- Team members report only to project manager
- At end of project - go to another job/project
Pure
Functional Organization
This
method does not work very effectively when used in facilitating complex
projects. One of the major criticisms of this organizational structure is the
lack of built-in employee recognition, measurement and reward for project
performance. Similarly, there is very little individual accountability for any
project management tasks that need to be performed.
Advantages
of a functional organization
-
The lines of command are clear.
-
Individuals specialization and
-
Departments tend to develop common
knowledge across the group.
-
There may be an advantage to
individuals in that career paths can be fairly
easily defined.
Disadvantages
-
This method does not work very effectively in using
facilities.
-
Lack of built in employees recognition, performance
measurement and rewards.
-
Little individual accountability
-
Poor communication across groups and
-
Slow response to changes in the environment.
-
Too much work may be referred upward due to the lack of
decision making authority,
-
Serious problems can ensue when groups develop a narrow
perspective.
Project Organization: Project Organization is a structure that is
specifically designed for executing projects. It is specifically tailored to
meet the demands of complex projects by isolating unique work and maintaining a
strong focus on completing the project. Once the project is completed, this
structure disbands. This structure is effective in maintaining dedicated
resources throughout the life of the project.
The
major criticism of this structure is that it is inefficient in transferring
technology and the use of resources. Also, by the time the members actually
begin acting as a cohesive team, the project is over and the organization
dissolves. Since this project has dedicated resources throughout its life,
major inefficiency ensues when there are underutilized employees during certain
parts of the project.
|
|
|
G.M |
|
Production |
|
MKT |
|
HRM |
|
Project
manager |
|
Design |
|
Construction |
|
Administration |
Matrix organizations
The matrix structure, sometime referred to as a “multiple command
system,” is a hybrid that attempts to combine the benefits of both types of
designs while avoiding their drawbacks.
An organization with a matrix structure has two types of structure (function
and pure project organization) existing simultaneously. Employees have in effect two bosses-that is,
they work in two chains of command. The functional managers oversee the
staffing, training, job assignment and evaluation of the project's personnel.
The functional specialists are assigned one or more projects and oversee that
these individualized projects' achieve their objectives are completed through
maximum resource efficiency. The personnel allocated to a particular
project are responsible to a project manager for
meeting the three basic project criteria, time, cost and quality.
Matrix
Organization still does have some problems of its own. Individual employees
report to at least two managers which can often lead to ambiguity and conflict.
These problems can be avoided through good communication and solid leadership
between managers.
-
A hybrid form that combines both some characteristics
of functional and pure project organization forms.
-
Project manager and functional managers
share responsibility.
-
Project manager decides what tasks will be
done, and when they will be done.
-
Functional manager decides who will work in
the project and which technologies
will be used.
-
Members of the project team have two
“bosses” that they report to.
-
Staff
are grouped and located by specialty into functional units headed by a functional
Manager.
-
Conflicts are minimal, and those requiring
hierarchical referrals are more easily resolved
-
There is a better balance between time, cost
and performance
-
Authority and responsibility are shared
-
Stress is distributed among the team
The advantages/ Strengths
of a matrix organization are:
-
High
level of integration/key people are sharing (sharing skilled people and resources)
-
Improved
communication (due to high level of integration)
-
Suited
to complex decisions and frequent changes in unstable environment
-
Provides
opportunity for functional and project/product skill development
-
Best
in highly uncertain environments and organizations with multiple products and
project based work
-
Weaknesses
Dual boss/ authority system brought frustration and
confusion, duplication of effort, power struggle, high cost,
Project Authority
Project managers need authority to manage their team
members and to get work done through them. Early in your project you will
negotiate these specific authorities with someone who is in a position to
delegate them. Sometimes you will need to share your team members with other
managers. These managers may be involved in the negotiation too.
Accordingly, authority is defined as
consisting of three elements: (1)
the legal defined authority; (2) the authority that one has as a function of knowledge, skills,
and attitudes in working with people associated with projects and (3 )Authority
from approved plan.
Authority
is usually defined as a legal or rightful power
to command or act. As applied to the manager, authority is the power to command others to
act or not to act. The manager’s authority provides the cohesive (unified) force for any
group. In the traditional theory of management, authority is a right granted from a
superior to a subordinate.
There
are three types of project authority.
De jure project authority: De jure project authority is the legal or rightful power to command or act
in the management of a project. Inherent in this
authority is the legal right to commit or withdraw resources supporting the
project. The legal authority of a project manager usually is
contained in some form of documentation; such
documentation of necessity must contain, in addition, the complementary roles of other managers (e.g., functional managers, work
package managers, general managers) associated with the
project.
De facto project
authority: De
facto project authority is that influence brought to the management of a
project by reason of a particular person’s knowledge, expertise, interpersonal
skills, or personal effectiveness. De facto project authority may be exercised
by any of the project clientele, managers, or team members. In another study it
was found that project managers and project personnel believe that expertise
and reputation are the most helpful sources of influence in the man- engagement
of technical projects. It was further determined that technical expertise and organizational
expertise are two sources of influence that are available to project managers. Expert
power comes to the project manager through background and experience, technical achievement,
participation in past projects, and longevity.
Legal authority is
starting authority. However, to be a successful manager, an individual must
develop capabilities in the de facto aspects of authority.
Project Plan
sources Authority: This authority is charter view and provided
by approved project plan.
Budget spending authority: It is the authority provided by the approved
project plan. Example – Provide the project budget spending authority,
re-allocation of budget from one head to another head and authority of over
time and that payment also provided by plan.
Schedule change authority:
Authority of working schedule change for the effective and efficient
implementation of project activities.
Sign in Contract authority:
Sign in project contract, changes of project contract, authority to select
consultant, and subcontractor will provided.
It has continuous negotiation, can changes with environment and
interfacing for negotiation.
The
Linear Responsibility Chart (LRC):
Linear Responsibility Chart is also known
as linear chart (LC), Matrix Responsibility Chart (MRC), Responsibility Interface Matrix (RIM),
Responsibility and Accountability Matrix (RAM), Responsibility assignment
matrix (RAM or RACIM= Responsible,
Accountable, Consulted, and Informed Matrix). It is the chart of responsibility which identifies the project participants and shows authority and
responsibility relationship among the project participants due to their
overlapping involvement in project
management. LRC shows who participates, and to what
degree, when an activity is performed or a decision made. It shows the extent
or type of authority exercised by each position in performing an activity in
which two or more positions have overlapping involvement. It clarifies the
authority relationships that arise when people share common work.
The participants may be general manger, manager of
projects, project manager
and functional managers.
It clearly specifies the authority and responsibility relationships of project
participants to avoid confusion and conflicts. Specially, it is used
in matrix organization structure in order to
minimize the confusion and conflicts between project manager and functional managers. It explains
what and who of project work. It links the project activities or task to the
responsible person which ensures effective implementation of project to achieve
define objectives
within constraints.
LRC is prepared to find
out responsibility centre
of all key activities in the project. For those purpose, LRC is divided into rows and columns and
numbers. The rows of LRC indicate
activities, responsibility and authorities. The columns identify the position
of the project participants and numbers indicate the degree of authority and
responsibility existed between rows and columns of LRC,
the numbers can be symbol.
|
Activity
/Responsibility |
General
manager |
Manager
of project |
Project
manager |
Functional
manager |
|
Establish
department’s objectives and policies |
1 |
3 |
3 |
3 |
|
Integration
of projects |
2 |
1 |
3 |
3 |
|
Project
direction |
4 |
2 |
1 |
3 |
|
Project
planning |
4 |
2 |
1 |
3 |
|
Functional
planning |
2 |
4 |
3 |
1 |
|
Functional
direction |
2 |
4 |
5 |
1 |
|
Project
functional conflict resolution |
1 |
3 |
3 |
3 |
|
Project
budget |
4 |
6 |
1 |
3 |
|
Project
WBS |
4 |
6 |
1 |
3 |
|
Project
Control |
4 |
2 |
1 |
3 |
|
Functional
control |
2 |
4 |
3 |
1 |
1.
Uses: An LRC can be
useful not only for managing individual projects, but also for analyzing
workloads in an organization. During reorganization, it can help to make sure
that basic tasks are not overlooked.
2.
Benefits: An LRC
presents an overview of formal authority, responsibility and accountability. It
allows everyone within an organization, including newcomers, to see the
"big picture" and provides a standard by which progress can be
monitored.
3. Roles and Individuals: The linear responsibility chart
makes a clear distinction between roles, or job titles, and the
individuals who perform those roles. Each project typically has a single
project manager, but there may be many such project managers within an
organization.
What
is team? T: Together , E: Everyone, A: Achieves, M: More
1+1 >1
Or Team as “Together Everyone
Accomplishes Miracles.”
- A
team is any group of people organized to work together interdependently
and cooperatively to meet the needs of their customers by accomplishing a
purpose and goals. Teams are created for both long term and short term
interaction. A product development team, an executive leadership team, and
a departmental team are long lasting planning and operational groups.
Short term teams might include a team to develop an employee on boarding
process, a team to plan the annual company party, or a team to respond to
a specific customer problem or complaint.
A team is defined as “an
interdependent collection of individuals who work together towards a common
goal and who share responsibility for specific outcomes of their
organisations”. An additional requirement to the original definition
is that “the team is identified as such by those within and outside of the
team”.
Types
of Team:
- Functional /problem solving or
departmental teams: Groups
of people from the same work area or department, who meet on a regular
basis to analyze customer needs, solve problems, quality improvement and provide
members with support, promote continuous improvement, and share
information. Quality circle is the main example. How ever they have lack
authority to make and implement decision. They have right only suggestion.
- Cross-functional teams: Groups of people who are pulled together from across
departments or job functions to deal with a specific product, issue, quality,
customer, problem, or to improve a particular process. Task force and
committee are the example of cross functional team. This team is formed
for manage to complex project, exchange information, develop new idea, and
solve problem in project. Effectiveness of cross functional team is depend
on establish clear and specific goals, careful selection of team member,
and equity in rewarding efforts to all member.
However these team members take time to
build trust, socialization, and interaction because of diversity of team member and their
characteristics.
- Virtual team: Virtual team is organized through the use of
information technology and computer to tie or interact together in order
to achieve a common goals from the physically dispersed member without
face to face. Members are
interacted through online communication link. Such as Wide Area Network,
Video conferencing, email, voice chat, and etc. These team members has
limited social interaction but they over come from the constraints of time
and place distance.
- Self-managing teams:
Groups of people who gradually assume responsibility for self-direction in
all aspects of work. This is autonomous team who take many of the
responsibilities of their former supervisors. They solve problem,
implement solution, and take full responsibilities by themselves.
- Typically self managed team
performs related or interdependent jobs.
They select their own members and evaluate each others performance. The
responsibilities of this team is planning and scheduling, assigning task
to members, collective control, and willingness to work together, making
operating decision, taking action to solve problems.
- Self managed team increases
the productivity, satisfaction; work with autonomy from the various
skills, task identity, and task significance, show the team strength,
performance based reward system, equitable in member, composition of
different skills, abilities, roles and size, situational leadership, and
flexibility in environmental adaptation.
Characteristics
of team-
Goals is collective performance, outcomes is positive synergy through
collective effort, leadership roles are shared, accountability is individual
and mutual , member skills are multiple, involves in active problem solving,
faster decision making and workforce diversity
Project
team:
A project team may be comprised of staff members from the same department,
multiple departments or even several different organizations. The basic duties
of a project team are to work on and oversee a particular project, typically
for a specified time period.
A project team is a team
whose members usually belong to different groups, functions and are assigned to
activities for the same project. A team can be divided into sub-teams according
to need. Usually project teams are only used for a defined period of time. They
are disbanded after the project is deemed complete.
If you are rounding up candidates to work on an upcoming project, it is
imperative or important that you know the characteristics of an effective
project team. This will enable you to select the right people for every aspect
of the project and expect a successful outcome.
Project
team characteristics:
Project team is formal team created deliberately to
achieve project objective.
-
High performance and task efficiency of
tem member
-
Innovative and creative behavior
-
High level commitment of members to
project objectives.
-
Harmonization of professional goals and
project goals
-
Project team are highly interdependent
-
Functional conflict is encourage and managed
to them effectively
-
Effective open communication
-
High level trust and cooperative speed
each other
-
Result oriented activities
-
Project team has high level energy and
enthusiasm or eager moral
-
Change oriented
Team
building:
Team building is a
process that develops cooperation and teamwork within a work unit. To
constitute an effective team, its members must share a common goal, have
respect for each other, and be motivated to use the strengths of each member to
achieve their objectives. Current corporate philosophy
stresses that each member of a team plays an integral part in the success of the
company.
Team building is a project focused process that builds
and develops shared goals, interdependence, trust, commitment and
accountability among team members.
Team
building factors:
-
Why team is formed that should be clear
/clear direction
-
Define project culture – norms, behavior,
values,
-
The authority –responsibility relationship
-
Individual and team target should be set
and improve performance
-
Team performance should be controlled if deviation something’s
-
Personal growth and team member development
should be encourage
-
Open sharing of information , opinion,
-
Team member should build trust, respect,
participation, commitment, loyal leadership
-
Conflict management skills where roles,
goals, values, attitudes, interest be clear
-
Team stability
In other word all are
team player, they
prepared from the start; ready, willing and eager to get the show on the road, positive
influence over their peers, team are reliable, responsible and accountable to
one another as well as to themselves, team members are able to inspire and
encourage one another as well as themselves, effectively listen when others are
expressing thoughts, opinions and ideas, and team members should be supportive
of the project.
Stages of Project team building:
The five stages:
- Stage
1: Forming - In this stage, team members
get to know each other for the first time. They share
information about their backgrounds, interests and experience and form
first impressions of each other. They learn about the project they will be
working on, discuss the project's objectives/goals and start to think
about what role they will play on the project team.
- Stage
2: Storming - In this stage, team members
go through conflicts with each other to force their ideas. This stage
is not avoidable; every team - most especially a new team who has never
worked together before - goes through this part of developing as a team.
In this stage, the team members compete with each other for status and for
acceptance of their ideas. They have different opinions on what should be
done and how it should be done - which causes conflict within the team.
- Stage
3: Norming - In this stage, team members
start accepting each other and start working more like a team and less
than individuals. They are no longer focused on their individual
goals, but rather are focused on developing a way of working together
(processes and procedures). They respect each other's opinions and value
their differences. They begin to see the value in those differences on the
team. Working together as a team seems more natural. In this stage, the
team has agreed on their team rules for working together, how they will
share information and resolve team conflict, and what tools and processes
they will use to get the job done. The team members begin to trust each
other and actively seek each other out for assistance and input.
- Stage
4: Performing - In this stage, team members
start performing very well, and tasks get finished quickly as the
efficiency is much higher than the previous stages. The team is
highly motivated to get the job done. They can make decisions and problem
solve quickly and effectively. When they disagree, the team members can
work through it and come to consensus without interrupting the project's
progress.
- Stage
5: Adjourning -This marks the ending of the
project, and team members are allocated to other projects (going through
the same process again).
Barriers
to project team development:
-
Divergent
outlooks, priorities, objectives and interest.
-
Unclear
project objectives which invite the power struggles, conflict, and role
confusion
-
Team
leadership structure which may be poor leadership, lacking of effective
reporting system, ineffective task responsibilities, and etc
-
Poor
selection of team member- this encourage low motivation, discontent, conflict,
and poor performance.
-
Lack
of commitment- poor commitment means feel job insecurity, interpersonal
conflict, un-clarity of reward and its nature, professional interest, and undue
attention.
-
Communication
problems- poor communication is enemy, low motivation, poor morale, poor
control and poor coordination.
-
Lack
of top management support- Support from top level management may not fruitful
and strength to form good team.
Team management / Techniques
for making team effective:
Team management is a collective term used to
describe various strategies and processes that are designed to promote unity
and coordination between the members of a group or team. The goal for any team management
process is to actively involve all group members in working toward a
common goal, providing a means for each group member to participate in that
endeavor. There are a number of different approaches to forming and organizing
teams, as well as overseeing or managing their ongoing function. As with many management strategies, there is no one ideal
mode of team management that fits every situation and
setting.
There are a few essential characteristics that play a role in any type of team management.
One of those aspects is the ability to accurately identify the strengths and
weaknesses that every team member brings
to the effort. Doing so makes it possible to arrange essential tasks in a
manner that allow people to utilize their skills in areas where they excel,
thus moving the entire team closer to the
ultimate goal.
|
Team management |
|
Set guidelines |
|
Focus on performance |
|
Revisit work design |
|
Manage conflict |
Set guidelines: - clearly defined
goals, authority, and responsibility, size of team member, chairperson, issue,
and not personalities.
Focus team on performance: -
Ensure total quality management, face challenges, relevant skills, clearly
defined accountability, commitment of team, continuous process reward for team
and individual member.
Revisit work design:- Revisited
work includes autonomy, skill variety, task identity, task significant,
Manage conflict: Functional
conflict is essential for team, but it need to manage at creating away. Like
creating mutual trust, unified commitment, open communication, adequate
negotiating skills effective leadership with relevant skill.
At the same time, being aware of areas in which different team members show some talent or ability makes
it possible to cross-train team members to
handle tasks normally managed by others. This aspect of team management
makes it possible to always have backup resources to call upon if a team member is incapacitated or unavailable for
a period of time. Even if someone is unable to perform assigned duties for a
short period of time, tasks are still completed and the team continues to move forward.
Effective team management also involves mentoring
each member of the team, providing them
with support and encouragement. Often, the mentoring process also includes
providing opportunities for team members
to obtain additional knowledge and experience that ultimately is to the benefit
of everyone involved. As part of this process, maintaining an open and honest
line of communication with each team
member is important if the mentoring process is to function at full efficiency.
Techniques for making team effective:
A team approach to problems can increase an organization's
efficiency by decreasing stress and improving performance, as it takes more
than a single individual to make any organization a success. A major advantage
of teamwork is combining strengths. While taking a team approach consists of
many different elements, all of which are essential for effective team
building, it also takes more than just a group of people to create a team.
Motivate workers by giving them the opportunity to
share a sense of purpose. A vision is actually a clearly defined goal toward
which each individual must feel that he or she is making a valuable
contribution. Building each person's confidence is an integral part of the
process, as people must come to believe that what they do is important.
Communicate expectations. Clarify each team
member's role so that individuals are all working toward a common goal. Team
members also need to be clear on what others are expected to do as well.
Calling individuals together at regular meetings is one way to involve everyone
in the decision making. It also provides a forum for resolving any conflicts
that arise.
Strategize to improve performance. Individuals
have different strengths; therefore, roles should be assigned on that basis.
Every team needs a plan. Utilize the organization's greatest resource --- its
team members --- when strategizing. Individuals come from all different
backgrounds, so take advantage of all the creative brainpower that can be
generated.
Set priorities. Commit to producing quality rather
than quantity. Keep in mind that quality survives over the long term.
Successful team approaches are ones in which teams strive for quality in what
they do and then continue to work on improving that quality.
Collaborate as a group to share ideas and
knowledge. How individuals interact with each other is really about
establishing trust. People have to trust you to want to work with you. Create
opportunities for team members to connect with each other. Encourage feedback
and then commit to following through on suggestions or thoughts offered by
others. It is important for individuals to maintain their objectivity yet
appreciate everyone's investment in the work of the group.
Allow individuals to share in the responsibility
of tasks, but hold them accountable for their actions. Create an environment
that encourages cooperation and trust. People need to feel as if others trust
their judgment. Unfortunately, lack of trust can lead to miscommunication and
is harmful to morale. Encourage team members to support each other in their
efforts.
Leadership
in project environment:
Leadership:
Leaders are getting
things done by working through people. Leadership means that you are willing to
take on responsibility and make choices for yourself. Leadership is a process
of getting things done through people. Leadership is
a process by which a person influences others to accomplish an objective and
directs the organization in a way that makes it more cohesive/unified and
coherent or logical/rational. Leadership is a process whereby an individual
influences a group of individuals to achieve a common goal.
A
good leader inspires employees, boosts morale and encourages effective
communication among employees.
Leaders themselves set direction, build an inspiring vision, and create
something new. Leadership is about mapping out where you need to go to
"win" as a team or an organization. Leadership is dynamic, vibrant,
and inspiring.
Leadershi is the funcition of Leader, follower and
situation
Leadership = f ( L, F, S)
Leadership Styles
Leadership
style is the manner and approach of providing direction, implementing plans,
and motivating people. The three major styles of leadership are:
·
Authoritarian or autocratic
- Participative or democratic
- Delegative or Free Reign
Authoritarian (autocratic): I want both of you to. . .
A procedure is not working correctly and a new
one must be established is authoritarian style. This style is used when leaders
tell their employees what they want done and how they want it accomplished,
without getting the advice of their followers. Some of the appropriate
conditions to use it is when you have all the information to solve the problem,
you are short on time, and your employees are well motivated. This
authoritarian style is using in new employees who will just learning the job.
The leader is competent and a good coach.
The authoritarian style should normally only be
used on rare occasions. If you have the time and want to gain more commitment
and motivation from your employees, then you should use the participative
style.
Participative (democratic) : Let's work together to solve this.
. .
Asking
for their ideas and input on creating a new procedure is participative style. This
style involves the leader including one or more employees in the decision
making process (determining what to do and how to do it). However, the leader
maintains the final decision making authority. Using this style is not a sign
of weakness, rather it is a sign of strength that your employees will respect.
Using a participative style with a team of workers who know their job. The
leader knows the problem, but does not have all the information. The employees
know their jobs and want to become part of the team.
Delegative (free reign): You two take care of the problem while I go. . .
Delegating
tasks in order to implement the new procedure is delegative style. This is also
known as laissez faire (or lais·ser faire), which is the noninterference in the
affairs of others. In this style, the leader allows the employees to make the
decisions. However, the leader is still responsible for the decisions that are
made. This is used when employees are able to analyze the situation and
determine what needs to be done and how to do it. You cannot do everything! You
must set priorities and delegate certain tasks. The delegative style is used on
worker who knows more about the job than you. You cannot do everything and the
employee needs to take ownership of her job This is not a style to use so that
you can blame others when things go wrong, rather this is a style to be used
when you fully trust and confidence in the people below you. Do not be afraid
to use it, however, use it wisely!
Project
manager as project Leader:
Project manager as project leader should balance tasks and people
orientation. Project manager should take situational approach to leadership.
-
If the situation is in tight schedule constraint in
project autocratic styles may be suitable to meet deadlines of time. Crisis
situation also need to this style.
-
In a situation of decentralized authority to
professional in project democratic style may be suitable to create cooperative
climate and trust.
-
If the employees/team members have well knowledge of
analysis, feel ownership of job, responsibility and accountability themselves
delegative style is suitable.
Some time the role of
project manager also influences the leadership style. Those roles are
-
Leadership role- to direct, command, influences the project
team
-
Balancing role- To balance the needs of parent organization,
stake holder, customer, project and project team member.
-
Informational role- To gather information, analyze information
and dissemination of information to stakeholder about the project.
-
Decisional role- To make decisions about the day to day
project activities such as resource allocation, negotiation and disturbance
handling.
Skill Requirements of Project Manager:
-
Technical skill –
Ability to perform a specialized tasks, functions, and expertise.
-
Managemtn skills –
Ability to practice management concept, tools, and techniques with delegate of
authority to others.
-
Human relation skills-
Ability to get along with people, job done through people, and understanding
relationship and motivation to them
-
Conceptual skills-
Ability to study project environmental forces and their impact.
-
Team building skills-
Ability to integrate people into effective team, develop skills of others to
lead their skill area.
-
Risk management
skills- Risk (failure of project in financial, operation, management, conflict
handling and etc) management is essential.
Project Leadership and Environment:
There are two type of
project environment (internal tasks and external) that should be effectively
managed by project leader. Most of time of project manager will spent on
managing the internal environment of the project.
-
Getting the project
task done
-
Develop and
maintaining effective team work, motivation to team members
-
Acquiring and using
appropriate resources and skills
Stakeholder activities
make relationship with them and management to them is important for project
leader as involved with them and informed the project progress
The project manager
also monitors the external environmental forces of the project to identify the
opportunities and threat to the project. Those forces are PEST.
Project
Implementation:
Concept
of project implementation:
A well-designed project implementation schedule clarifies
and describes what the project should deliver and within what time-frames. In
this article you will read on how to create a time-related framework that helps
project planners to deal with the “on time” part of the project objectives and
what needs to be outlined to produce deliverables and achieve goals on
schedule, within budget and according to expectations.
The project implementation schedule is an important time
management document that defines and schedules the major phases of project work
being carried out to fulfill the desired project objective(s) and achieve the
expected deliverables. This document describes project initiatives as a logical
sequence of events over time to progress the project from its original concept
to the final implementation. Usually, the document is used against progress of
the project to monitor and assess ongoing activities and to create status
reports.
The development of the project
implementation schedule refers to the following two statements:
- The schedule creates a framework for the whole project
implementation plan and facilitates creation of the work breakdown
structure (WBS) by placing the related activities, tasks and
responsibilities on timeline.
- The schedule outlines the project phases and their
overlaps and shows them on the common project’s timeline.
In the project implementation
schedule, the following information (the key components) should be provided
in a clear and easy-to-read format:
- Number and brief descriptions of project phases. A
project phase is a manageable portion of work that is accurately defined
and measured by a deliverable and time-frame. Usually the project phase is
divided into logically dependent activities to compete a certain job. Each
project phase should be briefly described during the Project Setup
process to provide an overview of the jobs being initiated and
completed during that phase.
- The deliverables set being archived within each project
phase. Completion of each project phase results in achieving or producing
deliverables. The implementation schedule should specify a specific set of
deliverables being achieved after successful completion of every project
phase.
- Major activities for each deliverable. During
implementation of each project phase, the major activities should be
outlined in order to achieve each deliverable, within the defined
time-frame of that phase.
- Key milestones. The way to audit and control
implementation of each project phase is to define check-points (the key
milestones) to be conducted on a regular basis during the implementation
process.
- Responsibilities and assignments. Completion of each
project phase requires allocation of responsibilities. The project manager
should set employee responsibilities and assignments per project phase and
also define who is responsible for and assigned to the delivery of the
major activities within each project phase.
- Dependencies. A dependency is a measure of interaction
between two or more project phases that identifies how one project phase
exerts influence on other phases. Dependencies define an overlap between
several project phases and identify what deliverables result in successful
completion of two or more phases.
When all the components of the schedule
for project implementation are defined and the schedule is developed
and designed, you need to make sure that this document has been checked and
approved by stakeholders and project manager in order to ensure that its
content is appropriate and its targets are clearly stated and achievable.
Time
Management:
Time management means how
to get more done in less time to achieve organizational/project goal. Every
project has fixed start and end date but project environment is uncertain. Time
management work is difficult in uncertain environment. Time management is one
of the effective key and constraint of project implementation. Time is scare
resources so that time lost is every thing lost/ lost forever. Time management
has following elements.
·
Setting clear goal and priorities
·
Proper planning of time use by
prioritizing work
·
Identify time stealers( waiting time, many
meeting, talk, telephone talk, discussed more one issue, and etc) and avoiding
them
·
Using essential time management
techniques/factors
(e.g. goal clarity, work plan, use daily
planner, daily record, used dead time, avoided time stealer, used time saving
technology, organized work life, delegate authority, assigned possible work can
perform by others) to improve time use.
Time management process:
Activity
definition: It
defines specific required activities e.g.
work breakdown structure (WBS), outcome of project, and etc.
Activity
sequencing: it
define sequential activities which are interdependent each other to complete
project work.
Activity
duration: it estimates the
time and other resources requirement for each activity needed to be completion
of project work and achieved project goals.
Schedule
development: it
create the project schedules, routine, time table, sequential list of
works/activities with time.
Schedule
control: It is evaluating,
comparing actual and standard time and actual time performance. To gets the
progress in actual work. If needed timely correction too.
Essential factor for time management:
·
Goal
clarity: Goal of
project, priority of project, responsibility, relationship and authority should
be clearly defined in simple language.
·
Time
management Awareness: Manager and project team should be aware
about working style, habit, and personal traits.
·
Knowledge
of time stealer: Too many meeting, waiting, talking,
uncontrolled telephone, interruption in work, information overload, poor
communication, delay in decision, poorly done work, failure to delegate
authority, and inability to manage conflict are the time stealers.
·
Procedure
for project related work: For the time management you should
clearly mentioned the procedure of each work e.g. bid evaluation procedures,
work break down procedure, sequencing of activities, development and control
procedure, schedule development procedure, time estimate procedures, resources
estimation and allocation procedures, performance measurement and reporting
procedures, monitoring procedures, and follow up procedures should be clearly
mentioned for time management.
The Conflict Environment in Project:
Conflict consists of all kind of
opposition, dispute or antagonistic interaction between people to people, group
to group or ideas. .
Conflict
is the outcomes of behavioral interaction, attitude of worker, goal
differences, unclear relationship, limited resources, structural and time
schedule changes, communication break down, personality clashes, proudest of
expertise, incompatibility or incompetent and power struggle in project work or
organization.
Conflict
is situational and varies from project to project, time to time, place to
place, and life cycle phase to phase.
Specifically
project conflict may be-
Functional
– It is functional issue oriented, or technical and administrative nature. It
will be beneficial if it is focused on creativity.
Personal-
It is personality oriented and resulting from ambition, deep rooted personal
feeling, and attitudes. It is harmful for the project.
Level of conflict:
·
Intra – Individual- This conflict will
arise within the individual through his/her conflict mind, frustration, and
goal and role incompatibility.
·
Interpersonal: This conflict will create
within two or more individuals due to competition, use of scare resources, goal
and role disagreement and personality clashes.
·
Intergroup- This conflict will be created
between group to group due to structure, goal unclearity, and incompatibility.
Conflict management in project:
People,
people interaction and people behavior is created conflict in project. Project
conflict need to manage effectively and efficiently. There is no single method
for managing all conflict in project. The important methods are –
Conflict
reduction
Conflict
resolution
Conflict
stimulation
Conflict reduction:
Conflict can reduce in project by better coordination, improved communication,
increase resources, clearly defined goals, and determined priorities of work.
Conflict resolution:
Conflict can be resolved through withdrawal of disagreement, negotiation
between two conflict parties, face to face discussion, force by power, or
resolve by power, mediating by third party, and restructured to conflict issue.
Conflict stimulation:
The project manager can stimulate the functional conflict and then manages it
to improve project performance.
A
conflict can be studies through a system approaches:
|
Input |
|
Modes of conflict management |
|
Processing |
|
Output |
|
Productive or non-productive behavior |
|
Sources of conflict |
Fig: System approach to conflict
management
Negotiation:
Negotiation is a technique for resolving, settlement of differences, bring
agreement in project conflict. A project manager must have negation skill. It
is most needed in situation.
Negotiation
is in subcontractor, functional and matrix department, and management
variation.
Negotiation Modalities:
Partnering:
A project can enter the partnering agreement through the negotiation for
outsourcing part of project. This promotes cooperation.
Chartering:
A project charter is written documents. Conflict will be negotiated through the
written documents of project e.g. written agreement between functional and
project manager or schedule, routine, budget, human resource plan and etc.
Scope change:
Agreement will develop and make with changes of scope of the project through
negotiation.
Principles
of Negotiation: Separate people from problem, maintained
honesty between negotiator, aim for win –win solution, and using objective
criteria for negotiation.