APP Lecture 3

Learning outcomes
y Concept of leadership y Impact of managers on teams y Qualities and skills required to manage others y The importance of effective communication and

methods of communicating whilst managing projects and events. y Delegation of tasks and activities. y Motivating others y Management techniques.

Role of leadership and management

[Maylor, H. (2005) Project Management, 5th Ed. UK: Pearson]

y Management the technical discipline of applying and

administering authority over others which is given through the formalised structural arrangement of the organisation.
y Leadership

the quality of obtaining results from others through personal influence.

y Individual skills and attitiudes which the project

manager possesses

Formal education and training Individual skills and attitudes Informal education and training

Personality

Experience

Nature of task Individual project managers role Individual motivations of team members Management style

Organisational structure

Organisational culture

Test of management effectiveness

The role of leadership and management. (Maylor, 2005)

Influence on outcome

Project Manager
y Role is to plan, organise, direct, control and motivate

people concerned with the achievement of the task.

y Understand all components and purpose of the task,

and be able to effectively communicate these to their teams.

y Many of the skills are learnable, in particular personal

management.

The Four Phases of PM.

Phase Define the project Design the project process Key issues
Project and organisational strategy Modelling and planning, estimating, resource analysis, conflict resolution, and justification. Organisation, control, leadership, decision-making and problem solving. Assessment of process and outcomes of the project, evaluation, changes for the future.

Fundamental questions
What is to be done? Why is it to be done How will it be done? Who will be involved in each part? When can it start and finish? How should the project be managed on a day to day basis?

Deliver the project (do it!) Develop the process

How can the process be continually improved?

The project and the manager...

y Each phase is equally as important as each other, in

ensuring success, which is why the project/event manager requires a range of skills in order to complete the tasks to spec.
y The last phase has significant input into the

performance of following projects, as well as determining the success of the current project. The manager should follow through to the end.

Development of the project via the manager.

Stage in project cycle Define the project Activity
Conceptualisation Analysis

Description
Generate explicit statement of needs. Identify what has to be provided to meet those needs is it likely to be feasible. Show how those needs will be met through project activities. Prepare and evaluate financial costs and benefits from project Point at which go-ahead is agreed by sponsor. Gather resources, assemble project teams Carry out defined activities Time/money constraint reached Output of project passed to client/user Identify outcomes for all stakeholders Put in place improvements to procedures, fill gaps in knowledge, document lessons for the future.

Design the project process

Proposal Justification Agreement

Deliver the project (do it!) Develop the process

Start up Execution Completion Handover Review Feedback

The 7 S s of Project Management

Element Strategy Structure Systems Staff Skills Style/culture Stakeholders Description High level requirements of the project and the means to achieve them The organisational arrangement that will be used to carry out the project The methods for work to be designed, monitored and controlled The selection, recruitment, management and leadership of those working on the project The managerial and technical tools available to the project manager and the staff Underlying way of working/inter relating within the work team or organisation Individuals and groups who have an interest in the project process or outcome

Leadership
y Involves influencing of others through the personality

or actions of the individual.

y Idea that leaders are born and not made is

contentious and has been widely debated.

y Project management relies on individuals being able to

manage processes and people, whilst at the same time, displaying leadership skills which motivate and encourage desired results.

A framework for the study of managerial leadership

[Mullins, 1999]

y Qualities/traits approach

leaders are born and not made. Focus on person and not the job.

y Functional/Group approach what leader actually

does and the nature of the group. Leadership skills can be learned.
y Leadership as a behavioural category

leader behaviour and influence on group. Importance of leadership style.

Continued...
y Styles of leadership concerned with the effects of leadership on those being led. Way functions of leadership are carried out. Behaviour adopted by leader towards subordinate staff. y Situational approach/contingency models importance of situation. Belief that there is no one style of leadership appropriate to all situations. y Transformational leadership process of re-engineering motivation and commitment, creating a vision for transforming the performance of the organisation, and appealing to the higher ideals and values of the followers.

6 stages from autocratic to democratic leadership are...

1. 2. 3.

4. 5. 6.

Autocratic (isolated decision) PM solves problem on their own. No communication with team Autocratic (informed decision) PM obtains information from team and then decides on their own. Consultative Autocratic (discuss with individuals) pm shares problem with team members individually, them makes decision on their own. Consultative Autocratic (discuss with team) PM discusses with group then makes own decision. Democratic pm shares problem with team and they make a decision together. Majority vote. Laissez-Faire PM gives problem to the team and they make the decision. Policy of non-interference.

y PM may use all of these methods throughout the

management of an event or project.

y Concept of shared leadership is fundamental and

builds effective teams requires participation and involvement of all of the team members
y PM must delegate some authority to the team, and

therefore become more of a team member, which allows team to participate in problem solving, decision making and accepting responsibility for project achieving goals. Ownership of project.

Action Centred Leadership John Adair

Task s needs

Team s needs

Individuals' needs

Action centred leadership...

y Combines the motivation theories for the individuals needs with the team building theories for the teams needs, and the project planning and control techniques for the tasks needs. y Individual needs should be considered first. Person unlikely to contribute if they are not connected to task. y Teams needs individual members must work together and interact as a team under a single point of responsibility (PM or team leader) y Task needs deliver project objectives (scope, time, cost, quality) through effective planning and controls.

Communication
The purpose of the Communication Plan is to: y identify and describe all project stakeholders y describe the communication needs of the project stakeholders y define how project stakeholders will be kept informed about the project y identify the communication paths within the project y ensure all information is consistent, accurate, and timely

Communication plan
Communication plans pull the project/event together. It is the responsibility of the PM to develop project organisational structure, but also develop communication plan and lines of communication.

Continued...
It should outline the following: Who (lines of communication) What (scope of communication and format) How (email, document, phone, meeting, presentation) When (schedule) Feedback (confirm message received and understood) Filing (retrieval, storing, disaster recovery)

Communication and the PM

y Estimated that PM s spend approximately 90% of their

time engaged in some form of communication. (meetings, writing memo s, emailing, reading reports, delegating tasks, dealing with upper management, clients, stakeholders etc)

y Need to communicate effectively both verbally and in

writing.

y Through communication PM shares ideas, influences

attitudes, behaviours and undersatnding.

Motivation
y Leadership and motivation are intrinsically linked y Project manager has a responsibility both to the organisation and the team members to ensure they are provided with a high level of motivation. y People work better and faster when they are motivated and have pride in their work. y By providing for the needs of the individual, their performance will be made less uncertain, and to a degree, managed for the benefit to both the individual and the organisation.

Performance = ability x commitment

Theories of work motivation

y Scientific management

(includes Fredrick Taylor 1911 Taylorism ). Separates the work task from individual thinking. Motivation is financially based. Simple tasks where individuals can be easily replaced.

y Hawthorne studies assessed impact of working

conditions on motivation and therefore productivity. (for example, increase light = increase motivation = increase productivity). Failed as the workers were motivated by the attention they received, even after the lights went back to original dimness

Continued...modern motivation
y Content theories

For example, Maslow s heirarchy of needs. Based on the notion that individuals will have basic requirements to be content at one level. Once these are met on an ongoing basis, their needs move to the next level.

y Maslow argues that until basic needs are met,

someone will not be looking for higher order needs, such as recognition. Recognised that self actualisation being the best person you can be is the highest level of needs.

Content theories continued..

y Hertzberg

developed motivation-hygiene theory.

y Performed studies to determine which factors in

employees work environment caused satisfaction or dissatisfaction.

y Job enrichment is required for intrinsic motivation,

which is a continuous management process.

Reinforcement
y Reinforcement is a means of influencing behaviour, is

sometimes cynically, related closely to manipulation.

y Five rules 1. Be specific praise should refer to specific achievements 2. Be immediate praise as soon as good performance is obvious. 3. Make targets achievable praise on completion of each task 4. Remember the intangible praise may motivate more than pay 5.

or staus Unpredictability passing comment of praise could be more rewarding than a pat on the back.

Other factors which affect motivation

y Location differences between motivation systems

and expectations of rural communities and those from urban back grounds. Also difference in culture.

y Length of service different needs to those who are

new to the role, or have been there for a substantial time. New project teams require guidance and early feedback so expectations are defined. bring old expectations

y Previous work environment

and experiences with them.

Delegation ...
y Skilful delegation is the key to successful project/event

management Through delegation, the PM can 1. Improve project team efficiency 2. Develop employee ability 3. Contribute to the growth of the company 4. Manage time

Three main elements of delegation

1. Assign a duty, function or task to an employee 2. Allocate sufficient authority so that the employee

can command the resources necessary to accomplish the assignment

3. Gain commitment from the employee for the

satisfactory completion of the task

Method of delegation
1. 2. 3. 4. 5. 6. 7. 8. 9.

Accept the need to delegate Develop a detailed plan for delegation Obtain supervisors approval for delegation plan Establish a mutual confidence and trust Select the function, duties and tasks to be delegated and assigned Establish clear lines of authority and responsibility, ensure they are understood by all. Adopt a constructive attitude, demonstrate patience when mistakes happen Monitor performance and provide frequent feedback Reward effective delegation