1/9/2013. Team Development cont d. Another model. Reward and Recognition Systems. Responsiveness

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1 Another model People Task Responsiveness Analytical Amiable Driver Expressive Reward and Recognition Systems Team-based reward and recognition systems can promote teamwork Focus on rewarding teams for achieving specific goals Allow time for team members to mentor and help each other to meet project goals and develop human resources Ask Assertiveness Tell Team Development cont d Reward and Recognition Systems cont d Recognize individual performance? letters of commendation public recognition for outstanding work desirable job assignments increased personal flexibility Keys to Managing People Psychologists and management theorists have devoted much research and thought to the field of managing people at work. Important areas related to project management include (1)Motivation, (2)Influence and power, and (3) Effectiveness 10

2 Motivation Intrinsic motivation causes people to participate in an activity for their own enjoyment eg. read, gardening Extrinsic motivation causes people to do something for a reward or to avoid a penalty eg. homework Motivation Theorists Maslow s hierarch of needs Herzberg s motivation-hygiene McClelland s acquired-needs McGregor s X and Y Maslow s Hierarchy of Needs (1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that people s behaviors are guided by a sequence of needs Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny Maslow s Hierarchy of Needs Hertzberg s Motivation-Hygiene Theory In the late 1960s Frederick Herzberg wrote about worker motivation. He distinguished between motivation factors and hygiene factors. motivation factors Help motivate workers directly eg. achievement, recognition, work, responsibility hygiene factors cause dissatisfaction if absent but do not motivate, eg. Money, working conditions, 11

3 McClelland s Acquired-Needs Theory (1961) David McClelland proposed an individual s specific needs are acquired or learned over time and shaped by life experiences. Categories: achievement affiliation power (Robbins et al, 1998, p221) McGregor s Theory X and Theory Y In the 1960 s Douglas McGregor popularized the human relations approach Theory X: workers dislike and avoid work Theory Y: work is as natural as play or rest Theory Z: emphasizing trust, quality, collective decision making, and cultural values Thamhain and Wilemon s influence bases (1970 s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers 1. authority 2. assignment 3. budget 4. promotion 5. money 6. penalty 7. work challenge 8. expertise 9. friendship Steven Covey s 7 habits Ca be applied to improve effectiveness on projects 1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win/win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw 12

4 Covey s Habit 5: Seek first to understand, then to be understood Managing Project Teams Project managers must lead their teams in performing various project activities After assessing team performance and related information, the project manager must decide: if changes should be requested to the project if corrective or preventive actions should be recommended if updates are needed to the project management plan or organizational process assets Tools and techniques available to assist in managing project teams include: observation and conversation project performance appraisals conflict management issue logs Develop your team 13

5 Develop your team Know the conditions favorable for development of high performing teams Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow time for teams to go through the basic team-building stages Limit the size of work teams to five to twelve members Plan some social activities to help project team members and other stakeholders Stress team identity Nurture team members and encourage them to help each other Take additional actions to work with virtual team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report only to the project manager Functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other Meetings? A brief diversion into Management and Meetings 14

6 To help protect your privacy, PowerPoint prevented this external picture from being automatically downloaded. To download and display this picture, click Options in the Message Bar, and then click Enable external content. Conducting Project Meetings Don t waste my time Managing Subsequent Meetings Establishing Ground Rules Relationship Decisions Conducting Project Meetings Planning Decisions Managing Change Decisions Tracking Decisions Recruiting Project Members Time Date Place Who must be there Meeting goals Agenda Expected outcome Preparation required Factors affecting recruiting importance of the project management structure used to complete the project How to recruit? ask for volunteers Who to recruit? problem-solving ability availability technological expertise credibility political connections ambition, initiative, and energy 15

7 Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of project team name Team rituals Figure Creating a High-Performance Project Team (Gray & Larson, 2006, p348) Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up Figure 11.4 Requirements for an Effective Project Vision (Gray & Larson, 2006, p357) Rejuvenating the Project Team Rejuvenating the Project Team Informal Techniques institute new rituals take an off-site break as a team from the project view an inspiration message or movie have the project sponsor give a pep talk Formal Techniques team building session facilitated by an outsider to clarify ownership issues affecting performance engage in an outside activity that provides an intense common experience to promote social development of the team 16

8 Challenges of Managing Virtual Teams Challenges of Managing Virtual Teams Developing trust exchange of social information set clear roles for each team member Challenges of Managing Virtual Teams Developing effective patterns of communication include face-to-face if at all possible keep team members informed on how the overall project is going don t let team members vanish establish a code of conduct to avoid delays establish clear norms and protocols for surfacing assumptions and conflicts Figure Hour Global Clock (Gray & Larson, 2006, p369) Managing Conflict in the Project Team Project Team Conflict 17

9 Managing Conflict in the Project Team Managing Conflict in the Project Team Encouraging Functional Conflict encourage dissent by asking tough questions bring in people with different points of view designate someone to be a devil s advocate ask the team to consider an alternative Encouraging Functional Conflict encourage dissent by asking tough questions bring in people with different points of view designate someone to be a devil s advocate ask the team to consider an alternative Managing Dysfunctional Conflict mediate the conflict arbitrate the conflict control the conflict accept the conflict eliminate the conflict Project Team Pitfalls Figure 11.5 Conflict Intensity over the Project Life Cycle (Gray & Larson, 2006, p363) Project Team Pitfalls Review Groupthink Going Native Bureaucratic Bypass Syndrome Team Spirit Becomes Team Infatuation 1. Effective teams have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation. 2. Traditional research suggests teams develop in 5-stage process; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points. 3. Team development can be facilitated through training, personality indicators, social styles profiles, and reward systems. 4. PM s can utilize people handling strategies from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey 5. Other areas of importance include; recruitment, maintenance, and conflict management of project teams. 18

10 References Horodyski, K. (1995). Managing and developing teams. Footscray, Vic.: Open Training Services. Greenberg, J. & Baron, R. (1993). Behavior in organizations (4 th ed.). Syd., NSW: Allyn and Bacon. Robbins, S., et al. (1998). Organisational behaviour (2nd ed.). Sydney: Prentice-Hall BetterProjects.net Title page pic care of atomicshed & Flickr keylosa chrisjfry e-chan massdistraction psd jisc_infonet kimncris monkeyc.net Malingering Cayusa kk+ Woodley Wonder works nattu. SantiMB. SSCusp Gaetan Lee prawnpie Rhett Redelings meggerss laffy4k judge_mental atomicshed Inky Bob obo-bobolina lyk3_0n3_tym3 *mangu* wanders by mistake... ittybittiesforyou Dunechaser jsgraphicdesign prawnpie gnackgna ckgnack lhuiz yuan2003 brycej 19