Leading Projects in an Organizational Context (BUSN 10276) PDF

Leading Projects in an Organizational Context BUSN 10276 Week 6 Sandra Napoleone 1  Today Goal Setting Theory Empowerment Command and control Summary of mid t...

Leading Projects in an Organizational Context BUSN 10276 Week 6 Sandra Napoleone 1  Today Goal Setting Theory Empowerment Command and control Summary of mid term content 2  Summary So far… Business modern, traditional business descriptions Organizational structures (3 types) Divisional, Functional and Matrix Working in organizational structures with teams McKinsey 7 S Motivation – team and individual Project teams, building, managing Tuckman’s theory, ‘how’ the team’s work on a project is as important as ‘what’ 6 hats and building cohesion 3  Motivation Definition Motivation refers to the psychological forces that determine the direction of people’s behavior, their level of effort, and level of persistence. Motivation is an internal state that directs (influences) individuals toward certain goals and objectives Definition motivation - noun a reason or reasons for acting or behaving in a particular way: Source Oxford dictionaries "escape can be a strong motivation for travel“ 4  Motivation Is every human motivated? Yes or No ? Yes ☺ BUT maybe not to do what you want them to do  5  Motivation Motivation can be difficult, it’s important to recognize that everyone is motivated differently. 6  Intrinsic Extrinsic Motivation Intrinsic Where work itself is the motivation “I love my job!” Extrinsic External consequences (material or social rewards, avoidance of punishment) “I like the pay and status.” 7  Goal Setting Theory Edwin A. Locke developed this theory in 1968 in his article, "Toward a Theory of Task Motivation and Incentive.” Goal-setting theory is a theory based on the idea that setting specific and measurable goals is more effective than setting unclear goals. Source Indeed.com Feb 2023 8  SMART S pecific M easurable A chievable but challenging R easonable T imely 9  Goal Setting Theory Clarity: Goals must be clear and specific. When employees understand project objectives and deadlines, there is much less risk for misunderstandings. Challenge: Goals should be sufficiently challenging to keep employees engaged and focused while performing the tasks needed to reach each goal. Goals that are too tedious or easy have a demotivating effect and will, therefore, result in less achievement satisfaction. Commitment: Employees need to understand and support the goal they are being assigned from the beginning. If employees don't feel committed to the goal, they are less likely to enjoy the process and ultimately achieve the goal. Feedback: Feedback is an important component of the goal-setting theory. Regular feedback should be provided throughout the goal-achieving process to ensure tasks stay on track to reach the goal. Task complexity: Goals should be broken down into smaller goals. Once each smaller goal is reached, a review should be performed to update the employee on the overall progress towards the larger goal. 10 What do effective leaders do to motivate teams? Empower Motivate Communicate (listening to people, providing feedback) Energize Support Acknowledge, Recognize and Show Appreciation Lead by example Be available to the team 11 What do poor leaders do that demotivates teams? Directive(telling) Controlling Demonstrate favouritism or preferential treatment Negative leadership (the message is usually ‘you can’t do that’ or ‘that is not possible’ 12  Empowerment Empowerment definition Granting employees, the autonomy to assume more responsibility within an organization and strengthening their sense of effectiveness 13  Aspects of Empowerment When people feel empowered Meaning – feel that their work is important Competence – have confidence in their ability Self-determination - they have autonomy to decide how to do the work Impact – they feel they can influence many areas ie department, team, organization, community, etc 14  Empowerment Empowerment. Downloading decision-making. Self-management style. Exploiting unused abilities in employees while providing support. Organizations like Zappos, Semco and some (most) start ups have embraced the self- management / empowerment model. 15 How can organizations do this? Reduce hierarchical and bureaucratic structures Increase access to sources of system power (information, resources, managerial support) Foster organizational culture that values people, focus on all levels Establish direction and boundaries on empowerment (communicate guidelines) 16  How do you do this as a PM? Solicit input on, ask for help in solving problems Work with team to make progressively harder decisions Ask questions rather than supplying all the answers Provide teams with information and tools needed Give employees freedom to respond to customer needs Set the example (requires you to be open, honest) 17  How do you do this as a PM? Be well informed and be aware of what is happening Set and communicate direction Be the key decision maker within your responsibility Ensure that employees are on course Offer a guiding hand and open doors where appropriate Ensure employees develop skills to assume greater autonomy and responsibility Assess performance as needed or required 18  Command & Control Management Command & Control A hierarchy of authority by senior personnel only. A form of military style of management which found its way into corporations. Manager is the one who makes all the decisions, you and the team execute what is asked of you. Little to no input unless you are authorized or asked directly to do so 19  Empowerment, Command & Control Scenarios Command-&-Control Empowerment Best Way to Organize Hierarchy and vertical Employee self- relationships management Role of Managers Make decisions, give Share power and orders, ensure that information, listen to subordinates obey employees Role of Employees Obey orders Carry out thinking and controlling functions of their jobs, make decisions Required Employee Skills Job skills Basic problem solving, communication, quantitative techniques, commitment to learning and self-development 20  Empowerment, Command & Control When do you believe that a PM is more directive, or controlling? At the beginning, middle or the end of a project? In what phase of the project (initiation, planning, execution, monitoring & controlling or closure?) Initiation as things come together, execution as things are changing project is met with challenges Thinking about Tuckmans stages for teams at what stage is the PM more directive or controlling? Forming, storming mostly 21  Summary We covered goal setting by Edwin Locke Motivation in organizations and leaders Empowerment, Command and Control management 22  Summary Week 1 - 6 Business modern, traditional business descriptions Organizational structures (3 types) Divisional, Functional and Matrix Working in organizational structures with teams McKinsey 7 S Motivation – team and individual Project teams, building, managing Tuckman’s theory, ‘how’ the team’s work on a project is as important as ‘what’ 6 hats and building cohesion Goal Setting Edwin Locke Motivation in Organizations and leaders Empowerment, Command and Control 23  Mid Term Material Week 1 - 6 Business modern, traditional business descriptions Organizational structures (3 types) Divisional, Functional and Matrix, PMI highlights common aspects of team development McKinsey 7 S(hard skill, soft skill, and interconnectedness) Motivation – team and individual, intrinsic, extrinsic Project team benefits, building, social loafing Tuckman’s theory, ‘how’ the team’s work on a project is as important as ‘what’ 6 hats and building cohesion Goal Setting Theory, Empowerment, Command and control 24  Mid Term Details This is a paper test you must have student photo ID (one card from Mohawk) BLUE or BLACK Pen only. NO PENCIL. NO ID, NO EXAM Multiple choice, True/False, Fill in the blank Multiple choice eg the sky is blue and gray today Question – the ___ is blue and _______ today Answer a) sun, foggy b) sky, yellow c) sky, gray Fill in the blank Eg How does a good leader motivate their teams? Name 2. a) ___________ b) ___________ 25