Organisations and People Flashcards
(126 cards)
1
Q
Organisation structures :
A
Functional - no separate function or organisation , projects managed within the (line) organisational structure , based around BAU e.f finance , IT , Products, HR
Project - team is multi disciplinary and moves from project to project , possibly an interim structure with BAU responsibilities re-resourced , focussed on the project and delivering change
Matrix - individuals work for two (or more) managers - project manager(s) and mine manager , needs careful prioritisation and good working relationship
2
Q
Organisational structures: projects don’t operate in isolation when we talk about project context we are referring to how the project operates as part of a wider organisation. How the organisation is structured will provide a :
A
Management hierarchy, lines of reporting and who and how information will flow throughout it.
Most organisations are permanent, this contrast with projects which are temporarily undertaking , which means the organisation will need to understand how their projects will fit within their structure.
3
Q
Essentially there are parts of the business which will change the organisation, the permanent elements tend to be those That;
A
Run the organisation , whilst any that change it will be temporary
4
Q
Permanent and Dempsey structures: the project team will likely work across both the permanent and the part parts of the organisation and how easy or challenging this will be is determined by how the organisation structures Iredell: this can influence :
A
Where our staff come from , reporting and even how much control a project manager might have over their team
5
Q
Permanent and Dempsey structures: there are three organisational structures that a project might take place within, these are:
A
Functional , Matrix and Project structures
6
Q
Permanent and Dempsey structures: which structure we are working within can indicate who will have the most authority between a functional manager and a project manager:
A
Functional structures provide - the functional manager with the most authority
Whilst project structures give the authority to the project manager,
Matrix structure tries to balance the authority evenly between functional and project managers
It is unusual for an organisation to adhere entirely to one of these structures entirely , most will be a form of matrix
7
Q
Functional - when an organisation arranged itself into specialist departments known as functions that provides a specific set of skills and outputs to the organisation this is known as ;
A
Functional. These function could be areas such as IT , HR and customer services
8
Q
Functional - a fully functional structure is focused primarily on day to day activity so projects are rare activities. Because of this they don’t rent to have a dedicated project management function when deciding that they want to run a project to develop one of the functions ( for example a human resource project) then the resources are likely to be drawn from ?
A
Within HR
— the resources are drawn from within the function
9
Q
Advantages of running projects within a functional organisation:
A
- flexible resourcing - can draw resources to support our project from other functions
- expertise - each function is full of experts , which can provide advice to our project that is based on working within the same organisation.
- development - using staff from within our own organisation means that they will be able to develop their own skills supporting projects and this in turn can develop their functions and business.
- staff Retention - when the project finish , the staff don’t leave the organisation , they will return to their function .
- clear lines of communication - the functional manager has authority , which means there are clear lines of communication for the team working within a project I.e any problems? Talk to their functional lead.
10
Q
Functional - considerations :
A
- it isn’t set up to run project - meaning it can be inflexible and unable to adapt to the ways a project works and will need to be delivered.
- lack of perspective - very inward focus Internal experts mean that they are less likely to identify outside the box solutions as they don’t tend to bring external staff to support the project.
- loyalty to function- this can mean that project team are perhaps more focused on their functional objectives rather than delivery of the project.
- lack of project management expertise - because the project team will made of people from the function that correspond to the nature of the project , their expertise may be in their functional role but may lack experience of delivering a project
11
Q
Matrix- a matrix structure will be set up similarly to a functional , in that it will arrange itself into functions with specific focus as well as including functions that deal specifically with :
A
Delivering changes for example project management and programme management functions
12
Q
Matrix- with the matrix structure people will remain within their functions but will be temporarily assigned to projects to support project delivery. Once their work on a project is completed then they can ,
A
Return to their original functions ready to be ‘loaned’ out to another project .
13
Q
Matrix- organisations tend to lean towards a matrix structure when a project requires :
A
Many different skills, needs to be managed distinctly from a specific function but can still draw upon expertise from within the organisation.
Simply put we want to get the best of both functional and project structures
14
Q
Matrix- the project managers that are used to lean projects will be drawn from the project function and will report to the board. Whereas staff from other functions will find their day to day project activities will come under ?
A
The authority of the project manager and their functional manager
15
Q
Advantages of a matrix structure:
A
- Allows quicker response to changes as the projects aren’t constrained to a function.
- tailored projects - because the project are outside of functions, they can be tailored to suit organisational needs, rather than made to ‘fit’ into a function that is chosen simply because it is ‘closer’ to the project objectives rather than other functions .
- flexible resources - can share resources more fluidly, so one person can potentially support several potentially in-related who might need their expertise.
- consistency - allows best practice to be shared across multiple projects and allows expertise to develop as Staff will return back to their functions upon project completion.
- two managers- two sources of information and guidance tailored to both function and project approach .
16
Q
Disadvantages of a matrix structures:
A
- complex - allocating resources from multiple functions into projects can be time consuming and difficult to manage
- project manager doesn’t have as much power as their team will still partially within their functions
- conflicting loyalty between function and project as the people could be torn between delivery of functional objectives versus their project objectives
- staff might be stretched thin supporting multiple unrelated projects
- two manager two sources of contradicting information and guidance biased towards function or project approach
17
Q
Weak , balanced and strong matrix structures :
A
How much authority the functional or project manager will have usually depends on which type of matrix structure we are using.
There are three, weak , balanced and strong
18
Q
Weak , balanced and strong matrix structures: STRONG
A
a strong matrix structure closely resembles a project structure. This means that they authority over staff will lie primarily with the project manager , so that means there will be strong line of reporting between the project team and the project manager.
Most if not all decisions regarding resources , control of work and staff objectives will lie with the project manager whilst the functional manager will be able to support any functional matters though have minimal involvement beyond this
19
Q
Weak , balanced and strong matrix structures: BALANCED
A
This approach balances the authority between the project manager and functional manager evenly. This mean that any activities more traditionally associated with the functional role , such as training , development of functional objectives etc can be managed by the functional manager where as anything that corresponds with day to day involvement with a project such as holiday request , appraisals etc can be managed by the project manager.
This means that both the functional and project activities are lest likely to cross over and take time away from the other , though to work effectively there needs to be clear lines of communication and reporting , matrix structure can be challenging if these reporting lines are not defined and can cause conflict and conclusion for people working within it if not well established.
20
Q
Weak , balanced and strong matrix structures: WEAK
A
A weak matrix structure is closest to resembling a functional structure.
This means that the functional manager has the leading authority over matters such as staff management , priorities, cost etc as business focus is more on functional delivery , with most of the decision making resting with them.
The project manager will typically have a minimal role regarding staff activity and priorities with their focus primarily on coordinating project activities.
21
Q
Project Structure - a project structure is usually how a organisation arrange themselves if they deliver lots of large , complex projects. Such as
A
Construction or film industry
22
Q
Project Structure - the business will have few, if any established functions and these will be mainly focused with recruitment of temporary project staff to support any projects that the organisation has decided they want to undertake. Because there is unlikely to be any permanent employees to support projects , most of the team are usually sourced ?
A
Externally
23
Q
Project Structure - once the project is complete , the team delivering it will disband and unlike the functional or matrix organisation the project manager has ?
A
Complete management authority over the team and will report to the board directly ( and or programme manager if it falls under a programme)
24
Q
Advantages of a project structure:
A
- Project focus. All communication, objectives and task are focused on project delivery without having to consider functional needs
- dedicated teams - the team gave no split loyalty and have a clear line of reporting which can help develop a strong team identity
- external staff can provide different perspectives that can come from experiences outside if an organisation, increasing the changes of innovation and new solutions,
- project manager authority means that the project manager has complete control over the direction , hiring and objectives of their team and task, it will also allow their teams to develop specific project management skills.
25
Disadvantages of a project structure:
- isolation - because the focus is on project rather than functions it is unlikely that resources can be shared efficiently between projects.
- duplication of resources - since we aren’t able to use resources as efficiently it may mean refuting the same role for two separate projects where in a functional or matrix structure we could simply share a person with multiple projects.
- loss of skills due to temporary nature of the projects. If we are primarily hiring externally , once a project finished those staff will leave the organisation taking any skills or lessons learned with them potentially even to a rival organisation.
- can mean that the focus of the organisation is kissed as the project team are stove -piped in their project with maybe a high level of focus on project objectives with less on the objectives of their business itself.
26
Dr John Adair’s action centred leadership model : the three things that a leader needs to balance in order to achieve synergy
Team , task and individual
27
Dr John Adair’s action centred leadership model : Dr John Adair says that a good leader can balance the needs of the :
Task - the need to complete work and get things done
Team- building and maintains an effective team who are collaborating and communicating
The people within the team - developing skills and nurturing those people as individuals
28
Dr John Adair’s action centred leadership model : shows that is a leader balances , the team , the task and the individual they will achieve -
Synergy, which means the team is interacting and collaborating cohesively and it will also help to increase the morale of the team
29
The leader role might be to :
- bring people together
- develop people and provide direction and motivation for them to do their best work
- lead in a changing and uncertain environment
- provide timely and constructive feedback to the team, and encourage and be open to feedback from the team
-understand that different people need different support
-be willing to adapt their leadership style depending on the situation
- Act as a coach and mentor to promote personal growth
-be authentic , emotionally intelligent and collaborative
30
The Hersey Blanchard - situational leadership theory: this model promotes ?
Flexible leaders that can adjust their style based on experience and ability of those they are leading known as ‘followers’
31
The Hersey Blanchard - situational leadership theory: the term ‘maturity’ when we talk about teams is regarding how much…..
Experience , skill, confidence, commitment and ability to ‘self-lead’ are all ways we can assess a teams maturity we need to think are our teams :
- unable and willing
- unable but willing
- able but unwilling
- able and willing
Unwilling doesn’t necessarily demote lack of enthusiasm but could be due to lack of confidence, or that the goals and aims are not yet accepted. Based on the groups , it is possible for a group of followers to be good at their jobs but not yet committed to the aims.
32
The Hersey Blanchard - situational leadership theory: this model identifies a variety of styles that map a progression of leadership approaches that respond to the tendency for a teams maturity to increase overtime , it uses four stages :
- structuring (also known as directing)
- coaching
- encouraging (also known as supporting)
- delegating
None of these styles are considered better than another , simply that a leader can adopt whichever of the styles best suits a given situation.
33
The Hersey Blanchard - situational leadership theory: Structuring/Directing :
This is the most direct form of leadership. It could be considered as ‘telling’ someone what to do.
This approach is the least collaborative and instead the leader will provide specific instructions for their teams to follow.
34
The Hersey Blanchard - situational leadership theory: Structuring/Directing
This style of leadership could be used where the team is very inexperienced and needs clear guidance, as they will need to be given instruction in what the task is and what their responsibilities are.
It could simply mean the team is new , inexperienced team but could also mean the team simply does not have the knowledge or background relating to a specific task or project .
35
The Hersey Blanchard - situational leadership theory: Structuring/Directing - the leader needs to be careful about using this approach with a more experienced team however as it be perceived as ?
Micro managing
36
The Hersey Blanchard - situational leadership theory: Coaching - perhaps an individual lacks ability or confidence , maybe due to inexperience but is keen and enthusiastic to develop. Coaching as a leadership approach is aiming to -
Collaborate more with the team compared to structuring
37
The Hersey Blanchard - situational leadership theory: Coaching - whilst the team will still require direction , the leader will be more likely to ….
Discuss and engage with their team, with the idea of coaching being that the leader will want some input from their team but also needs to convince them to follow their lead and do things in a particular way
38
The Hersey Blanchard - situational leadership theory: Coaching - this approach could be used for teams that are -
Unable but willing , so is useful where team members perhaps lack the experience or knowledge themselves but are keen to develop it further and are willing to take on the task despite their lack of experience with it .
39
The Hersey Blanchard - situational leadership theory:- encouraging / supporting
Encouraging leadership could be used where the team is capable and experienced in doing task but may lack confidence or be questioning objectives.
40
The Hersey Blanchard - situational leadership theory:- encouraging / supporting : this leadership approach is useful for a leaders to build -
Relationships with their team , involving them in decisions and rather than telling them what to do , will be making space for the teams to make their own minds, maybe even deferring decisions ti those with appropriate experience.
41
The Hersey Blanchard - situational leadership theory:- encouraging / supporting - this style is best used when ?
People have the skills and experience but perhaps lack the confidence to work fully independently and maybe need that encouragement and support to invest them in the objectives.
42
The Hersey Blanchard - situational leadership theory:- delegating
A style which represents that the leader is comfortable passing responsibilities for take or even project to their teams. Leaders tend to adopt this when their team is experienced and mature to the point where the leader knows that the team members are completely capable of handling a task with little or no input or direction from the leader.
43
The Hersey Blanchard - situational leadership theory:- delegating - delegating works well for teams that have ;
Confidence and are expected to work independently , where the teams are both willing and able
44
Virtual teams: increasingly common nowadays is for leaders to be working with virtual teams , a virtual team is a ?
Group of people who share a common goal and are working together to deliver it, but are not necessarily sitting in an office together and rely on electronic ‘virtual’ communication to interact .
Thought they meet in personal occasionally , this is not the norm and teams could even be working in different time-zones to another.
45
Virtual teams: the benefits of teams working virtually is that the ….
Project can utilise a much broader pool of talent , providing diversity with the team and offering wider perspectives and expertise.
46
Although we do need to consider that there are some drawback of working this way such as
Scheduling people working in different time zones , the logistics , technical and even cultural attitudes of people working remotely .
47
Challenges of working in a remote team : Infrequent communication -
people may find relationships to take longer due to meetings and discussions having to be scheduled. Leaders can create tasks that require frequent communication to deliver , though every person in a team is responsible for trying to increase regular interaction.
48
Challenges of working in a remote team : Isolation
People in teams may feel isolated from each other , perhaps leading to lack of trust as they aren’t getting immediate responses or able to see what others are doing.
Leaders can manage this by setting clear goals and expectations and celebrating achievements of people within the team
49
Challenges of working in a remote team : diverse teams
Different cultures and social norms can be a challenge if our team is working internationally. To minimise conflict, there needs to be agreed and common work ethics and team customs to foster understanding of each other .
50
Challenges of working in a remote team : overlong routine
People can become fatigued sitting at a computer all day with little if any face to face interactions with their teams. If working internationally , people may work longer days so that they are Available during alternative time zones.
The leader. Needs to clarify and encourage normal working days even if those are not normal 9 to 5 routines.
51
Challenges of working in a remote team : work life/ imbalance
It is increasingly common for people to be working in the space they go about their personal lives, this can create a blue between where work ends and personal lives begins , meaning work affects their personal lives and vice Versa.
52
Motivation - Maslow’s hierarchy of needs: recognised that each of us are motivated by _____ and our most basic needs are inborn and can help to explain how these needs can ______ us.
Needs
Motivate us
53
Maslow’s hierarchy of needs: is split into 5 stages for someone to move up the stages to __________ the previous stages must be satisfied.
Self actualisation
54
Maslow’s hierarchy of needs: every person is capable of moving all the way through the stages towards _________ but this progress is often disrupted by failures to meet parts of stages below it. This could be anything from life experiences to task taking an unexpected turn, which mean that travel though the hierarchy is not exactly _____ and invidious is can fluctuate up and down stages
Self actualisation
Linear
55
Maslow hierarchy of needs stages: bottom to top
Physiological needs
Safety needs
Love needs (growth)
Esteem needs
The need for self actualisation
56
Maslow’s hierarchy of needs: the hierarchy is generally considered as ________ but Maslow himself acknowledged that the order in which these _______ are fulfilled can alter depending on the person.
Rigid
Needs
57
Maslow’s hierarchy of needs: physiological
These are basic needs such as being able to drink when thirsty.
If someone cannot futility their need for say sleep despite being tired then very little else is likely to motivate them.
Physiological also includes things like shelter and clothing
58
Maslow’s hierarchy of needs: safety
If basic needs such as , shelter, food etc are fulfilled the next need is for that of safety.
Lack of a safe environment can cause fear and anxiety as people want to feel secure in what they are doing and for things to be predictable to some degree.
For example if someone doesn’t feel secure in their job then it’s likely they attention will be in finding a job that is more secure.
59
Maslow’s hierarchy of needs: Growth
This need is around belonging and feeling accepted and cared for. At this level of the hierarchy there is a need for relationships ( romantic , friendship, teamwork) and to be part of a social group.
If someone feels that they are alone and uncared for, it is unlikely they will be willing or even able to contribute to something creative or involving collaboration with other people as their need for companionship is greater.
60
Maslow’s hierarchy of needs: self esteem
Esteem comprises our self confidence and desire to feel good about ourselves.
A second component is a desire to feel valued by other and have our achievements recognised by other people.
Participation in activities, whether they be professional or personal can contribute to feeling esteem and someone who feels their achievement have been recognised are more likely to be confident in their abilities and committed to developing them further.
61
Maslow’s hierarchy of needs: self actualisation
The highest level of maslow’s hierarchy refers to the idea of feeling fulfilled and bay we are living up to our potential. Self actualisation will look different for everyone too, as for one person this may be that they are helping others for another it might be achievement in music or the arts.
Loosely self-actualisation is the feeling that we are doing what we’re meant to do and that we are exploring and using all our talents and capabilities.
This last stage could be described as self-motivation in that people in this stage are often self-aware and able to identify ways themselves that they can grow and continue to achieve their potential without needing the opinions of other to guide them.
62
What are the factors in herzberg’s two factor theory ?
Motivational factors
Hygiene factors
63
Motivation: herzberg’s two factor theory : according to herzberg there are factors that can result in ________ and factors that prevent _________
Job satisfaction
Dissatisfaction
64
herzberg’s two factor theory : to achieve a satisfied team the leader would need to be paying attention to ?
Both sets of job factors
65
herzberg’s two factor theory: Motivational Factors - Motivators are things that provide positive satisfaction
I.e they encourage people to want to work and to deliver a superior performance. We need to be careful though as motivators tend to be temporary and not everyone is motivated by the same thing
66
herzberg’s two factor theory: motivational factors
- seeing progress and being involved
- feeling valued - e.g a bonus or recognition from a manager
- honest and open communications
- feeling empowered and having some decisions making authority
- clear objectives and priorities
- appropriate mentoring and support
- giving and receiving appropriate feedback
- an appropriate leadership style
67
herzberg’s two factor theory: hygiene factors - are the job factors that are essential for?
Motivation to exist in a work environment.
By themselves they don’t tend to lead to positive satisfaction and if they are absent in a workplace will often lead to dissatisfaction.
68
herzberg’s two factor theory: having hygiene factors won’t really motivate a team , though they are Essential for a motivate team because if they were to take them away it would ?
Demotivate people
69
herzberg’s two factor theory: hygiene factors:
- the pay or salary someone receives needs to be appropriate to the job being done and competitive or equal with others in the same industry
- policies - a company’s policies should be clear and fair and include things like working hours , dress codes and holidays etc
Job security - people feeling secure in here jobs is unlikely to motivate someone but if they feel their job is at risk they are likely to feel demotivated so an organisation should take steps to demonstrate job security to its employees.
70
herzberg’s two factor theory: to increase job satisfaction PMs will need to look at ?
- the nature of the work
- any opportunities the work might provide for employees to feel recognised , satisfied and feeling self realised
71
herzberg’s two factor theory: if a PM wants to minimise dissatisfaction they would need to look at ?
The environment within which people are working such as policies , supervision and working conditions
72
Belbin: social team roles have become one of the most ?
Recognisable tools to help analyse the nature of individuals and their proffered style within a team environment.
73
Belbin: concluded that to have an effective team it would need to have a balance of ____________ covered by the people in the team. Belbin has been clear that non the roles he identified are better or worse than any other. He also states that everyone has a mix of of the nine roles within their personality as varying degrees of strength
Nine major roles
74
Belbin: there needs to be a element of each of the 9 roles within ?
A team for it to work best
75
Belbin social team roles :
Plant
Monitor-evaluator
Specialist
Resource investigator
Coordinator
Team worker
Shaper
Implementor
Completer-finisher
76
Belbin: plant
The plant is creative and innovative- able to come up with new ideas and solutions. They are particularly receptive to praise and may struggle with criticism and can come across as introverted since they are generally happy to work separately from the team.
Innovation can be impractical at times but encouraging outside of the box thinking may reveal solutions that would have never been considered otherwise
77
Belbin: monitor - evaluator
A natural analyst, able to evaluate and consider ideas that others ( such as the plant) have come up with and enjoys interpreting and analysing data. They tend to be objective and unbiased and able to consider both the pros and cons of the options before arriving at a decision.
They can take time to make decisions, potentially coming across as detached and disinterested in motivating people and more likely to react to events than proactively be involved in them.
78
Belbin: specialist
They take pride in their abilities and want to be perceived by others and professional with deep experience. They are expertise within a team and are committed to maintains and developing this expertise.
Because of their focus on their specialism they can be blinkered and overly focused on their area of interest potentially missing the bigger picture
79
Belbin: resource investigator
Appears to others as extroverted , curious and that they enjoy interacting with others. They work enthusiastically with other team members and are excellent at engaging with stakeholders, building a network that will enable the project team to acquire knowledge externally and to build and add to the team.
Their networks of contacts can be quite resource intensive and the resource investigator may loose their enthusiasm for tasks quickly if they are not stimulated
80
Belbin: coordinator
The coordinator can come across as a natural leader , good at guiding the team to what they perceive as the objectives. Typically, coordinators are natural listeners and able to recognise the strengths that people within a team bring to be fold, meaning that they tend to be very good at delegating work effectively .
They may be perceived by their team as lazy if they over delegate work to their teams and in extreme examples may come across as manipulative
81
Belbin: team worker
Can provide support and make sure people within a team are working together effectively .
They can often act as negotiators as they tend to be more flexible and able to see things from both points of view. Usually they are popular amongst their teams who prioritise team work, collaboration and cohesion amongst the people in their teams.
They can be hesitant and indecisive if they believe a decision might incite conflict in discussion and decision making as they are reluctant to rocky the boat
82
Belbin: shaper
Shapers work well under pressure and able to challenge a team to drive improvement. They are natural risk takers and willing to challenge standards and normal ways of doing things. Focused on achieving goals , they will help to avoid complacency and are motivated by meeting deadlines and smashing targets
Because a shaper enjoys working in high pressure situations they can be perceived as argumentative and assertive and may come across as more focused on tasks than in the feelings of others
83
Belbin: implementor
Implementor are those in the team who will get the work done, turning ideas and suggestions into practical processes and plans that can be used to a achieve a goal. Usually disciplined and measured they will be organised and help to achieve constituency by effective adherence to process and procedures.
Though the Implementor is generally very structured in their work this can mean that they are inflexible and can be perceived as resisting changes that need to be made
84
Belbin: completer- finished
Usually thorough and focused on delivering something to the highest standard. They can help to ensure there are no errors , things missing and that even the smallest details is considered. Potentially they could be described as perfectionist taking pride in delivering a quality product at the end of the project
Because of their perfectionism the completer-finisher May struggle with delegating work effectively and may worry unnecessarily about small details that in the grand scheme of things don’t really matter.
85
Team work =
People working collaboratively towards a common goal as distinct from other ways that individuals can work with a group
86
Tuckmans model of team formation 5 stages;
Forming, Storming, Norming , performing and adjourning
87
Tuckman Model: in the firming state the team is looking to the leader to ?
Calm any fears
Provide clear direction
Explain roles and responsibilities
Clearly state what is expected and by when
88
Tuckman Model: as the team start to settle in their roles and work takes shapes , those with strong opinions will start to exert themselves this may lead to conflict in the team this is know as the ______ stage
Storming
89
Tuckman Model: during the storming stage the leader needs to ?
Allocate responsibilities to those who want to take lead whilst ensuring whiter members of the team are not overlooked
90
Tuckman Model: overtime the team will settle down , the members will start to trust each other and play to each others strengths and avoid their weaknesses this is the _____ stage
Norming
91
Tuckman Model: during the Norming stage the leader is still providing ?
Direction about the work and it’s execution
To move the team to the performing stage the leader encourage the team to take ownership of the work
92
Tuckman Model: performing stage - members of a performing team are ?
Self directed
Make their own decisions
Look for problems and resolves them before they arise
93
Tuckman Model: during the performing stage the leader must be ready to ?
Provide support when a problem exceeds the authority of the team
94
Tuckman Model: as a project comes to an end the team enters the ?
Adjourning stage
95
Tuckman Model: adjourning stage and can start to work about their ?
Future
Productivity can suffer at this stage
96
Tuckman Model: during the adjourning stage the leader must ?
Allay the teams fears and motivate the team to complete the work
97
The role of a leader The role of a leader varies to match the need and progress of the team . The APM define leadership as :
The ability to establish vision and direction, to influence and align others towards a common purpose and to empower and inspire people to achieve success.
98
Role of the leader: good leaders inspire the team with a _________ , they are good ______. Enthusiasm and integrity are common traits of leadership but they also need to be _________. The ability to delegate , be cool under pressure are crucial to. Leaders success.
Shared vision
Communicators
Empathic
99
Role of the leader: responsible for team building and indication of personality types would be useful when selecting and building a team commonly used techniques are
Belbin and Margerision McCann
100
Belbin defined 9 different types of team members under three headings:
action roles :
- shapers
-implementers
-completer finishers
people roles:
- co-ordinators
-team workers
-resource investigators
Cerebral roles:
-plant
-monitor - evaluator
-specialist
101
Negotiation is ?
Discussion between two or more parties aimed at reaching an agreement.
102
Negotiation: the purpose for undertaking a negotiation is that we ideally want to reach a conclusion that ?
Satisfies at least one of the issues that initiated the discussion between the two parties
103
Negotiation: in a project there are likely to be times where a negotiation will be necessary as there are usually many situations where ?
Agreement or deals need to be made
This could be anything from negotiating with a function to release an expert resource for use in your project to formalising large contract with a supplier to provide goods and services.
104
Negotiation: the five stages of a negotiation process
Planning
Discussing
Proposal
Bargaining
Agree and implement
105
Negotiation: planning
We need a clear understanding of our needs and requirements as well as considering the needs of the other party.
The more we understand about the other part involved in the negotiation the better as any cultural, business and social differences and even similarities between us can be identified and prepared for.
MoScoW Can be tied into negotiation as we will need to understand what elements of our requirements we are prepared to sacrifice as-well as which elements that if we cannot satisfy would mean we would have to walk away from
Negotiation.
We would also need to understand our own roles and responsibilities with a negotiation , who will be doing what in the discussion and what will the escalation process be and who will escalate to should things in the negotiation not be going as planned.
106
Negotiation: discussing
Discussing is where the parties involved in the discussion will begin to interact with one another to understand any differences between the parties that we have identified in the planning stage.
The initial discussions is important for ‘setting the scene’ to make sure there is a clear understanding of the aim of the negotiation and that any misunderstanding should or differences are addressed early on.
107
Negotiation: proposal
At some point there will be an initial proposal made and both parties are likely to need to elaborate on and justify the needs.
The proposal can be a useful way for the parties involved in the negotiation to showcase to the other what their ideal resolution is and why they feel it is important to reach that outcome.
108
Negotiation: Bargaining
The core of a negotiation is that there would be offers and counter offers made and element of give and take will be involved.
The aim of bargaining is to try and move the discussion towards a solution that all parties are satisfied with and this may mean that both parties are likely going to have to sacrifice to try and meet the needs of the other party.
This is why we need to have clearly understood our requirements prior to entering into our negotiation as we will know which of our needs we absolutely must have met by the end of the discussions whilst also being aware which of our needs can be sacrificed to try and accommodate the other parties.
109
Negotiation: agree and implement
Once we have rescued a conclusion, we need to ensure that we have recorded agreement of the outcome, we will then need to communicate this to the relevant parties and to update any affected plans or documentation to reflect the outcomes of the negotiation.
Beside simply implementing the agreements readied we will also need to monitor that the agreement continues to be fulfilled moving forwards and that the processes used for implementing and monitoring the agreement are documented.
Most negotiations will result in a formal contract being signed between the parties involved and following up the negotiation after it has been completed will help to ensure that the terms of the contract are being met by all parties and will
Help to reduce the changes of conflict in the future.
110
Negotiation: Win-Win -
Ensures that both party will come out of the negotiation with positive outcomes.
This is why preparation is so important before entering into discussions. The more we learn about the other parties involved in the negotiation the more we can establish approaches that will facilitate a win-win outcome.
Agreeing on simple matters such as time , date and location whether we want to me face to face or virtually can help to build trust between the parties which we can develop further throughout the negotiation itself
111
Negotiation: BATNA stands for ?
Best alternative to a negotiated agreement
112
Negotiation: BATNA
is something we need to understand as part of the planning step of the negotiation process.
BATNA is a ‘walk away’ point.
As part of planning it important to establish our own BATNA prior to the discussion, but even more valuable will be to try and understand the other partys BATNA.
113
Negotiation: Zopa stands for ?
The zone of potential agreement
114
Negotiation: ZOPA
The zone of potential agreement is the space between both our BATNA and the other party’s.
Either as part of our planning or during the negotiation itself, we are likely to become aware of the BATNA of the other party allowing us to identify the ZOPA. If we can conduct the negotiation so that if it falls within the ZOPA, then we are more effectively working towards a conclusion that will satisfy both parties.
Understanding the ZOPA means we are more aware of the outer limits of the negotiation allowing us to work more collaboratively with the other parties which will help to continue to build trust and increase the chances of that desired win win conclusion to the negotiation.
115
Conflict management: conflict can arise when ?
There are differing opinions or opposing interest between stakeholders that matter to the people involved and are easily not easily reconciled.
Conflict can be a positive thing it can allow
Is to see a different perspective for ideas to be challenged and to grow and for a team to build relationship and develop.
116
Managing conflict -
Managing conflict means that we have acknowledged that there is conflict and that we put effort into minimising the effect the conflict will have on the project.
In order to do this though it tends to be mean that one or more of the parties involved in the conflict are likely to lose something in order for us to prevent the conflict from being an ongoing problem.
117
Resolving conflict :
Resolving the conflict is to try and approach the conflict with a slightly different perspective, that there might be an opportunity to add value because of the conflict, rather than to see it as something entirely negative.
Resolving the conflict is more interested in reaching a win-win outcome and about finding a solution to the conflict that facilitates that
118
General causes of conflict:
- disagreement over a task , objective , decision or action
- conflicting values or beliefs
- unspoken assumptions
-emotions
- ego
- sense of uncertainty
- miscommunication
119
Conflict within a project:
- user requirements conflict with another requirement
- different opinions on the priority of the identified requirements
- project progress is not going as expected
- risk appetite differs between stakeholders
- risk materialising
- quality standards are unclear
- budget and time constraints
- scope creep
- final product does not meet the user requirements
- benefits not reined one the product is interpreted into operations
120
Responding to conflict: Thomas kilmann is an approach that we can use when considering which approach to take when trying to identify the best response to conflict. It considers two dimensions:
- ‘Assertiveness’ or the desire to achieve our own objectives and
- ‘cooperativeness’ the desire to achieve the others objectives
The five responses on the model are then a mi of the above, depending on how assertive we want to be, or how cooperative we want to be to resolve the conflict
121
The Thomas Kilmann model: stages
Competing or ‘we win, they lose’
Accommodating or ‘we lose, they win’
Avoid or ‘lose,lose’
Compromise or ‘partial win, partial loss for all parties involved’
Collaboration or ‘win, win’
122
The Thomas Kilmann model: competing or ‘we win, they lose’
This approach is highly assertive, with no cooperation. Effectively we wish to get our own way and pursue our concerns at the expense of others
This may be required when we are defending positions we believe to be correct and standing up for our rights. We have to be aware that this may ‘win the battle but loose the war’ in the long term as we are not willing to acquiesce to the other party’s needs or point of view.
123
The Thomas Kilmann model: accommodating or ‘we loose, they win’
Very cooperative but very little assertiveness.
Usually requires and element of self- sacrifice as we will go along with proposals at the expense of our own needs. This could be simply that we allow ourselves to be open to different perspectives and are willing to yield
Our position to allow this, or even that we loose the battle to win the war in the long term
124
The Thomas Kilmann model: Avoid or ‘lose,lose’
This approach effectively means we engage in discussion but don’t address
the source of conflict. It may be because we wish to withdraw from a threatening situation or that neither party has the information or will to resolve the conflict
Right now.
This is typically only a temporary approach as the source of the conflict has not been dealt with.
125
The Thomas Kilmann model: compromise or ‘partial win, partial loss for all parties involved’
Often Considered an acceptable resolution to a conflict, though is not necessarily the best, as whilst both parties win to some degree, both parties have had to sacrifice something to move forward. It could be done so that concessions are exchanged in order to reach a deal or contract, though it is very much a middle ground between the parties involved.
126
The Thomas Kilmann model: collaboration or ‘win, win’
Highly assertive but also highly cooperative. Both parties understand the source of the conflict be rather than trying to compete or accommodate, they agree to work together to overcome the problem. This is often the best approach to preserve relationships and find a creative solution to the problem that involves working with the party rather than against them.
There is no ‘right way’ to responding to conflict, it entirely depends on the situation, the context and how much time, money and effort it will require to address VS the impact the conflict has on the project and the people working around and within it
