Effective Presentations

Outline

1. Introduction

2. Richard Hackman’s Personal View

3. Offer explanations behind the personal view

· Objectives of the report

1. Main points in the discussion of the report

2. Team utilization arguments

3. The motivation behind the statements offered by Hackman’s statement

4. Need for different experiences, capabilities, and skills in handling complex projects

· Utilizing a team in enhancing decision making and creativity

1. Distributing tasks, professionalism in a group, and faster completion.

2. Recommending the use of a team

3. Team leadership processes versus management

4. Identification of the best expertise

· Motivating a team

1. Efficient communication

2. Enhancement of involving a team

3. Conflict resolution procedures

4. Conclusion

5. Restating the views offered by Richard Hackman’s statement

6. A summary of the main points in the report

7. References

Report

Introduction

There are different capabilities and skills needed to achieve the project's objectives satisfactorily when looking into a complex plan which has numerous activities, aspects, and decision-making procedures by the application of the 3*3 writing process. Therefore, team utilization is inevitable when handling tasks. The absolute demand for capabilities and skills needed in handling or managing complex projects does not augur the arguments offered by Richard Hackman, which proclaim that teams may not work effectively when handling complex tasks.

On the other hand, there is an importance of utilizing a team when handling complex projects. Therefore, one disagrees with statements offered by Richard Hackman and maintains that there is a vast significance of using groups when managing complex tasks. The report will deduce the reasons provided by Hackman and explain the relevance of utilizing a team and the importance of leaders ensuring that teams remain a useful asset when handling a task or complex project.

Team Utilization Arguments

According to Richard Hackman, it may not be to the team's best interest to utilize a team when implementing complex projects (Hackman, 2011). The above assertion is attributed to the belief surrounding the complexity and sensitivity of complex projects which need a significant precision in ensuring its objectives are met. Hackman tends to assume that teams are prone to slow decision making or conflict due to lack of creativity or development of numerous ideas when team members are trying to fit into the team’s needs. However, the benefits of the team have been observed to outweigh the side effects offered above as accorded in the various classmate’s approaches.

Varying experiences, capabilities, and skills are needed in certain aspects of a complex project. These differences can be obtained by enlisting and combining team members who possess diverse skills and strengths in ensuring that all prospects of a project are handled effectively (Allen, 2015). Individuals who possess diversified powers and can contribute to the various project execution aspects such as procurement, budget management, operations, and technology are needed when utilizing teams. Teams have to ensure that there is enhanced creativity at their disposal due to the importance of having each team member offering invaluable ideologies that can be utilized in accomplishing the project's objectives when managing complex tasks. The most innovative and best ideas can be used in enhancing the performance of the project based on the ideologies presented. Distribution of responsibilities and duties among the group members can simplify the task and effectiveness of the project. Team members are offered specific jobs that need to be completed in due time, depending on the skills, experiences, and strengths of each group member. When assessing the approaches presented by the groups, it was significant to assert that the above process assisted in ensuring the projects were completed faster and in the professional level submitted was higher as opposed when teams are not utilized.

Recommendations in Utilizing a Team

Various challenges can be witnessed in assessing the groups which limited their performance due to the complex nature of team project management. The above assertion explains Hackman's statements purporting to the management of complex projects. One needs to consider certain factors that will determine the success of a team in efficiently handling complex projects. For instance, taking the position of a team leader is needed as much as the paradigm within which the management concurs should not surpass the manager's roles. The above assertion calls for the team leader playing the exact stipulated role, thereby guiding the team to foresee a shared vision (Hobday, 2000). Secondly, the team leader has to assess the best expertise through a selection of best talents and expertise in the required field. The team should be motivated as the presence of charisma and energy in an environment tends to foster an increase in productivity, which is manifested by the team leader. Lastly, there should also be enhanced communication, involvement, and development of conflict resolution skills in a team, and these are part of the roles that a team leader has to manage (Kerzner, 2017). The delegated functions and sections are further segmented by the team leader who assigns tasks in complex projects.

Conclusion

Therefore, teams are highly valuable to the accomplishment of complex projects and thus assessing the reviews from other classmates it can be correct to assert that there is a disagreement in accordance to Hackman's statements on the utilization of team in complex projects. The above assertion is dominant because team members offer invaluable skills and experience, sharing of ideas in completing and increasing the project performance. The complexity of managing teams effectively needs a project leader who will assist in delegating the complex tasks of the organization. There are also recommendations emphasizing effective communication, prompt and working conflict resolution skills, employing the best expertise within a field, and group involvement.

References

Allen, P. M. (2015). Evolution: complexity, uncertainty, and innovation. In The evolution of economic and innovation systems (pp. 145-170). Springer, Cham.

Hackman, J. R. (2011). Collaborative intelligence: Using teams to solve hard problems. Berrett-Koehler Publishers.

Hobday, M. (2000). The project-based organization: an ideal form for managing complex products and systems?. Research Policy, 29(7-8), 871-893.

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.