TEAMS AND TEAMWORKProject Management and Leadership – 2015

Our PROGRAMME:

1. INTRODUCTION TO PROJECT MANAGEMENT

2. STARTING A PROJECT

3. WORK MOTIVATION

4. COMMUNICATION

5: TEAMS AND TEAMWORK

6: LEADERSHIP

7: SCHEDULING AND TIME MANAGEMENT

8: MONEY AND CONTRACTS

9: QUALITY AND PERFORMANCE IN PROJECTS

10: RISKS AND CRISES

11: PROJECT EXECUTION AND CLOSURE

12: THINKING IN A PROJECT

February 6, 2015

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Ranking of MANAGEMENT SKILLS by CEOs

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RANK KEY LEARNING AREA FREQ. %

1 Oral and written communication skills 25 13,7

1 Interpersonal skills 25 13,7

3 Financial/managerial accounting skills 22 12,1

4 Ability to think, be analytical, and make decisions 20 11,0

5 Strategic planning and goal setting 13 7,1

6 Motivation and commitment to the firm—giving 110 percent 12 6,6

7 Understanding of economics 11 6,0

8 Management information systems and computer applications 9 4,9

8 Thorough knowledge of your business, culture, overall environment 9 4,9

8 Marketing concept (the customer is king) and skills 9 4,9

11 Integrity 7 3,8

11 Knowledge of yourself: setting career objectives 7 3,8

13 Leadership skills 6 3,3

13 Understanding of the functional areas of the business 6 3,3

15 Time management: setting priorities—work smart, not hard 1 0,5

GROUP members

1. Define themselves as members

2. Are defined by others as members

3. Identify with one another

4. Engage in frequent interaction

5. Participate in a system of interlocking roles

6. Share common norms

7. Pursue shared, interdependent goals

8. Feel that their membership in the group is rewarding

9. Have a collective perception of unity

10. Stick together in any confrontation with other groups

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(mod. WAGNER & HOLLENBECK 2010, p.170)

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

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TEAMS ARE A SUBSET OF GROUPS

11. The members are HIGHLY INTERDEPENDENT

12. Teams are FORMED USING WORK FLOW GROUPING

13. The members are NOT INTERCHANGEABLE

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(mod. WAGNER & HOLLENBECK 2010, p.179)

A TEAM. A group of people holding themselves collectivelyaccountable for using complementary skills to achieve a commonpurpose.

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(UHL-BIEN et al. 2014, p.142)

TYPES OF TEAMS

WORK TEAMS: teams that do the daily work of an organization

PROBLEM-SOLVING: temporary, established to tackle specific problems

MANAGEMENT: managers from different areas coordinating work teams

PRODUCT DEVELOPMENT: combinations of work teams and problem-solving teams that create new designs for products or services

VIRTUAL TEAMS: teams that work together from remote locations using IT

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(mod. GRIFFIN and MOORHEAD 2014, p.272)

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TEAMWORK occurs when team members live up to their collectiveaccountability for goal accomplishment.

(UHL-BIEN et al. 2014, p.142)

PRINCIPLES OF EFFECTIVE TEAMWORK

1. FEEDBACK to and from one another

2. WILLINGNESS to back fellow members up

3. FEELING AS A GROUP whose success depends on interaction

4. FOSTERING within-team INTERDEPENDENCE

5. TEAM LEADERSHIP affects performance of the team.

(MCINTYRE & SALAS 1995 in MUCHINSKY 2006, p.291)

HIGHLIGHTS:

1. PEOPLE SKILLS ARE CRITICAL: WORK ON THEM

2. GROUPS AND TEAMS POSSESS COHESIVENESS

3. TEAMS ARE SMALL, COMPLEMENTARY, INTERDEPENDANT GROUPS

WORK MOTIVATION THEORIES

NEED-BASED: the extent to which employees satisfy important needsin the workplace (Need for achievement)

COGNITIVE PROCESS: the decisions and choices that employees makewhen they allocate their efforts (Equity, Goal-setting)

THE BEHAVIORAL APPROACH: emphasizes applying principles oflearning to the work environment (Reinforcement)

JOB-BASED: emphasizes the content of jobs (Job Characteristics)

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(mod. JEX 2008, p.235)

EQUITY THEORY

Employees seek to achieve a balance between Inputs and Outcomes

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ORGANIZATIONAL JUSTICE

PERCEPTIONS of people in an organization REGARDING FAIRNESS.

Consists of

DISTRIBUTIVE justice – equality of outcomes

PROCEDURAL – fairness of procedures

INTERACTIONAL – respect and dignity

INFORMATIONAL – availability of information to do the job

RULES OF LEVENTHAL (1980)

Procedures and policies in an organization should be

ACCURATE

BASED ON prevailing ETHICS

CONSISTENTLY APPLIED TO EVERYONE

CORRECTABLE

FREE FROM BIAS

REPRESENTATIVE of all concerns

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JUSTICE – TRUST – WORK

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TRUSTJUSTICE

TASK FOCUS

RELATIONSHIP FOCUS

time

(mod. WAGNER & HOLLENBECK 2010, p.165)

SIZE DOES MATTER

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(mod. WAGNER & HOLLENBECK 2010, p.183-184)

SMALLER TEAM SIZE

fewer social distractions

decreasedproduction

blocking

INCREASEDTEAM

PRODUCTIVITY

fewergroup-maintenance

activities

less social loafing

fewer coordination requirements

less behavioral masking

fewer physical constraints

less diffusion of responsibility

CULTURE: ALL or NOTHING

EFFECTIVE—highly homogeneous or heterogeneous teamsSTRUGGLING—teams with moderate levels of heterogeneity

1. All come from different cultures: no culture dominates, the membersconstruct a unique hybrid culture (+)

2. All come from the same culture except one – the hybrid culture closelyresembles the shared culture, and the lone member from a differentculture adapts (+)

3. One subset of group members share a dominant culture and theothers do not share this culture, a struggle will ensue, and the teamoften fails to arrive at a hybrid culture (-)

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(mod. WAGNER & HOLLENBECK 2010, p.186)

HIGHLIGHTS:

4. TRUST INCREASES TEAM EFFECTIVENESS

5. THE SMALLER THE TEAM, THE BETTER IT CAN PERFORM (3-6>7-9)

6. HIGHLY HOMOGENEOUS OR HETEROGENEOUS TEAMS ARE EFFECTIVE

HUMAN RESOURCE MANAGEMENT processes

1. DEVELOP HR Plan: identify, document project roles, responsibilities,required skills, reporting relationships; create a staffing management plan

2. ACQUIRE project team: confirm human resource availability and obtainthe team necessary to complete project assignments

3. DEVELOP project team: improve the competencies, team interaction,and the overall team environment to enhance project performance

4. MANAGE project team: track team member performance, providefeedback, resolve issues, manage changes to optimize performance

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HOW TO DEVELOP THE HR PLAN

1. STUDY and USE Organizational Theory

2. USE organization charts and position descriptions

3. NETWORK

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Organization charts and Position descriptions

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Activities

Names

R

I

R

C

R – responsible

A – accountable

C – consult

I – inform

ORGANIZATIONAL THEORY

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Output: HUMAN RESOURCE PLAN

HRP—a part of PM plan—provides guidance on how project HRshould be defined, staffed, managed, controlled, and eventuallyreleased.

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CONTENTS of HR Plan

• Roles and responsibilitiesRoleAuthority – the right to apply resources, make decisions, and sign approvalsResponsibility – the work expected to be performedCompetency – the skill and capacity required to complete activities

• Project organization charts

• Staffing management plan (when and how HR requirements will be met).Staff acquisition – where HR comes from? Location(s)? Costs?Resource calendarsStaff release plan (NB: smooth transitions!)Training needs, Recognition and rewards, Compliance, Safety

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An example of a RESOURCE HISTOGRAM

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HOW TO ACQUIRE

1. Pre-Assignment

2. Negotiation

3. Acquisition

4. Virtual Teams

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Outputs of ACQUIRE

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• Project staff assignments

• Resource calendars

• PM plan updates

The documentation can include a project team directory, memos to teammembers, and names inserted into other parts of the project managementplan, such as project organization charts and schedules

Resource calendars document the time periods that each project teammember can work on the project (NB: schedule conflicts, vacation time,commitments to other projects, etc.)

• Interpersonal skills

• Training

• Team-building activities

• Ground rules

• Co-location

• Recognition and rewards

6.2.2015

HOW TO DEVELOP TEAMS

Interpersonal skills

Training

Team-building activities

GROUND RULES

Co-location

Recognition and rewards

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STAGES OF TEAM DEVELOPMENT

FORMING: the team meets and learns about the project, roles andresponsibilities. Team members tend to be independent

STORMING: the team begins to address the project work, technicaldecisions, and the PM approach. The environment can becomedestructive.

NORMING: team members begin to work together and adjust workhabits and behaviors that support the team. The team begins to trusteach other

PERFORMING: members are interdependent and work smoothly

ADJOURNING – the team completes the work and moves on

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HOW TO MANAGE HR

Observation and conversation

Project performance appraisals

Conflict Management

Issue log

Interpersonal skillsLeadership

Influencing

Effective decision making

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HIGHLIGHTS FROM HRM

7. OFTEN YOU WILL NOT ACQUIRE, BUT WORK WITH PRESENT TEAMS

8. ESTABLISH GROUND RULES AT THE START

9. YOUR TEAM CAN BREAK BEFORE PERFORMING

ON THE DARK SIDE: SOCIAL LOAFING

Is identified in groups or teams in which certain individuals withholdeffort or contributions to the collective outcome.

FREE RIDING.

THE “SUCKER” EFFECT. Rather than be a “sucker” who contributesmore than others, people reduce their effort to match the low levelthey expect from others.

FELT DISPENSABILITY.

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ON THE DARK SIDE: GROUPTHINK

Illusion of invulnerability > excessive optimism > risks

A collective effort to rationalize > to discount warnings of failure

Unquestioned belief in the group’s inherent morality

Stereotyped views of a weak or ignorant adversary

Pressure on members going against group stereotypes

Self-censorship of members who go along to get along

A shared sense of unanimity

Self-appointed members who protect the group from adverse information that might shatter their shared complacency about the effectiveness and morality of their decision.

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(JANIS 1972 in STRENTZ 2012, p.249-250)

REMEDIES for GROUPTHINK

1. Each member must respect the others’ competence

2. Rank must be ignored

3. The group’s priority – a critical appraisal to achieve a solid solutionnot group cohesion to achieve unanimity

4. A minority view should accompany the final decision

5. A good leader must be mature and secure enough to suspect notreward unanimity

6. Loyal group members rock the boat.

ON THE DARK SIDE: CONFLICTS

CONFLICTS ARE A WAY OF LIFE IN A PROJECT STRUCTURE and cangenerally occur at any level in the organization, usually as a result ofconflicting objectives.

The project manager is often described as A CONFLICT MANAGER

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(mod. KERZNER 2009, p.295-296)

Common TYPES OF CONFLICTS involve

Administrative procedures

Costs

Equipment and facilities

Manpower resources

Personality clashes (damaging)

Priorities

Responsibilities

Scheduling (frequent)

Technical opinions and trade-offs (can be beneficial)

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(mod. KERZNER 2009, p.297-298)

COMMON APPROACHES TO CONFLICT

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• WITHDRAWING/AVOIDING. Retreat from an actual or potential conflict situation

• SMOOTHING/ACCOMMODATING. Emphasize areas of agreement

• COMPROMISING. Search for solutions that bring some satisfaction to all parties

• FORCING. Push your viewpoint at the expense of others (only win-lose)

• COLLABORATING. Incorporate multiple viewpoints from differing perspectives

• CONFRONTING/PROBLEM SOLVING. Treat conflict as a problem to be solved by

examining alternatives (requires a give-and-take attitude and open dialogue)

CONFLICT MANAGEMENT

Value the process as much as the outcome

Accept that her truth is her reality

Rapport matters

Be present and available

Find common ground for more success

Be aware that this isn’t the participant’s best moment

Silence is golden

Be curious

Fear rules the world

Look to the future

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HIGHLIGHTS FROM THE DARK SIDE:

10. FREE RIDING HAPPENS OFTEN IN GROUPS, IF NOT PREVENTED

11. GROUPTHINK—THE UGLY COUSIN OF COHESION—IS DANGEROUS

12. CONFLICTS WILL HAPPEN: ENJOY, MANAGE AND LEARN!