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Question 1
Interview a senior project/ construction/ design/ functional manager to assess the following
sets of management personality traits with respect to following:
I Interviewed Mr. Imran Makhdoom (Sr. Civil Engineer), US Consulate Karachi. He has
experience of more than 15 years in the field of construction and as he is my immediate
boss so it is easy to interview and observe his personality traits required for the competency
and successful for a manager.
1. Leadership
When I ask him about leadership he put great emphasize on leadership, according to
him leader is one who took all the decision after taking all the necessary stakeholders on
board. He encourages creativity, and people are often highly engaged in projects
decisions. As a result, team members tend to have high job satisfaction and high
productivity. As a project manager he is engaged in influencing various Project entities to
perform specified project tasks. He has the ability to lead the team within a relatively
unstructured environment, integrate individual demands, requirements, and limitations
into decisions that will affect overall project performance.
2. Communication
He gives special importance to Communication because Communication plays an
integral part in effective team building. He used verbal, written, electronic and face-to-
face interactions with his workers but normally use to communicate in polite way unless
someone is using it in wrong sense
3. Interpersonal
Interpersonal skills have great significance not just for the project manager but also for
everyone to become successful and smart. He gives a lot of value to it. He shows
himself always active and energetic which forced the team member to give their 100% all
the time. He often used soft skills such as relationship building and communication.
Management arranged short courses to enhance my interpersonal skills
4. Recruitment
When organizations choose the right people for the job train them well and treat them
appropriately, these people not only produce good results but also tend to stay with the
organization longer.
He always takes hard interview when he gets first introduced and assists the capabilities.
Then take work from his as appropriate to him.
There is no hurdle to Recruitment the workers but hiring the executive is beyond his
powers. The top management takes him in trust while hiring the executives.
5. Team Building/ Development
Team Building are essential incorporates to make the organization a better place to work
so he emphasize to development. He used communication with teams. Arrange different
workshops and other activities for the development of team and top management never
forbid him to do so.
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NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI
6. Problem-Solving
He emphasize on problem solving, whether you're a student, a parent, a
businessperson, or the president of the United States, you face problems every day that
need solving approach. Planning and structuring will help make the problem solving
process more likely to be successful, good judgement and an element of good luck will
ultimately determine whether problem solving was a success or not. He always ask take
suggestion for teammates and his bosses before taking any critical decision.
7. Decision making
Project Management has emerged as a discipline of high level decision making with the
help of analogue and digital tools which would help augment the intuition of a Project
Manager and his team for taking decisions in favor of the future of the project.
He always follow down to top approach while taking decisions and always take
suggestions from the executer of the work and then with his vast experience take
decisions.. In doing this he hardly find as difficulty as he is master of it.
8. Delegation
Delegation is one of the most important skills. Technical professionals, team and
business leaders, project managers, and executives all need to develop good delegation
skills. There are many rules and techniques that help people to delegate. My project
manager delegate his responsibilities and authority to his sub ordinate without having
any fear of losing control because he trust his subordinate and believe in competitive
environment.
9. Stress Handling
My Project manager rate stress handling as one of the highest factor in success of the
PM because sometimes top management give huge pressure and stress but you have to
manage it by yourself without passing it completely to your junior because if by doing this
teams performance. Employees can become unfocused, distant, distraught and even
short fused will affected which make the situation most miserable. Keep in mind that
motivation in the workplace is a powerful technique to build teamwork and sustain
employee morale.
10. Time Management
Managing the time is not only useful in professional life but also in personal life. My
project manager use to make to do list and priority matrix for his works which help him
greatly to manage the time effectively and smartly. Although it is also fact that Budgeting
your time is all well and good, but it's a rare day that goes exactly as planned.
11. Conflict Resolution
Conflict in construction project management is inevitable. The potential for conflict in
information systems development projects is usually high because it involves individuals
from different backgrounds and orientations working together to complete a complex
task. The cause of conflict in team projects can be related to differences in values,
attitudes, needs, expectations, perceptions, resources, and personalities Resolution of
conflict need the right and fairness attitude and provide all the related peoples the fair
chance to present their case.
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NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI
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NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI
This saying is perfectly true in construction industry as when little mistake can take huge
at the stake and in that conditions you need sincere professional friend who can rescue
you from that position with their experience and authority.
19. Ethics
Ethics is also important in construction industry. Because in construction industry you
have to face different types of peoples. The attitude with your colleague should be
different from the attitude with the labor because labor will take you easy if you treat
them like you treat you fellow mates.
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NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI
Question 2
Search the web for Effective Delegation. Describe what you find. How does it relate to
Leadership?
Delegation is a two-way process and one of the most important management skills. Good
delegation saves you time, develops you people, grooms a successor, and motivates. Poor
delegation will cause you frustration, demotivates and confuses the other person, and fails to
achieve the task or purpose itself. So it's a management skill that's worth improving.
Delegation is a very helpful aid for succession planning, personal development - and seeking
and encouraging promotion. It's how we grow in the job - delegation enables us to gain
experience to take on higher responsibilities.
What we often do not think of is delegation. The ability to wisely and effectively delegate is a
quality far more quiet than others, and yet one of the most crucial to a leaders success.
Whether youre a manager at work, owner of your own business, officer in the military, or
simply working on a school project, effective delegation is one of the keys to achieving your
goals.
Delegation is vital for effective leadership. Effective delegation is crucial for management
and leadership succession. For the successor and for the manager or leader too: the main
task of a manager in a growing thriving organization is ultimately to develop a successor.
When this happens everyone can move on to higher things. When it fails to happen the
succession and progression becomes dependent on bringing in new people from outside.
Delegation can be used to develop your people and yourself - delegation is not just a
management technique for freeing up the boss's time. Of course there is a right way to do it.
These delegation tips and techniques are useful for bosses - and for anyone seeking or
being given delegated responsibilities.
As a giver of delegated tasks you must ensure delegation happens properly. Just as
significantly, as the recipient of delegated tasks you have the opportunity to 'manage
upwards' and suggest improvements to the delegation process and understanding -
especially if your boss could use the help.
As a leader, you should get in the practice of complimenting members of your team every
time you are impressed by what they have done. This effort on your part will go a long way
toward building team member's self-confidence and efficiency, both of which will be
improved on the next delegated task; hence, you both win.
Reference: http://www.businessballs.com/delegation.htm
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NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI
Question 3
Search the web for Leadership Styles. Describe what you find by elaborating at least 7
Leadership Styles. Give one scenario based example of each style from your experience or
any case that you find on the web.
1. Autocratic Leadership:
The autocratic leader is given the power to make decisions alone, having total authority.
They stand in master of the people and impose their wills and no one is allowed to challenge
them. This is the style used by the Catholic Church for example, dictators and monarchs. On
the other end, this leadership style is seems to be good for employees that need close
supervision to perform certain tasks. Creative employees and team players resent this type
of leadership, since they are unable to enhance processes or decision making, resulting in
job dissatisfaction (Lewin, Lippitt, & White, 1939).
2. Bureaucratic leadership:
The bureaucratic leader believes more in very structured procedures and tends to bend over
the pre-established measures rather it was successful or not. This type of leadership has no
space to explore new ways to solve problems and is usually slow paced to ensure
adherence to the ladders stated by the company. Leaders ensure that all the steps have
been followed prior to sending it to the next level of authority. Universities, hospitals, banks
and government usually require this type of leader in their organizations to ensure quality,
increase security and decrease corruption. Leaders who would like to speed up the process
will experience frustration and anxiety and are not welcome (Weber, 1905).
3. Charismatic leadership:
The charismatic leader leads by infusing energy and eagerness into their team members. A
charismatic leader is someone who is often on the run. S/he is not someone who feels
pleased with any type of stationary situation. This type of leader has to be committed to the
organization for the long run. If the success of the division or project is attributed to the
leader and not the team, charismatic leaders may become a risk for the company by
deciding to resign for advanced opportunities. It takes a company time and hard work to gain
the employees confidence back with other type of leadership after they have committed
themselves to the magnetism of a charismatic leader (Weber, 1905).
4. Democratic leadership or participative leadership:
The democratic leader listens to the teams ideas and studies them, but hold the
responsibility to make the final decision. Team players contribute to the final decision
therefore increasing people satisfaction and ownership, feeling their input was considered
when the final decision was taken. When changes arises, this type of leadership helps the
team assimilate the changes better and more rapidly than other styles, knowing they were
consulted and contributed to the decision making process, minimizing resistance and
intolerance. A shortcoming of this leadership style is that it has difficulty when decisions are
needed in a short period of time or at the moment (Lewin, Lippitt, & White, 1939).
5. Laissez-faire leadership:
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NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI
Apple was a successful company from 1976 to 1985, before it almost failed in the mid-
1990s. Then it became enormously successful again precisely because it faltered.
In other words, Apple had a vision. Apple lost its vision. Apple regained its vision. Thats rare.
In the mid-1990s Gateway, Microsoft, Sun Microsystems and other companies reportedly
zeroed in on Apple as an acquisition target. Years later, many of those brands disappeared.
Yet Apple survived.
Apple survived because Steve Jobs learned how to adapt. He became a democratic /
participative leader. Jobs started out as a charismatic / laissez-faire leader, and Apple
soared. Then he became an autocratic leader, and Apples board of directors requested his
resignation.
When he returned to Apple more than 10 years later, Jobs combined several leadership
styles and added democratic/participative to his repertoire. He hired other experienced
leaders and entrusted them to excel. Jobs encouraged his lead designer Jonathon Ive, and
he mentored manufacturing expert Tim Cook, now CEO. He let them make key decisions.
Reference: http://www.academia.edu/474807/Types_of_Leadership_styles
http://online.stu.edu/democratic-participative-leadership/
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