Week 10 term

Project Managers and Ethics, Leadership, and Technology

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Project Managers and Ethics, Leadership, and Technology

Organizational Structures Relating to Project Management

When it comes to the performance of a project manager, organizational structure matters and also speaks volumes about an organization’s goals and objectives. It is imperative to note that though some organizations may choose to follow a particular structure, there can be teams as well as departments that also make up structure. In many cases, functional organizational structures such as finance and engineering comprise the functional divisions which highly influences the performance of a project manager. They need to work in harmony in a manner that addresses challenges and delays during various activities (Bandeira & Monteiro, 2014). In functional divisions, the project manager has no much authority but can work together with the functional managers in meeting project needs. In a functional structure, operations normally run smoothly especially if only a single function is undertaken in a certain function. However, challenges normally arise if functions need to work together in accomplishing a certain activity meaning that a project manager must be able to lead the teams and groups in accomplishing a task in line with allocated time and plan.

On the other hand, in matrix organizational structures, control is normally shared. Mainly, the project manager tends to share control with other functional manager based on established policies and work formulae (Bandeira & Monteiro, 2014). Notably, when a single task is undertaken solely by a particular function, the manager is responsible for overseeing completion in line with set guidelines and timelines. Further, there are organizations which foster project-based structures where functions and department are put in place based on certain project requirements. In this type of a structure, every team or a department is responsible for a certain task hence the project manager mainly needs to ensure that all tasks are undertaken in line with expectations with regard to quality, budget, quantity, and time allocated (Bandeira & Monteiro, 2014). It can be seen that the organizational structure normally influences the manner in which a project manager undertakes duties. However, it is imperative to highlight that the project manager is central to all processes meaning he must be available for monitoring and controlling as well as leadership.

Roles that project managers can play in organizational leadership

Project managers are normally given authority and positions of power hence have a critical role to when it comes to organizational leadership. One way of doing so entails leading by example. It has been established that junior employees are normally likely to look upto their leaders hence individuals in positions of power must be able to lead by example (Balkundi & Harrison, 2006). One good example entails fostering change in an organization. In order for it to be well done, the leaders must lead by example so that junior employees can watch and learn as well as imitate. In this light, a project manager must lead by example especially when meeting project goals as leadership is normally critical.

Additionally, the project manager can be involved in leadership functions such as decision-making and conflict resolution. There are numerous times when the two functions need to be attained in an organization. A project manager must be able to step up and offer long-lasting solutions that can also be applicable in other areas within an organization (Balkundi & Harrison, 2006). When undertaking such duties, it is highly important for the project manager to be involved closely with junior employees in order to motivate and make them see the big picture. Essentially, a project manager is a leader hence must be able to portray leadership skills while meeting daily duties. Doing so enables him to create an organizational culture that will enable successful project completion.

Human Resource Factors that Affect Project Management

When it comes to effective project management, human resource factors are key to successful completion of project. One factor that is continually gaining ground is talent management. It refers to the extent to which an organization is able to leverage the talent in the organization. For instance, how are talented and skilled employees treated in an organization? In a case where such employees are not treated in a manner that motivates them, it is likely that their potential will not be exploited. It is imperative to note that it is beyond a project manager’s duties hence the managerial level must be able to manage talent in a manner that positively impacts general organizational performance. Further, talent management also involves other tasks such as putting in place measures that attract talent to the organization such as better career development opportunities and incentives.

An additional factors entails cultural competence of the employees. Workers must be able to relate effectively when meeting their duties while appreciating each other’s diversity. There are organizations which do not put enough emphasis on training employees on diversity and cultural competence which might lead to negative implications especially when working with teams. In this light, there is possibility of conflicts and poor team performance which impacts overall performance in various functions such as projects which highly depend on team performance. It can be seen that in the event that employees lack cultural competence that highly impacts the performance of teams.

Further, demotivated employees are likely to underperform especially if their demotivation results from poor relations with the managerial level. For a project to be completed successfully, workers must be motivated to meet the set goals and objectives hence it is the duty of the managerial level to put in place measures which ensure that all employees are motivated and fulfilled. Mainly, it is imperative that the top level considers the needs and concerns of workers in a timely manner which makes them feel a sense of belonging and motivation.

Additionally, the level of skills of employees may also impact performance especially when undertaking technical project such as IT projects. When workers have insufficient skills, the project manager is loaded with more responsibilities as the teams are not able to deliver as per the expectations. In some cases, much time is spent on training employees so that they can meet new goals which reduces time available for the completion of the project. In most cases, it is highly important for the project manager to assess the skill level of employees so that strategies can be put in place with regard to equipping them with the needed competence.

Conflict Resolution Techniques for Project Managers

For a project manager, there are a number of conflict resolution measures that can be adopted mainly depending on the nature of the conflicts. One common method entails accommodation. This is a technique where a conflicting party’s need are normally met in order to avoid more problems that are likely to emerge (Bratton & Gold, 2012). When working with teams, there are possible scenarios where resources need to be shared. However, it is common for teams to experience conflicts especially if there are no laid down strategies for resource sharing. In such a case, the conflicts can only be solved by accommodation. For instance, a project manager can access more resources to avoid sharing which leads to conflicts and delays in project management.

Avoidance is also a strategy that can be applied in management of conflicts. It entails ignoring or avoiding a conflict with the hope that it might resolve itself. In some cases, teams are likely to experience conflicts as a result to certain temporal situations. For instance, there are project situations that make team members to collide and disagree leading to conflicts. If such situations are temporal, the project manager can avoid as the situation is likely to resolve itself (Bratton & Gold, 2012). The major reason why he should avoid confronting the issue is the fact that it is sometimes not possible to create a win-win situation which may demotivate a particular party or a team.

Collaboration is also a major way through which conflicts can be dealt with by a project manager. It is a technique where a manager as well as the conflicting parties work together in fostering a working solution to the problem (Bratton & Gold, 2012). In this method, the project manager engages the conflicting teams and guides them in assessing the best solution that creates a win-win situation. It has been established that sometimes, teams can actually solve problems by themselves but lack of leadership in the teams lead to failure. In this light, the manager provide leadership which enable the team to reach an agreement hence arriving at an amicable solution.

Compromising is a common technique that is normally applied in conflict resolution. Mainly, it calls for teams to give up some of their interests and demands in a manner that enables creation of a neutral ground. Normally, the project manager must be able to lead the teams in comprising with the goal of reaching a neutral position (Bratton & Gold, 2012). The conflicting teams must be involved at the same time so that all their interests and sources of conflicts are assessed. This is done so as to ensure that all factors have been considered in line with the primary goal.

Finally, competition can also be applied as a mechanism for conflict resolution. It is a zero-sum game which means that one side wins while the other loses. The method is normally applied in situations where little or no harm is caused hence cannot be applied in situations where harm may be caused. A project manager must be keen when utilizing this method as any harm caused may have far-reaching effects on the overall project. Essentially, the project manager has numerous techniques that can be applied depending on the nature of the conflicts.

Leadership Approaches and when they are Best Utilized

One leadership style that is highly applicable during the performance of a project manager is the democratic style. It refers to an approach where a leader is able to accommodate ideas of the affected parties hence a decision cannot be made without them (Bass & Bass, 2008). It is an effective approach which makes the subjects feel a sense of belonging as their voices are listened to and their needs taken into consideration. The approach is highly applicable in situations where followers need to be motivated and inspired. For instance, when a project is kicking off, the project manager needs to make team members feel that the project is theirs as a way of motivating them. One way of doing so is to involve them in primary functions such as decision-making.

` A project manager can also utilize transformational leadership approach which entails fostering a change through leading by example with an aim of attaining a particular change. This kind of leadership is also applicable in making subjects realize higher performance especially in cases where high quality is expected (Basford & Offermann, 2012). When working for a project, every manager aims at attaining higher goals hence there is a need to motivate and make subjects also reach for the higher goals. The leader hence must make the team members part of the team through portraying leadership skills that are in line with the needs of the 21st century. Hence, it can be seen that the transformational approach is highly applicable when a certain change needs to be achieved or when a leader wishes to impact the performance of the subjects.

Finally, the project manager also needs to employ an autocratic leadership style. It involves an approach where every decision rests with the leader. It is applicable in certain situations such as when decisions need to be made very fast for instance, in the middle of process. It is imperative to note that some approaches such as the democratic style are time consuming hence not applicable in situations where quick decisions need to be made. Further, in other processes such as conflict resolution, the leader is supposed to make quick decisions that enable the best outcomes hence making such as a decision is primarily at the discretion of the leader (Bass & Bass, 2008). It was earlier ascertained that leadership is central to project management. Notably, the manager is supposed to utilize leadership approaches depending on the nature of the problems at hand meaning that the project manager needs to be equipped with the necessary skills.

Ethical Dilemmas Faced by Project Managers

One, the face a dilemma relating to hiring the wrong people for the job. They may be forced to relate to and hire friends or relatives when completing projects especially in cases where the friends and relatives are more qualified. A closer eye perceives that is unethical as individuals tend to think that closeness with friends and relatives preceded merit.

Two, a project manager is likely to depict biasness either knowingly or unknowingly. Biasness leads to sidelining of certain workers and parties which may end up demotivating them. In some cases, the manager may be forced to be bias hence he is normally in an ethical dilemma regarding what to choose.

Three, they are also faced with a dilemma on whether to blame other people or parties for failure which may be experienced in the process. Should they take responsibilities for all failures and mistakes? It is an ethical dilemma that face majority of project managers especially in cases where other parties are completely responsible for the failure.

Four, there are times when they tend to ignore health and safety standards especially in cases when taking care of them leads to financial implications. Most tend to overlook the risks which is considered unethical. A manager should ensure that all team members are safe. Finally, it is common for backstabbing to occur. It refers to a situation where the managers backstab other employees especially those lower than them which is also considered unethical.

Tools for Project Procurement

There are various tools that are normally used for procurement. First, expert guidance is normally looked for. It entails accessing experts who offer advisory on how procurement needs to be undertaken with regard to various issues such as accessing vendors. Second, advertising can also be applied. It is a common tool for making vendors and partners aware of business needs (Bandeira & Monteiro, 2014). When an organization receives responses, it checks to determine the best vendor or partner. Third, independent estimations can also be done with an aim of establishing whether costs offered by vendors are sensible. It entails gathering helpful data. Finally, proposal evaluation can also be undertaken in order to evaluate offerings made by potential vendors with an aim of evaluating the best.

Role of Technology in Project Management

In nearly all business functions, technology has a role to play hence can also be utilized in project management. During project process, there are numerous activities that can better be undertaken when deploying technology such as data management, monitoring, record-keeping, asset management, and inventory management among others (Bandeira & Monteiro, 2014). It is imperative to note that the level of technology applies is mainly dependent on organization’s technology as well as the manager’s technology-related skills (Bandeira & Monteiro, 2014). A budgeting plan needs to be put in place so that a project manager can be able to fully exploit technology.

A manager needs to gather and analyze data when undertaking a project. Such is best done when utilizing application software that enable easier data entry and analysis. Additionally, monitoring factors such as employee performance can be done while utilizing technology. One can make follow ups and examine how the team members are performing while also collecting data (Bandeira & Monteiro, 2014). Further, technology can also be utilized in other functions such as communication. There are cases where a manager is working with distinct teams which may not be in the same geographical locations (Bandeira & Monteiro, 2014). In such a case, deploying technology for easier communication is normally a bold move. Finally, technology enables a manager to manage inventory which aids in optimal use of resources as well as avoidance of shortages.

Project management field development aided by modern technologies

The project management field is an area that is quickly embracing technology hence there are huge expectations in the near future. One major one entails the ability of a project manager to control and guide team members remotely. This means that one will need not be physically available for work to continue. Such a feat can only be enabled by developments in technologies for communication and human interactions. This means that project managers will have much less to do as they will not need to be physically available at the sites.

Additionally, it is expected that technology will enable better monitoring, projections, and more efficient resource use. It is expected that technological developments will enable project managers to project and predict potential occurrences before-hand hence. When known, they will be putting in place strategies that will address such challenges hence enabling higher efficiency and timely delivery of results.

References

Balkundi, P., & Harrison, D. A. (2006). Ties, Leaders, And Time In Teams: Strong Inference About Network Structure’s Effects On Team Viability And Performance. Academy of Management Journal 49(1), 31-53.

Bandeira, C., & Monteiro, M. (2014). Project Management In Health And Medical Research. Journal of Human Growth and Development 3(6), 71-88.

Basford, T., & Offermann, R. (2012). Beyond Leadership: The Impact of Coworker Relationships on Employee Motivation and Intent to Stay. Journal of Management and Organization, 18(6), 63-77.

Bass, B., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research and Managerial Application. New York, NY: Simon & Schuster.

Bratton, J., & Gold, J. (2012). Human Resource Management: Theory and Practice. London, UK: Palgrave Macmillan.