1. Project management
Working in teams

2. Organizational Behaviour
Staff Selection
Staff Development
Staff Motivation

3. Problems: A single-minded approach to getting the job done
Three men: a project manager, a software engineer, and a hardware engineer are in Ft. Lauderdale for a two-week period helping out on a project.
About midweek they decide to walk up and down the beach during their lunch hour. Halfway up the beach, they stumbled upon a lamp. As they rub the lamp a genie appears and says "Normally I would grant you 3 wishes, but since there are 3 of you, I will grant you each one wish."
The hardware engineer went first. "I would like to spend the rest of my life living in a huge house in St. Thomas, with no money worries and surrounded by beautiful women who worship me." The genie granted him his wish and sent him on off to St. Thomas.
The software engineer went next. "I would like to spend the rest of my life living on a huge yacht cruising the Mediterranean, with no money worries and surrounded by beautiful women who worship me." The genie granted him his wish and sent him off to the Mediterranean.
Last, but not least, it was the project manager's turn. "And what would your wish be?" asked the genie.
"I want them both back after lunch" replied the project manager.
(Bruce Guthrie)

4. Theory X and Theory Y Theory X:
Average person has an inherent dislike of work
People must be coerced, controlled, directed, threatened with punishment
Average person prefers to be directed, and wishes to avoid responsibility
By Donald McGregor

5. Theory X and Theory Y (2) Theory Y
Physical and mental effort is as natural as play or rest
Man will exercise self-direction for objectives to which he is committed
Commitment to objectives is a function of reward
Average person learns to accept and seek responsibility
Imagination and creativity is widely distributed
People's potentials are only partially utilised

6. Selecting the right person
Recruitment process:
Create a job specification
Create a job holder profile
Obtain applicants
Examine CVs
Interviews, aptitude tests, personality tests, etc.
Other procedure – eg. References, medical examination
Eligible vs suitable candidates

7. Developing staffs Induction for the new recruited member
Assessment of the training needs

8. Motivation Taylorist Model The use of piece-rates
Workers are paid a fixed sum of each item they produce
Often cause difficulties if there is change of work practices
Excessive distinction between co-workers may damage morale of the team

9. Motivation (2) Maslow’s hierarchy of needs: Basic need: food, shelter
Highest level: self-actualization
The feeling that you are completely fulfilling your potential
People are likely to be motivated by different things at different stages of their life

10. Motivation (3) Herzberg’s two factor theory:
Hygiene or maintenance factor:
Which make you dissatisfied if they are not right
Eg, the level of pay or the working conditions
Motivators
Which make you feel that the job is worthwhile

11. Motivation (4)
The expectancy theory of motivation – by Vroom and colleagues
Three influences of motivation:
Expectancy
Working harder will lead to a better performance
Instrumentality
Better performance will be rewarded
Perceived value
The resulting reward

12. Motivation (5) Oldham-Hackman job characteristics model Skill variety
The number of skill that can be exercised
Task identity
The degree at which the work is identifiable as belonging to the staff
Task significance
Autonomy
Feedback

13. Motivation (6) Methods of improving motivations Setting specific goals
Providing feedback
Job design
To enhance job design:
Job enlargement
Job enrichment

14. teams and IT development
staff in an organization will often belong to a department depending on their technical expertise
staff from different technical areas could then be brought together to work on a project
once project is completed, team may be disbanded

15. stages in becoming a team
forming
storming
norming
performing
team-building exercises
can help the process of
becoming a team
adjourning

16. getting the right mix
Meredith Belbin studied teams working together on management games
found that the academically brightest teams often did badly e.g.
arguments
implementation of plans neglected etc.
gave psychometric tests to participants to identify best mix of team members

17. Belbin’s management team types
The chair/co-ordinator
not necessarily a strong leader but must be good at controlling meetings: calm, strong, but tolerant
The plant
good at generating ideas
The monitor-evaluator
good at evaluating ideas and helping to select the best one

18. Belbin’s management team types - continued
The shaper
rather a worrier, helps direct the team’s attention to important issues; a driver
The team worker/implementer
good at creating a good team environment and getting people to do things
The resource investigator
good at finding resources and information

19. Belbin’s management team types - continued
The completer-finisher
focussed in getting task completed
The company worker
a good team player who is willing to undertake less attractive tasks if they are needed for team success
The specialist
the ‘techie’ interested in knowledge for its own sake

20. typical problems
more than one shaper and no strong chair - arguments over direction
several plants and specialists, but no shapers or completer-finishers - interesting discussions but nothing gets implemented

21. general advice
Time your interventions, don’t overwhelm the others in the team
Be flexible
Be restrained
Keep the common goals of the team in mind all the time

22. types of group work
Should you divide work up between you or should you do it as a group?
It depends partly on the type of work
additive tasks
compensatory tasks
disjunctive tasks
conjunctive tasks

23. types of task Additive Compensatory
effort of individuals added together to get end result
people are interchangeable
e.g. shovelling snow, interviewing people in the street
Compensatory
judgements of individuals are pooled
errors by some can be corrected by others
e.g. estimating costs, effort

24. types of activity disjunctive conjunctive only one correct answer
getting answer depends on:
someone getting the right answer
others recognizing it as being correct!
conjunctive
progress depends on the progress of the slowest performer
software projects often like this

25. ‘social loafing’ team members who are parasites
particular problem with student groups, but also in work environments
can be alleviated by:
making work of individuals identifiable
consciously involving group member in the project outcomes
rewarding individuals for team contribution cf. ‘club player of the year’ in sports teams

26. Decision Making
Structured
Unstructured

27. Leadership: types of power position power
coercive power - threatening punishment
connection power
legitimate power
reward power

28. Types of power: personal power
expert power
information power
referent power (based on personal attractiveness/ charisma)

29. Leadership styles decision-making directive permissive implementation
Close supervision
Gives autonomy in implementation
autocrat
implementation
Making decision
alone
democrat
Making decision
participatively