Dr. Kazi Abdur Rouf Instructor Settlement Services Worker Certificate

1. Team Management, the project team, stages of team development, situational approach to leadership SESW 108: Program Development and Management Dr. KaziAbdurRouf Instructor Settlement Services Worker Certificate Social Service Worker Part-Time Diploma Program School of Social and Community Services Humber College Institute of Technology and Advanced Learning Building C, Lakeshore Campus, Toronto Tuesday, October 23, 2012 6:30 - 9:30 PM (8th class lesion)

2. Team Management The project team, stages of team development, Situational approach to leadership Situational Factors affecting Team Development Project Team Structure Benefits of Team work Motivation Performance of the project Conflict and Conflict control

3. The Project Team Effective team members have some characteristics in common. They must be technically competent-problem solving fir the project Senior members of the project team must be politically sensitive- Project champion can use in critical situation Team members need a strong problem orientation- specific academic and or technical training Team members need a strong goal orientation Project workers need high self-esteem Project members who hide mistakes and failure are disasters waiting to happen. Team members must be sufficient self-confident that they can immediately acknowledge their own errors and point out problems caused by the errors of others. Never let the boss be surprised.

4. The five stages of Team Development Model Project Activity Group Testing Stage 1: Forming Orientation to project Testing and dependence Stage-2: Storming Emotional response to Intragroup conflict the demand of the project Stage-3: Norming: Open exchange of relevant Development of group information cohesion Stage-4: Performing: Emergence of a solution Functional roles emerge Stage-5: Adjourning Dissolution of the group Source: Larsen. Erik. W. and Gray, Clifford F. (2011). Project Management. The managerial process. McGraw Hill Irwin.

5. Situational Approaches to Leadership It is about to identify traits or behaviors that effective leaders have in common. It is about what style of leadership is most effective in a particular situation because a common set of leadership characteristics is elusive (intangible) Contingency or situational theories examines the fit between the leader and the situation that provide guidelines for managers to achieve the effective fit The situational leadership coincide with I.A.A.C process I: Identify the situation, ideas or concerns O. Organize the contextual ideas A: Analyze the context and content ideas C: Choose one or more options Source: Paula Martin and Karen Tate (2001). Getting Started in Project Management-chapter-11. Toronto: John Wiley & Sons, INC.

6. Situational Factors affecting Team Development-continue Members are located within conversational distance of each other In reality, it is rare that a project manager is assigned a project that meets all of these conditions It is important for project managers and team members to recognize the situational constraints they are operating under and do the best they can. It is correct that every project team has the same potential to evolve into a high performance team.

7. Situational Factors affecting Team Development High –performing project teams are much more likely to develop under the following conditions: There are 10 fewer members per team Members volunteer to serve on the project team Members serve on the project from beginning to end Members are assigned to the project full time Members are part of an organization culture that fosters agency and trust Members report solely to the project manager All relevant functional areas are represented on the team The project involves a compelling objective

8. Planner Community Development Worker Settlement worker Project Team Structure Project Manager Accountant Office manager Secretary Logistics Monitoring

9. Benefits of Team It has mutual benefit to PM, team members and deliverable achievements Exchanges of highly intelligent ideas Makes dynamic decisions with mutually agreed proposals Makes fluent communications among tea members and developed good listening skills Gain more support from the members to solve problems Facilitates decisive and reflective to team players Team members become expert in team work Organization become competitor among other same service organizations Develop a sustainable management process A team can renew and regenerate ideas Gathers collectively owned experiences, information and judgment Possibilities to more successful working within a team or partnership than working alone Generates more output The team can offer a wide range of technical services to community people

10. Motivation Motivation is an inner force that causes or induces someone to be inspired to do something. What inspires one person may not inspire another. What inspires an individual in one set o circumstances may not inspire in another The manager’s task is to influence the work station in such a way as to encourage the individuals to inspire and motivate themselves to achieve the project’s goals Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

11. Tension relieved Need unsatisfied Motivation Cycle Motivation cycle Tension Created Need satisfied Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey. Drive Goal Behavior

12. Performance: Ability X commitment Ability: Ability describes the personal qualities and competency a person brings to the job. These are qualities of skills that enable a person to perform a task and to cope with the job. Commitment: The performance of an individual, however, also depends on their willingness and drive to complete the task, in other work=d their commitment. Commitment is not a fixed commodity. It may change quite frequency in response to conditions and situations the individual encounters. The manager must use an appropriate style of leadership to control the working environment in such a manner that the workforce will be committed to the task and so inspire and motivate themselves to achieve the objectives of the project. Hence to achieve maximum output from the workforce the manager must address both ability and commitment. Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

13. Performance: All projects are subjected to some degree of conflict. Symptoms are: Poor communications, decisions are incomplete Inter-group hostility and jealously expressed as they never tell us anything etc. Inter-personal friction effects the relationship between individuals where it can deteriorate to icy argument. Problems see to focus on people and personalities Escalation of arbitration by senior management Proliferation of rules and regulations Low moral expression

14. Control Conflict When symptoms have been identified, it needs to address the issues immediately Arbitration: conduct arbitration at a low level. It is useful when the conflict is apparent and specific Co-ordination devices: A person could be assigned to look at the conflict issues and to solve the conflicting situations Negotiations: Conflicting parties negotiate and become soft to their behaviors Separation: If conflicting situations are in depth and increasing, then separation among parties is essential-transfer person to another department or to another office Withdrawal and neglect: It can not solve the problem, but it could provide a cooling off period Smoothing: Emphasizes use of agreement rather than emphasizing differences of opinions Rules and regulations: Strive to compile rules, regulations and procedures by negotiation Compromising Confronting: intermeeting can greatly contribute to understanding of people’s views Forcing: Pushing one’s point of view at the potential expense of another Problem- solving: Examining the alternatives Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

15. Democratic Decision making continuum Autocratic 1 2 3 4 5 6 Team makes the decision Boss makes the decision

16. Six stages from autocratic to democratic of leadership Autocratic-1: Manager along solve the problem or makes the decision on his own Autocratic -2: Manager obtains necessary information from subordinates and takes decision of his own Consultative Autocratic-3: Manager shares the problem with relevant subordinates individually, gathering ideas and suggestions and then manager himself makes decisions on his own Consultative Autocratic-4: Manager shares the problems with his subordinates in a group and then he makes the decision on his own Democratic -5: Manager shares the problem with his subordinates as a group and then together they make the decision as a group Laissez-Faire-6: Manager gives the problem to the team and lets them make the decisions themselves Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

17. Task’s Needs Action centered leadership Team’s Needs Individual’s Need Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

18. Action-centered Leadership Action-centered leadership focuses on the three basic project needs: Individual’s needs Team needs Task’s need Individual motivation and needs is very important and linked with team building for project planning and control techniques Individual’s needs: Individual needs should be considered first because client’s problems are associated with his need Team’s need: For the team to be effective the individual tam members must work together and interact with each other Task’s need: The task’s needs are to deliver the project’s objectives, scope, time, cost and quality through an effective planning and control sytem