Level 3 - Managing People

Question 1

What techniques do you use to manage your team?

Answer 1

Tailor style to suit situation. Influence without authority. Rapport building.

Autocratic, then participative as per Tuckman;

Forming, Storming, Norming and Performing team-development model which I used at the start of MatchesFashion DC Project.

1. Forming
   Leader guides - dictating roles and responsibilities, aims and processes.
2. Storming
   Leader coaches – development of relationships, team members test strength of leader.
3. Norming
   Leader facilitates – roles and responsibilities clear and accepted, Team now focused on goal and more delegation can occur as trust develops. Working processes can be reviewed and improved.
4. Performing
   Leader delegates and oversees – ream required delegated tasks from leader and less instruction and assistance as autonomy increases.

Question 2

How do you manage a team effectively?

Answer 2

For example in managing a design team in ensure each member fully understands:

• Situation, Intent (of the Client, project of Task) and the Task at Hand and End State
• Freedoms and Constraints - time, resources etc.
• Coordinating instructions. Responsibilities and interfaces

Culture without blame, regular communication and feedback.

Question 3

What is the difference between management and leadership?

Answer 3

Leadership
• Sets and develops goals;
• Has a focus on the long term strategy;
• Focuses on people and inspires trust in them; and
• Creates the structure and rules to be followed in order to achieve operational tasks and reach strategic goals.
• Needs to motivate.

Management: 
•	Controls and administrates tasks;
•	Has a focus on meeting short term, operational level targets; and
•	Follows the structure and rules.
•	Needs to plan organise and coordinate.

Question 4

How would you deal with a team member that was underperforming?

Answer 4

Citibank - London Projects - Subordinate PM

First seek to understand then to be understood.

Make expectation and recent performance clear.

Mutually agree plan to resolve and manage.

If no change then escalate to formal PIP and training, mentoring.

Question 5

Give an example of a conflict with a contractor or design team and how you have resolved it?

Answer 5

EXAMPLE REQUIRED

Question 6

How do you create a positive atmosphere?

Answer 6

• Adhere to RICS professional and ethical standards as a baseline.
• Set behaviour expectations. Focus on shared objectives and outcome. Clear expectations and open communicative culture without blame.
• Where possible build meaningful relationships built on mutual respect. HAVE FUN!

Question 7

What is included in the Equality Act (2010)?

Answer 7

Simplifies prior Legislation which protects individuals from unfair treatment and promotes a fair and more equal society. Introduced nine protected characteristics;

age
disability
gender reassignment
marriage and civil partnership
pregnancy and maternity
race
religion or belief
sex
sexual orientation

Question 8

Describe what makes an effective organisational structure / communication network?

Answer 8

Command, Control & Communication network for timely decision making:

• Defining the scope of tasks and who contributes at each stage e.g. consultants and client stakeholders.
• Ensure that communication channels are streamlined e.g. single point responsibility for each group, client and design team.
• As dynamic as required for timely decision making.
• Reflective of client’s governance requirements; policies, protocol and compliance, ie design & financial reviews/approval.

E,g.

Client Project Lead to Project Manager only.
Project Manager to Lead Designer - liaison with and between sub-designers
Project Manager to Main Contractor - liaison with design team and sub-contractors as required.

Question 9

Types of Power within an organisation.

Answer 9

Legitimate Power come from nominated Position – For example relationship between a project manager and a site engineer.

Illegitimate Power – Position power is strengthened, or weakened, by the following;

• Personal – Personality, charisma and popularity.
• Expert – This relates to experience and specialist knowledge.
• Information – Manager can exert influence through the control over dissemination or distortion of facts and info.

Question 10

Explain how climate and culture affect human resource performance?

Answer 10

Harrison (1972) Handy (1998) Culture Types

Power – Smaller companies with few rules, quick decisions made by few, autocratic.
Task – Project orientated with expert power being dominant.
Role – Tall structure, hierarchical bureaucracy, rules, slow decision making.
Person – Collection of similar specialists e.g. small architect or consultancy firm, personal power.