2.2 - Compare Team Management Techniques to ensure positive stakeholder relationships

Question 1

Name 4 benefits of undertaking stakeholder mapping

Answer 1

1. It allows for identification of key stakeholders (key players) who will need to be closely involved in the process. The requirements and expectations of these stakeholders will shape the project/procurement or process
2. Allows for identification of the stakeholders that need a higher level of communication due to their level of power or interest
3. It allows us to start to think about how each stakeholder type should be managed and which should be prioritised. Each type of stakeholder needs to be managed in the right way. This is a key factor that contributes towards positive relationships
4. When positive relationships are created and actively managed, the outcomes of a project or procurement are likely to be better

Question 2

What is the horizontal axis of the mendelow stakeholder matrix

Answer 2

Stakeholders level of interest

Question 3

What is the vertical axis of the mendelow stakeholder matrix

Answer 3

The power a stakeholder has to influence

Question 4

Name the 4 quadrants in mendelow stakeholder matrix

Answer 4

1. Keep satisfied
2. Manage closely (key player)
3. Minimum effort
4. Keep informed

Question 5

What is the outcome of the mendelow stakeholder matrix

Answer 5

To understand which stakeholders may be resistant to a particular strategy or project and which stakeholders will be supporters

Question 6

Describe in 4 ways stakeholders that should be managed with minimal effort

Answer 6

1. Low in power and their level of interest is also low
2. Meeting their needs will take minimal effort
3. Lack of interest and power may make them more open to influence and they are more likely to accept than others
4. An example of this stakeholder is a laundry service provider that currently cleans uniforms

Question 7

Describe in 4 ways stakeholders that should be managed by keeping them informed

Answer 7

1. They are interested but they lack power
2. The group may try to gain power by joining with the stakeholders who are either key players or there to keep satisfied
3. They will need to be kept informed regularly of plans, outcomes and changes via a range of communication methods
4. An example of this stakeholder is the staff who will wear the uniforms, who will want a uniform that they are comfortable in

Question 8

Describe in 3 ways stakeholders that should be managed by keeping them satisfied

Answer 8

1. Stakeholders are high in power but have a low level of interest
2. Procurement needs to avoid them gaining too much interest and becoming key players
3. Examples of this stakeholder are the HR department and the managers of the affected staff

Question 9

Describe in 4 ways stakeholders that should be managed by them being key players

Answer 9

1. Stakeholders are high in power and their level of interest is also high
2. Stakeholders will need to be involved early in the process and should participate in key decision-making in order to secure their support
3. They should be regularly updated with regard to progress, otherwise they could delay or stop progress all togther
4. An example of this stakeholder is the head of the marketing and branding department

Question 10

Name 5 limitations of mendelows matrix

Answer 10

1. The matrix does not consider whether the stakeholder is a supporter of the project or against it
2. When mapping stakeholders their level of interest may be underestimated, which is a very subjective concept. This could result in under engaged stakeholders slowing down progress or approval of the procurement project
3. The concept of power may be misunderstood
4. The mapping exercise may result in the selection of strategies that are biased to one type of stakeholder group
5. As with many of the models we have discussed, it only provides a snapshot in time

Question 11

Name 4 benefits of developing positive relationships with stakeholders

Answer 11

1. Involving stakeholders makes them more likely to support a project/procurement
2. Support from stakeholders that have high interest and power can mobilise resources and support for the project/procurement and can also reduce resistance
3. Stakeholders will often make important contributions via their expert input to a project. These contributions will be supported if there are positive relationships with stakeholders and they are involved from the start of the project
4. Fewer project delays caused by resistance lead to less waste

Question 12

Name the 4 segments of the mendelow matrix that assesses overcoming resistance

Answer 12

1. Negative leaders
2. Promotors
3. Silent opponents
4. Supporters

Question 13

What is the horizontal axis on the mendelow matrix assessing overcoming resistance

Answer 13

Stance on the project

Question 14

What is the vertical axis on the mendelow matrix assessing overcoming resistance

Answer 14

Influence on other stakeholders

Question 15

Name 3 reasons why a stakeholder may resist a procurement project

Answer 15

1. Fear of change or uncertainty
2. Loss of control and stability
3. Loss of power wealth within the stakeholder group

Question 16

Name the 3 stages of the Kubler-Ross model

Answer 16

1. Shock and denial
2. Anger and depression
3. Acceptance and integration

Question 17

Name the 7 key stages of the Kubler Ross Model

Answer 17

1. Shock
2. Denial
3. Frustration
4. Depression
5. Experiment
6. Decision
7. Integration

Question 18

Conflict

Answer 18

A disagreement, or difference of opinions or principles

Question 19

What model helps a buyer identify where conflict may occur

Answer 19

Kurt Lewin - 1951

Question 20

What is the aim of the Kurt lewin analysis

Answer 20

It aims to identify the driving forces for a project or procurement activity as well as the restraining forces

Question 21

What does the Thomas Kilmann model introduce

Answer 21

Different conflict management styles to cope with identified or emerging conflict

Question 22

Name the 2 axis of the Thomas Kilmann model

Answer 22

1. Horizontal axis - Co-operativeness (extent to which a person trys to satisy others’ concerns)
2. Vertical axis - Assertiveness (extent to which a person will try to satisfy their needs first)

Question 23

Name the 5 methods of responding to conflict as per the Thomas Kilmann model

Answer 23

1. Competing
2. Collaborating
3. Compromising
4. Avoiding
5. Accommodating

Question 24

Describe avoiding (thomas kilmann)

Answer 24

Used when there is low concern for oneself and others

Question 25

Describe competing (Thomas Kilmann)

Answer 25

Used when there is high concern for oneself and low concern for others

Question 26

Describe accomodating (Thomas Kilmann)

Answer 26

Used where there is low concern for oneself but high concern for others

Question 27

Describe collaborating (Thomas Kilmann)

Answer 27

Used where there is high concern for both oneself and for others

Question 28

Describe compromising (Thomas Kilmann)

Answer 28

Occupies the middle of the model. It has elements of both assertiveness and cooperative behaviour

Question 29

Name 4 improved outcomes of using cross functional teams

Answer 29

1. More comprehensive and accurate specifications resulting in reduced costs 2. Innovation/creation of synergies by combining individuals and functions 3. Improved risk-management by viewing risk on a more holistic, organisation-wide basis 4. Knowledge sharing/problem solving and development of team members

Question 30

Name 4 types of relationships where you may use cross functional teams

Answer 30

1. Strategic 2. Partnership 3. Joint Venture 4. Co-destiny

Question 31

Describe cross organisational teams

Answer 31

They are generally used to manage large, strategic procurements or projects. The project will benefit from the synergies created by the group, which may even involve suppliers

Question 32

Name the 5 stages of Tuckmans team and group development model

Answer 32

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Question 33

Describe the Tuckman team and group development model

Answer 33

The model is based on team dynamics, he believed that these stages are inevitable for a team to grow to the point where it is functioning effectively and producing high-quality results

Question 34

Forming (Tuckman)

Answer 34

The stage when the team first comes together. Its a staggered process where the team meets for the first time and its described with uncertainty

Question 35

Storming (Tuckman)

Answer 35

During this stage there is a lot of change. Team members will compete with each other for status and acceptance of their ideas. team performance may decline at this stage

Question 36

Norming (Tuckman)

Answer 36

The team performance begins to improve, as members of the team start to work together more effectively. Working together as a team seems more natural and members may even value the differences between them

Question 37

Performing (Tuckman)

Answer 37

The team is performing and delivering benefits, meeting its objectives and goals by working together. The team is functioning at a high level and is motivated. Not all teams will reach this level; some will stop at the norming phase

Question 38

Adjourning (Tuckman)

Answer 38

Refers to when the team is completing the current project and the members will move on to new projects and form new teams. This can result in feelings of sadness for the team members and this stage therefore focuses on the wellbeing of its members

Question 39

Name the 5 options to extend the Tuckman model with descriptions

Answer 39

1. Transforming - when the team is overhauled or refocused 2. Reforming - when the team has members leave or evolves it may need to reform itself 3. Mourning - the reaction to the breakup of the team 4. Dorming - similar to mourning, but when the team goes into decline or recess 5. Swarming - used in conjunction with agile thinking and crisis management when a team is formed to deliver rapid change or resolve an emergency

Question 40

What do the Tuckman stages also apply to?

Answer 40

The development of cross-functional teams

Question 41

Name 10 negative characteristics that teams that are not working together effectively will show

Answer 41

1. Poor communication 2. Lack of clarity 3. Blaming other members for failure 4. Lack of focus 5. Not meeting deadlines 6. Producing low-quality work 7. Team members competing with each other 8. Conflict 9. Low levels of motivation 10. Low levels of trust