Fundamentals of Team Management

Question 1

(ISO21500) Develop Project Team:

Answer 1

To improve the performance and interaction of team members in a continuing manner. Should enhance team motivation and performance.

Question 2

Team:

Answer 2

A number of people who are committed to a common purpose and are working together and interdependently to achieve specific performance goals using an approach for which they hold themselves accountable

Question 3

A clear sense of mission:

Answer 3

People work better if they know how their performance contributes to achieving an objective. Invest time to clarify roles and define concrete goals from beginning

Question 4

A productive interdependency:

Answer 4

Developing a holistic sense of appreciation for the strengths and contribution of each team member to the project success

Question 5

Cohesiveness:

Answer 5

Degree of mutual attraction that team members hold for one another and their tasks

Question 6

Tuckman Model Stage - Forming:

Answer 6

Team members get to know each other and establish team ground rules, roles and responsibilities. People are often apprehensive, reserved and exhibit low trust. Attitudes of Excitement, Anticipation, Anxiety, Questioning

Question 7

Tuckman Model Stage - Storming:

Answer 7

Team member begin to resist authority and rules, demonstrate hidden agendas and bias, test the limits and constraints placed in their behaviour. Team may clash over control -> break up or withdraw

Question 8

Tuckman Model Stage - Norming:

Answer 8

Team members agree on operating procedures and seek to work together. Collaboration, Communication, Commitment and Cohesiveness

Question 9

Tuckman Model Stage - Performing:

Answer 9

The group members work together effectively and focus on accomplishing their tasks. Increased trust, Confidence, Optimism, Creativity.

Question 10

Tuckman Model Stage - Adjourning:

Answer 10

Team disperses and members move onto other projects. Positive feeling about teamwork and a sense of accomplishment

Question 11

Situational Leadership:

Answer 11

The adoption of an adaptive approach in which the leader is flexible in order to suit his/her leadership style to the specifics of the context

Question 12

Blanchard and Hershey Model Style - Telling/Directing:

Answer 12

Implies specific guidance and close supervision. Leader makes decision, communicates it and expects that it will be performed. A “do this” position with clear required actions to be performed.
Use: Followers of low competence, low commitment.
Leader Focus: High on tasks, low on relationship. Effective approach in crisis management

Question 13

Blanchard and Hershey Model Style - Selling/Coaching:

Answer 13

Implies explaining and persuading (“sell”). Leader is open to suggestions/opinion. Spends time listening/advising and even helping/coaching.
Use: Followers of low/some competence but high commitment.
Leader Focus: High on task, high on relationship

Question 14

Blanchard and Hershey Model Style - Participating/Supporting:

Answer 14

Both leader and followers participate in the decision-making process. Emphasis on motivating and supporting followers.
When: Followers on high competence but low/some commitment.
Leader focus: Low on task, high on relationship

Question 15

Blanchard and Hershey Model Style - Observing/Delegating:

Answer 15

Let others do it. Leader provides minimum guidance or just helps to solve problems. Team decides and the leader may occasionally be asked to participate in decision-making.
When: Followers of high competence and high commitment.
Leader Focus: Low on task, low on relationship

Question 16

D. Goleman Model Style - Coaching Leaders:

Answer 16

Helping others in personal development as well as job-related skills/activities. Leader ensures that people have the knowledge and tools to get their job done

Question 17

D. Goleman Model Style - Pacesetting Leaders:

Answer 17

Sets very high expectations and performance standards for themselves and their group. The leader leads by example. Style should be used sparingly since groups/people can burn out

Question 18

D. Goleman Model Style - Democratic Leaders:

Answer 18

Gives members of the group a vote or say in almost all decisions. When used effectively, can build flexibility and responsibility and help identify new ideas. Time consuming

Question 19

D. Goleman Model Style - Affiliative Leaders:

Answer 19

Put team members first. Used when morale is low or in team-building. Leader uses praise and helpfulness to build up the team’s confidence

Question 20

D. Goleman Model Style - Authoritative Leaders:

Answer 20

Very good in analysing/dealing with the problems and challenges at hand and they can clearly identify goals that will lead to success. Typically allows group members to help figure out how to solve problems

Question 21

D. Goleman Model Style - Coercive Leaders:

Answer 21

Command and control style of telling others what to do. Requires very clear vision of the result and how to best achieve it. Used with caution as undermines group members motivation

Question 22

Goal Setting:

Answer 22

A person or group defines what they aim and commit to achieve

Question 23

SMART criteria to guide Goal Setting:

Answer 23

S: Specific
M: Measurable
A: Achievable
R: Realistic
T: Time-limited

Question 24

Time Management:

Answer 24

Method/approach/way applied to organise and plan how long you spend on specific activities

Question 25

Conflict:

Answer 25

A process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours

Question 26

Conflict Management Category - Goal-Oriented Conflicts:

Answer 26

Disagreements about results, performance criteria, objectives, priorities

Question 27

Conflict Management Category - Administrative Conflicts:

Answer 27

Arise through management hierarchy, structures and company philosophy

Question 28

Conflict Management Category - Interpersonal Conflict:

Answer 28

Due to personality differences, sources may include behavioural styles, egos, ethics, personality traits, bias

Question 29

3 Schools of Thought:

Answer 29

Traditional, Behavioural, Interactionist

Question 30

Conflict Management Resolving - Mediate:

Answer 30

Directly and actively seek to find a solution. Options of “defusion” vs examining underlying causes. Requires working with both parties to come to a common agreement

Question 31

Conflict Management Resolving - Arbitrate:

Answer 31

Impose a judegement after listening to both positions. Beware not to make interpersonal judgement - put emphasis on facts and on the judgement itself

Question 32

Conflict Management Resolving - Control:

Answer 32

Not all conflicts should be quickly resolved. A pragmatic response may be to wait for some time until parties cool down then intervene

Question 33

Conflict Management Resolving - Accept:

Answer 33

Do nothing. Sometimes by intervening, you may have a worse result. Someone may not know the full story

Question 34

Conflict Management Resolving - Eliminate:

Answer 34

Remove conflicting party or parties from the project