9462079
Descripción
Fichas por Lukas Berger, actualizado hace más de 1 año
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Creado por Lukas Berger
hace más de 7 años
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| Pregunta | Respuesta |
| Leaders Vs. Managers? | Managers have official titles in an organization Leaders focus on interpersonal relationships rather than administration |
| What do Project managers do: | -acquire project resources -motivate and build teams - have a vision and fight fires - communicate |
| Project are under funded for a variety of reasons: | weak goals no sponsor requirements understated insufficient funds distrust between managers |
| Why is Communication important: | project manager must maintain strong contact with all stakeholders |
| Project meetings serve to: | • update all participants • increase understanding & commitment • make decisions |
| 3 features of Effective Project Leaders: | Flexibility Communication Teamwork |
| 2 important skills of good leaders: | Alignment(Anpassung) time Skills |
| What are Project Champions? | Champions are fanatics in the single-minded pursuit of their ideas. EX: entrepreneurs, sponsors, project managers |
| flow chartvBuilding the Project Team: |
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| 3 features of Effective Project Teams: | Trust Clear Sense of Mission Results Orientation |
| 3 Reasons Why Teams Fail: | unclear goals Poor communication Poorly defined project team roles |
| The 5 Stages in Group Development: | 1. Forming – members become acquainted 2. Storming – conflict begins 3. Norming – members reach agreement 4. Performing – members work together 5. Adjourning – group disbands |
| 3 key factors for Building High-Performing Teams: | Make the project team tangible(standfest) Reward good behavior Develop a personal touch |
| Virtual Project Teams use electronic media to link members of a geographically dispersed project team Ex: Spotify How Can Virtual Teams Be Improved? | Use face-to-face communication when possible Don’t let team members disappear Establish a code of conduct |
| Conflict Management Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours 2 Sources of Conflict | Organizational Interpersonal |
| 3 Conflict Resolutions: Conflict is often evidence of progress! | Mediate Accept Control |
| What is Negotiation? | When a manager uses influence productively |
| 3 Questions to Ask Prior to Entering a Negotiation | 1. How much power do I have? 2. What sort of time pressures are there? 3. Do I trust my opponent? |
| steps of Negotiation: | 1. Separate the people from the problem 2. Focus on interests, not positions 3. Invent options for mutual gain |
| How do the duties of project managers reinforce the role of leadership? | -Managers lead the team towards goal -they motivate team members towards goal -Alignment: team members must be alligned with overall vision of project -Comunication is key of allignment -managers must create interpersonal relationships with top managers and team |
| Discuss the concept of emotional intelligence as it related to the duties of project managers. Why are the five elements of emotional intelligence critical to successful project management? | -emotional intelligence important for relationship building -5 elements: -awareness of own strenghts -reglate own behavior -motivation for progress -appreciationg others -manage relationships with others -Necessary in crisis situations -getting the right poeple to do the right things -keep harmonious relationships between managers and team members |
| The five elements of emotional intelligence: | self-awareness, self-regulation, motivation, empathy social skills |
| Describe the five types of Power and give an example to each one of them in the context of project management: |
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| Describe the five methods of conflict resolution and give an example for each on of them. |
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| The team development process includes Form, Storm, Norm, Perform. Please describe these Steps in Your own words. |
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| Case Study - Problems with John As the team leader, you have weighed the pro’s and con’s of all options and prepared a presentation to management on how to address this problem. What do you suggest? | This is a good question to get discussion started because it allows the instructor to create a chart with pro’s on one side of the ledger and con’s on the other. The case cites five different options that management has identified, so there is a good starting point. Students can be asked to offer both positive and negative comments on the situation and John’s behavior as a first step toward a more complete analysis of what the problems are and how best to deal with them. Next, students can be asked if there are alternative options that top management has not considered and if so, the benefits and drawbacks of each of these options. |
| Consider each of the above options. If you were to select it, develop an argument to defend your position. | `? |
| What specific leadership behaviors, mentioned in this chapter, are most relevant to addressing and resolving the problems with John? | Several leadership behaviors come to mind, most centered around the need for good interpersonal skills, an understanding of motivation (especially equity and expectancy theories), the leader needs personal credibility, the ability to think of creative solutions (“outside the box” options), and mostly the leader must have the personal integrity to be honest and straightforward with John – to demonstrate an understanding of John’s behavior, a willingness to consider why it is occurring, and the honesty to show him that if it continues, it will necessitate consequences. |
| Case Study 6.2: The Bean-Counter and the Cowboy A common theme with multi-functional project teams is a lack of appreciation for the duties of people from other departments In this case, there are some clear signs of antagonism between Neil, the finance person and Susan, from Marketing | The terms “bean-counter” and “cowboy,” have been, in fact, coined by these people to refer to members of the other functions |
| Was the argument today between Neil and Susan the true conflict or a symptom? What evidence do you have to suggest it is merely a symptom of a larger problem? | The interaction is evidence of more deep-rooted antagonisms between Neil and Susan and reflects a fundamental lack of appreciation for what each person brings to the project. Not only does each person view their own contributions as important, they minimize the value added by the other. Neil clearly resents the activities (including trips) that are part of Susan’s job and feels that she is not committed to the project due to frequent absences. Susan is defensive about this, citing the fact that her job does require extended periods where she is likely to miss meetings. |
| Develop a conflict management procedure for your meeting in 30 minutes. Create a simple script to help you anticipate the comments you are likely to hear from both parties. | Students can be asked to role-play the part of either Neil or Susan as they respond to this question. The instructor should assign one person (or group) to serve as the project manager and two others to adopt the conflicting personalities. Because the issue has flared up, it is likely that tempers will still be high when they meet with the project manager; thus, a script should anticipate more give-and-take between the two individuals and consider at what points it makes sense to intervene, how far to allow them to express their opinions, and exactly what should be said to them to get something positive out of the conflict. As it has come to an open confrontation, a script for conflict resolution has to recognize that there are egos involved. |
| Which conflict resolution style is warranted in this case? Why? How might some of the other resolution approaches be inadequate in this situation? | This question requires students to think in terms of others and their likely responses to various behaviors. Should the project manager develop an approach that leads to confrontation? If so, what will be the outcome? First, confrontation techniques take time; therefore, a meeting with these two people should be given sufficient time for the issues to come out and then for resolution to occur. Should the project manager arbitrate the conflict? Ignore it? Each of these options must be explored and the downside addressed. Usually, by the time an open confrontation has occurred, the more benign approaches such as ignoring or accepting it may no longer be viable options. |
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