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Leading Projects, People and Teams Level 1 - Coggle Diagram
Leading Projects, People and Teams Level 1
Theoretical definitions
Maslow's hierarchy of needs
Definition
- Maslow’s hierarchy of needs is a motivational theory in psychology that explains the five different levels of human needs. This theory created by Abraham Maslow is based on how humans are inspired to satisfy their needs in a hierarchical order. Starting from the bottom going upwards, the five needs are physiological, safety, love and belonging, esteem, and self-actualization.
Physiological needs
- Air, food, water, shelter, warmth, sleep etc
2.
Safety and Security needs
- Protection from elements, security, order, law, stability etc
Love and Belonging Needs
- Friends, family, affection, love Etc
Self esteem
- Self-esteem, achievement, independence, status, dominance, managerial responsibility
Self actualisation
- Realising personal potential, self-fulfilment, seeking growth and peak experiences
Equality act
Legally protects people from discrimination in the workplace and in wider society.
Management styles
1) Autocratic
Makes decisions unilaterally
Little regards for subordinates
Military style
2) Consultative
Dictatorial but more paternalistic (making decisions for others) rather than an autocratic manager
Generally downward management
Allow feedback to be considered
3) Persuasive
Maintain entire control
Spend time to convince subordinates
Highly unlikely to delegate responsibility
4) Democratic
Employees are involved in decision making
Extensive communication in both directions
May avoid making the 'best' business decisions
5) Chaotic
Employees have total control
Modern
Very innovative
6) Laissez-faire
Guidance when required
Leaders act as mentors
Improve efficiency through creativity
Organisational Structures
1)
Functional
- Most common and functional structure. Its a bureaucratic structure which breaks up a company based on specialisation of its workforce such as marketing, sales and operations departments. Most small to medium businesses implement a functional structure.
2)
Divisional
- More common in large companies with many business units. Structures its leadership team based on products, projects or subsidiaries they operate within.
3)
Flatarchy
- a newer structure used among many start ups. Flattens the hierarchy and chain of command and gives its employees a lot of autonomy.
4)
Matrix
- Most confusing and least used. Employees are matrixes across different superiors, divisions or departments. An employee may have duties in sales and customer services.
High performing teams (HPT)
Definition
- A HPT can be defined as a group of people with specific roles and complementary talents and skills aligned with a commitment to a common purpose. Team members are so devoted to their purpose that they will surmount any barrier to achieve the team goals.
Characteristics of a HPT
1) Participative leaderships
2) Effective decision making
3) Open and clear communication
4) Valued diversity
5) Mutual trust
6) Managing Conflict
7) Clear goals - SMART
8) Defined roles and responsibilities
9) Coordinate relationships - seamless working
10) Positive atmosphere - Open and transparent
How to deal with an underperforming team member?
1) Address the matter with the individual in a private setting
2) Understand if there are any underlying issues and unblock any obstacles
3) Ask them to improve their outlook and make clear what is expected
4) Set clear and measurable targets for improvement
5) Review improvement with the team member after a suitable period
6) If the issue is not resolved, consider escalation with their manager and repeat the above steps
7) If the issue persists I would consider replacing the individual.
Contingency Theory
Definition
- The theory asserts that managers make decisions based on the situation at hand rather than a "one size fits all" method. As an example managers in a university may want to utilise a leadership approach that includes participation from workers, while a leader in the army may want to use an autocratic approach.
Systems Theory
Definition
- Managers who understand systems theory recognise how different systems affect a workers and how a worker affects the systems around them. Systems theory is a broad perspective that allows managers to examine patterns and events in the workplace. This helps managers to coordinate programs to work as a collective whole for the overall goal or mission of the organization rather than for isolated departments
Chaos theory
Definition
- Chaos theory recognizes that change is inevitable and is rarely controlled. While organisations grow, complexity and the possibility for susceptible events increase. Organisations increase energy to maintain the new level of complexity, and as organisations spend more energy, more structure is needed for stability. The system continues to evolve and change
Performance and Motivation
Tuckman's Theory
Definition
- The Bruce Tuckman theory of 'Forming, Storming, Norming and Performing' describes the path that most teams follow on their way to high performance.
1)
Forming (coming together)
- 1. PM applies 'directing' role to establish project objectives, roles and responsibilities. Thus is when people are working as individuals rather than a team. At this stage, most team members are positive and polite. Some are anxious about the task, others are excited about being part of a team. A leader will place a dominant role in this stage as team member roles are not clear.
2)
Storming (testing out)
- PM leader applies 'leader' roles to develop goals, objectives, roles and responsibilities. Teams need to pass through a stage of conflict if they are to achieve their potential. The team becomes more aggressive, both internally and in relation to outside groups, rules and requirements. The team them moves into the storming phase where people start to push boundaries established at the forming stage - this is where many teams fail. Storming often starts where there is a conflict between team members' natural working styles which leads to frustration
3)
Norming (Conforming/settling)
- PM applies 'facilitator' role to develop project processes, delegate decision making. The team is beginning to achieve its potential, effectively applying the resource it has to the tasks it has, using a process it has developed itself.
4)
Performing (operating)
- PM applies 'monitoring' roles to ensure objectives are understood, team is focussed on achieved goals and working collaboratively. When the team is characterised by openness and flexibility. It challenges itself constantly but without emotionally charged conflict, and places a high priority on the development of other team members.
5)
Mourning
- When the team disbands
Belbin's team theory
Definition
- Belbin theory suggest that each of us possesses a pattern of behaviour that characterises one person's behaviour in relationship to another in facilitating the progress of a team
1) Coordinator
Able to get others working to a shared aim
confident
mature
a good chairperson
clarifies goals
promotes decision
2) Shaper
motivated
energetic
achievement-driven
competitive
dynamic
has drive and courage to overcome obstacles
3) Plant
Innovative
Inventive
Creative
Problem solver
Imaginative
Unorthodox
4) Monitor-Evaluator
Serious
prudent
Critical thinker
Sober
Strategic
Sees all options
5) Implementer
Systematic
Common sense
Loyal
Reliable
Structured
Turns ideas into practical action
Conservative
6) Resource Investigator
Quick
Good communicator
Networker
Extrovert
enthusiastic
7) Team worker
Supportive
Sociable
Adaptable
Listener
Mild
Perceptive
Diplomatic
8) Complete Finisher
Attention to detail
High Standards
Delivers to schedule
Painstaking
Conscientious
Anxious
-Searches out errors
Delivers on time
9) Specialist
Technical expert
Highly focussed
Single-minded
Dedicated
Provided knowledge and skill in rare supply
Herzberg's Motivation Hygiene Theory
Definition
- This theory is related to two lists:
1) A list of factors in the workplace that cause job satisfaction
2) Against a list of factors that cause dissatisfaction
The research found that
satisfaction
is related to the nature of the work itself and identified a list of motivators:
Challenging work
Recognition for one's achievement
Responsibility
Opportunity to do something meaningful
Involvement in decision making
Sense of importance to an organisation
The
dissatisfaction
are related to the work environment and are named hygiene factors:
Status
Job security
Salary
Work conditions
Good pay
Vacations
McGregor's Theory X and Theory Y
Definition
- Theory X and Theory Y are models of the types of employees that managers may encounter in the workplace. These models are used to prepare tactics and protocols on how to deal with employees to maximise production and profit.
Theory Y covers:
Theory Y individuals are ambitious, self-motivated and exercise self-control.
Employees enjoy their mental and physical work duties and for them, work is as natural as play
Theory Y managers believe that given the proper conditions, employees will learn to seek out and accept responsibility, exercise self-control and self-direction
Theory X covers:
2) Theory X involves close supervision and comprehensive control
1) Individuals are inherently lazy and unhappy with their jobs, therefore, an authoritative management style is required to ensure fulfilment of the individuals' potential
Management theory of Mayo
Definition
- The need to belong, to have social needs met and to have a status is more important than monetary incentives or good working conditions
Skills & Techniques which contribute to a successful management of people
Soft Skills
Communication
Motivation
Decision Making
Hard Skills
Technical skills
Administrative procedures
Delegation, leveraging skills of people, focus on delivery, build relationships, accept feedback, develop others, be accountable, set high standards, be trustworthy
People Management and Leadership
Difference between soft skills & hard skills
Soft Skills
- Soft skills are known as people skills or interpersonal skills
Communication
Motivation
Decision making
Leadership
Hard Skills
- Hard skills are known as teachable abilities or skill sets that are easy to quantify
Technical skills
Qualifications
Foreign Language
Difference between Coordination & Management
Coordination
is to arrange in a proper order
Management
is to exercise control
Difference between leadership & Management
Leaders have people follow them whilst managers have people who work for them
Management
Management Controls or directs people in a group according to principles or values that have already been established. Management involves organising of staff, planning and budgeting. Management provides control and solves problems
Key characteristics for a successful project manager
1) Strong balanced leadership
2) Broad construction knowledge through experience and training
3) Able to create strong team relationships
4) Able to motivate and inspire
5) Open, truthful and transparent lines of communication
6) Client facing
Leadershup
Setting a new direction or vision for a group that they follow. A leader is the spearhead for the new direction. A good leader can cope with complexity and change. Leadership involves aligning people and provides motivation.
Key Characteristics
1) Team building and promoting teamwork
2) Decisive decision maker
3) Strong negotiator and communicator
4) A good listener
5) Ability to empathise
6) Sets a positive example
7) Integrity and trustworthy
8) Fostering creativity and innovation
Steps involved to solve a key problem on a project
Step 1 - Identify the problem
Step 2 - Analyse the problem
Step 3 - Describe the problem
Step 4 - Look for root causes
Step 5 - Develop alternate solutions
Step 6 - Implement the solution
Step 7 - Measure the results
RACI Matrix
This is a simple matrix used to assign roles and responsibilities to each task, milestone or decision on a project.
1)
Responsible
- the person carrying out the task is responsible for the execution. Subsequently, the executor must provide justification to the ‘Accountable’ person.
2)
Accountable
- this person bears final responsibility for the correct completion of one or multiple project tasks. Others are accountable to him or her and he or she must approve the task (sign off). It’s possible that an ‘Accountable’ is appointed per task.
3)
Consulted
- this is the person who is consulted beforehand. This is a two-way street; in addition to giving advice, he or she also helps in the execution and steers the result.
4)
Informed
- this person is kept informed with up-to-date information about the progress and achieved results. This is a one-way street.
Trait Theory
Definition
- Trait theory looks into the personality of 'good leaders' identifying characteristics of these leaders to use a measurement tool to improve leadership
Examples include
1) Integrity
2) Determination
3) Self-confidence
4) Intelligence
5) Sociability
Situational Leadership
Definition
- This is when the leader of an organisation must adjust their style to fit the development level of the follower they are trying to influence. There is a diagram that looks at directive behaviour against supportive behaviour. There are 4 areas to consider
1)
Directing (Telling)
- High directive, low supportive. Usually for team members who are enthusiastic but little competence.
2)
Coaching (Selling)
- High directive, high supportive. Usually for team members who have some competence but low commitment due to the task not being as engaging.
3)
Supporting (Participating)
- High Supportive, low directive. The leader provides support but ultimately the decision lie with the follower. Team members are said to have high competence but variable commitment.
4)
Delegating
- Low directive, low supportive. Leader is involved the least here. Team members know their role and perform with little supervision required. They have high competence and high commitment.
Human Resource & Legislation
Does an employer have a duty of care to an employee?
Yes, they must
1) Employers must do whatever reasonably practicable to protect their employee's (and others affected by the business) health, safety and welfare
2) Employers have a legal and ethical duty to prevent physical and psychological harm to staff
3) Other employer's responsibilities may include but not limited to:
Providing health & safety training
Managing and addressing grievances promptly and effectively
Providing adequate equipment required to complete tasks
Protecting staff from discrimination
Managing and addressing staff misconduct
key pieces of legislation applicable to UK employment law
1) The Health and Safety at Work Act 1974
The Health and Safety at Work Act 1974 (HASAWA) is a piece of legislation introduced to apply some broad duties and best practices for employers in regards to the health and safety of their workforce. This includes a duty of care for employees, casual workers, self-employed workers, clients, visitors, and the general public.
2) Employment Rights Act 1996
The Employment Rights Act (ERA) 1996 set out the rights of employees in situations such as dismissal, unfair dismissal, parental leave, and redundancy.
3) The Equality Act 2010
The Equality Act is a law which protects you from discrimination. It means that discrimination or unfair treatment on the basis of certain personal characteristics, such as age, is now against the law in almost all cases.
4) The Data Protection Act 2018 (GDPR)
The Data Protection Act (DPA) is a United Kingdom Act of Parliament which was passed in 1988. It was developed to control how personal or customer information is used by organisations or government bodies. It protects people and lays down rules about how data about people can be used. The DPA also applies to information or data stored on a computer or an organised paper filing system about living people.
5) Human Rights Act 1998
The Human Rights Act 1998 sets out the fundamental rights and freedoms that everyone in the UK is entitled to. It incorporates the rights set out in the European Convention on Human Rights (ECHR) into domestic British law. The Human Rights Act came into force in the UK in October 2000.