Project Management skills
Production Process
Recap on last week
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Who should write the plan?
Control
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Time – Gantt charts
Cost – cumulative expenditure charts, expected
value
Environmental constraints
Project failure
Lecture Content
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Leadership
Teams
Meetings
Delegation
Theories of Motivation
Stress management
Leadership
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Task oriented
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People oriented
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concerned with performance (The end justifies the means)
concerned with feelings of project team members
Reward oriented
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concerned with rewards directly related to accomplishment
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Balance between all 3 determines ultimate success.
Question:
Do men and women have different
management styles?
What is a team?
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A group of people with a common purpose
and complementary skills.
The team purpose
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In both real and artificial societies, effective
organisations are highly dependant on
structures that foster the effective formation
of teams to accomplish complex tasks.
In many situations team members must coordinate to solve problems, dynamically
distribute resources and collaborate to
achieve collective goals.
CHARACTERISTICS OF EFFECTIVE
TEAMS
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CLEAR DIRECTION.
CLEAR RESPONSIBILITIES.
KNOWLEDGEABLE MEMBERS.
REASONABLE OPERATING
PROCEDURES.
INTERPERSONAL RELATIONSHIPS.
SHARING SUCCESS AND FAILURES.
EXTERNAL RELATIONSHIPS.
Lifecycle of teams
Creating an effective team
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Team formation is at the core of effective
teams.
Professional organisations take this very
seriously and invest heavily in developing the
effective team
Teams consist of individuals with
complimentary, aptitudes, temperaments,
skills and experience.
What is a team role?
“A tendency to behave, contribute and interrelate
with others in a particular way.“
Dr Meredith Belbin
 A pattern of behaviour that characterises one
person’s behaviour in relationship to another in
facilitating the progress of a team.
 Enabling an individual or team to benefit from selfknowledge and adjust according to the demands
being made by the external situation.
Belbin team roles 1
BELBIN Team-Role
Type
Contributions
Allowable Weaknesses
PLANT
Creative, imaginative,
unorthodox. Solves
difficult problems.
Ignores incidentals. Too
pre-occupied to
communicate effectively.
CO-ORDINATOR
Mature, confident, a
Can often be seen as
good chairperson.
manipulative. Off loads
Clarifies goals, promotes personal work.
decision-making,
delegates well.
MONITOR EVALUATOR Sober, strategic and
discerning. Sees all
options. Judges
accurately.
Lacks drive and ability to
inspire others.
Belbin team roles 2
BELBIN Team-Role Type
Contributions
Allowable Weaknesses
IMPLEMENTER
Disciplined, reliable,
conservative and
efficient. Turns ideas
into practical actions.
Somewhat inflexible.
Slow to respond to new
possibilities.
COMPLETER
FINISHER
Painstaking,
Inclined to worry
conscientious, anxious. unduly. Reluctant to
Searches out errors
delegate.
and omissions.
Delivers on time.
RESOURCE
INVESTIGATOR
Extrovert, enthusiastic,
communicative.
Explores opportunities.
Develops contacts.
Over - optimistic.
Loses interest once
initial enthusiasm has
passed.
Belbin team roles 3
BELBIN Team-Role Type
Contributions
Allowable Weaknesses
SHAPER
Challenging, dynamic, Prone to provocation.
thrives on pressure.
Offends people's
The drive and courage feelings.
to overcome obstacles.
TEAMWORKER
Co-operative, mild,
perceptive and
diplomatic. Listens,
builds, averts friction.
Indecisive in crunch
situations
SPECIALIST
Single-minded, selfstarting, dedicated.
Provides knowledge
and skills in rare
supply.
Contributes only on a
narrow front. Dwells on
technicalities
Meetings
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Do you need a meeting? Cost/time
Clearly defined purpose/agenda
Identify time per item.
Give agenda in advance to ensure all are
prepared.
If a problem can be solved without a
meeting, avoid holding one!
Objectives of meetings
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Issuing instructions
Arbitrating or advising
Decision making
Creative ideas
Imparting information
Effective meetings
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Common aim/objective necessary
Read all literature before the meeting
Start/finish on time
Keep to agenda
Keep an eye on who attends & their
contribution
Decision making strategies
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Optimising – choose the best possible solution after
considering
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Importance of the problem
Time available for solving it
Cost involved with alternative solutions
Availability of resources
Personal psychology/values
Satisficing – taking the first acceptable option, an option that is
“good enough”
Maximax –An optimistic decision making criteria. The
alternative with the highest possible return.
Maximin –A pessimistic decision making criterion. This
alternative maximizes the minimum outcome. It is the best of
the worst possible outcomes.
http://www.cs.usask.ca/resources/tutorials/csconcepts/1999_6/
Tutorial/index.html
Delegation
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Delegation = authority to act given to
subordinate
Can only delegate authority you have!
When to delegate
Overcoming poor delegation
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Clearly define task
Choose subordinate according to task
COMMUNICATE!!!
Control – you can NOT relinquish responsibility
Reward for performance
Clearly delineate your expectations
Provide adequate support
Avoid upward delegation
What is motivation?
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Getting a person to do something because
they want to!
How do you persuade someone that they
want to do something?
Types of motivation 1
A branch of Behavioural Science
 Achievement motivation - seeks achievement,
attainment of realistic but challenging goals, and
advancement in the job. There is a strong need for
feedback as to achievement and progress, and a
need for a sense of accomplishment.
 Affiliation motivation - a need for friendly
relationships and is motivated towards interaction
with other people. A need to be liked and held in
popular regard. These people are team players.
 Competence motivation – perceptions of
competence influence individuals’ motivation to
engage in particular behaviors. a curiosity and
desire to learn and become competent.
Types of motivation 2
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Power motivation - a need to be influential, effective
and to make an impact. There is a strong need to
lead and for their ideas to prevail. There is also
motivation and need towards increasing personal
status and prestige.
Attitude motivation - how people think and feel. "It
is their self-confidence, their belief in themselves,
their attitude to life - be it positive or negative. It is
how they feel about the future and how they react to
the past."
Incentive motivation - the way goals influence
behavior
Fear motivation – Failure to perform or achieve will
result in negative reward
Maslow’s Hierarchy of Needs
Self-actualisation
Esteem
Social needs
Security needs
Physiological needs
Herzberg’s motivation-hygiene theory
Satisfiers & dissatisfiers
 Intrinsic factors = job satisfaction
 Extrinsic factors = dissatisfaction
 What do people want from their job?
Hygiene factors
Motivation Factors
Status
Achievement
Interpersonal Relationships
Recognition
Supervisory policies
Responsibility
Working Conditions
Challenge
Salary
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Vroom’s Expectancy theory
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Vroom’s expectancy theory argues that motivation
is based in values and beliefs of individuals, or
how a person feels effort, performance and
outcomes. He developed an equation to “calculate”
motivation using three factors:
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1.Expectancy – the probability that effort will be
followed by personal accomplishment. If I buy a
ticket will I win?”
2.Instrumentality – the probability that performance
will lead to outcomes
3.Valence –How important a thing is to a person. “
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Vroom II
 Vroom
argues that a manager can
use the equation M = E * I * V to
predict whether a particular reward
will motivate an individual.
 While the basis of Vroom’s
expectancy theory is very good,
the equation seems a little
awkward today.
How to motivate
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Build a rapport with staff
Think positively
Recognise people differences
Be realistic when setting goals
Take care with ‘punishment’
Job enrichment
Use non-financial rewards
Avoiding stress I.
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An invisible disease that eventually has
physical ramifications
Can be positive as well as negative
Imbalance between demands & capabilities
Avoiding stress II.
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Organisational stress
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High staff turnover
Poor relations
Inefficiency
Absenteeism, lateness
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Possible causes
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Task demand
Roles
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Conflict
Ambiguity
Overload
Interpersonal
Structural
Poor leadership