1. Project Management skills Production Process

2. Recap on last week Who should write the plan? Control – Time – Gantt charts – Cost – cumulative expenditure charts, expected value – Environmental constraints Project failure

3. Lecture Content Leadership Teams Meetings Delegation Theories of Motivation Stress management

4. Leadership Task oriented – concerned with performance (The end justifies the means) People oriented – concerned with feelings of project team members Reward oriented – concerned with rewards directly related to accomplishment – Balance between all 3 determines ultimate success.

5. Question: Do men and women have different management styles?

6. What is a team? A group of people with a common purpose and complementary skills.

7. The team purpose 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 co- ordinate to solve problems, dynamically distribute resources and collaborate to achieve collective goals.

8. CHARACTERISTICS OF EFFECTIVE TEAMS CLEAR DIRECTION. CLEAR RESPONSIBILITIES. KNOWLEDGEABLE MEMBERS. REASONABLE OPERATING PROCEDURES. INTERPERSONAL RELATIONSHIPS. SHARING SUCCESS AND FAILURES. EXTERNAL RELATIONSHIPS.

9. Lifecycle of teams

10. Creating an effective team 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.

11. 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 self- knowledge and adjust according to the demands being made by the external situation.

12. Belbin team roles 1 BELBIN Team-Role Type ContributionsAllowable Weaknesses PLANTCreative, imaginative, unorthodox. Solves difficult problems. Ignores incidentals. Too pre-occupied to communicate effectively. CO-ORDINATORMature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well. Can often be seen as manipulative. Off loads personal work. MONITOR EVALUATORSober, strategic and discerning. Sees all options. Judges accurately. Lacks drive and ability to inspire others.

13. Belbin team roles 2 BELBIN Team-Role TypeContributionsAllowable Weaknesses IMPLEMENTER Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Somewhat inflexible. Slow to respond to new possibilities. COMPLETER FINISHER Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. Inclined to worry unduly. Reluctant to delegate. RESOURCE INVESTIGATOR Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts. Over - optimistic. Loses interest once initial enthusiasm has passed.

14. Belbin team roles 3 BELBIN Team-Role TypeContributionsAllowable Weaknesses SHAPERChallenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles. Prone to provocation. Offends people's feelings. TEAMWORKERCo-operative, mild, perceptive and diplomatic. Listens, builds, averts friction. Indecisive in crunch situations SPECIALISTSingle-minded, self- starting, dedicated. Provides knowledge and skills in rare supply. Contributes only on a narrow front. Dwells on technicalities

15. Meetings 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!

16. Objectives of meetings – Issuing instructions – Arbitrating or advising – Decision making – Creative ideas – Imparting information

17. Effective meetings 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

18. Decision making strategies Optimising – choose the best possible solution after considering – 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

19. Delegation Delegation = authority to act given to subordinate Can only delegate authority you have! When to delegate

20. Overcoming poor delegation 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

21. What is motivation? Getting a person to do something because they want to! How do you persuade someone that they want to do something?

22. 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.

23. Types of motivation 2 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

24. Maslow’s Hierarchy of Needs Physiological needs Security needs Social needs Esteem Self-actualisation

25. Herzberg’s motivation-hygiene theory Satisfiers & dissatisfiers Intrinsic factors = job satisfaction Extrinsic factors = dissatisfaction What do people want from their job? Hygiene factorsMotivation Factors StatusAchievement Interpersonal RelationshipsRecognition Supervisory policiesResponsibility Working ConditionsChallenge Salary

26. Vroom’s Expectancy theory 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: 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. “

27. 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.

28. How to motivate 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

29. Avoiding stress I. An invisible disease that eventually has physical ramifications Can be positive as well as negative Imbalance between demands & capabilities

30. Avoiding stress II. Organisational stress – High staff turnover – Poor relations – Inefficiency – Absenteeism, lateness Possible causes – Task demand – Roles Conflict Ambiguity Overload – Interpersonal – Structural – Poor leadership