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SWE2006 Module5

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24 views19 pages

SWE2006 Module5

Uploaded by

Shubhangi Jethwa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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SWE2006– Software Project Management

MODULE - 5

MANAGING PEOPLE AND ORGANIZING


TEAMS
Introduction – Understanding Behavior – Organizational Behaviour: A
Background – Selecting The Right Person For The Job – Instruction In
The Best Methods – Motivation – The Oldham – Hackman Job
Characteristics Model – Working In Groups – Becoming A Team –
Decision Making – Leadership – Organizational Structures – Stress –
Health And Safety – Case Studies.

Dr. V. Sakthivel , AP(Sr. G)/ SCOPE, VIT, Chennai


Project Manager’s Role
Suggested Skills for a Project Manager
PM’s Role between Management and Project Team
PM’s Role between Management and Project Team
Main Concerns

4 main concerns:
• Staff Selection
• Staff Development
• Staff Motivation
• Well-being Staff during course of project
Staff Selection

Selecting the right person for the job


– Besides the s/w tools the individuals selected for a job
affect the programming productivity.
– Experience
– Person who can communicate well.
Cont..

• Fredrick Taylor attempted to analyse the most


productive way of doing manual tasks.
• Taylor’s three basic objectives
1. To select the best man for the job.
2. To instruct them in the best methods.
3.To give incentives in the form of higher wages to
the best workers.
Recruitment Process

• Recruitment is often an organizational


responsibility.
• Eligible candidates- have a curriculum vitae
which shows the right and required details
• Suitable candidates- who can actually do the job
well.
• Assesses actual skills rather than experience.
Staff Motivation
1. Pay your people what they are worth
– When you set your employees' salaries, be sure that
their pay is consistent with what other companies in
your industry and geographic area are paying.
2. Provide them with a pleasant place to work
– Everyone wants to work in an office environment that
is clean and stimulating, and that makes them feel
good instead of bad.
3. Offer opportunities for self-development
– The members of your team will be more valuable to
your organization, and to themselves, when they have
opportunities to learn new skills.
Cont..

4. Foster collaboration within the team


– Encourage the members of your team to fully
participate by inviting their input and suggestions on
how to do things better.
5. Encourage happiness
– Happy employees are enthusiastic and positive
members of the team, and their attitude is infectious.
Keep an eye on whether or not your people are happy
with their work, their employer, and you.
6. Don't punish failure
– We all make mistakes. It's part of being human. The
key is to learn valuable lessons from those mistakes
so we don't make them again.
Cont..

7. Set clear goals


– As a leader, it's your job to work with the members of your
team to set clear goals. And once you do that, make sure
everyone knows exactly what those goals are, what their
relative priority is, and what the team's role is in reaching
them.
8. Don't micromanage
– No one likes a boss who is constantly looking over her
shoulder and second-guessing her every decision.
9. Avoid useless meetings
– Meetings can be an incredible waste of time--the average
professional wastes 3.8 hours in unproductive meetings
each and every week. Create an agenda for your meetings
and distribute it in advance.
Methods to improve job satisfaction

• Set specific goals


• Provide feedback on the progress towards
meeting those goals
• Consider job redesign
– Job enlargement
– Job enrichment
Leadership Styles
Becoming a team

Five basic stages of team development:


Balanced teams

• Meredith Belbin studied the performance of top


executives carrying out group work at the
Hendon Management Centre
• Tried putting the ‘best’ people together in ‘Apollo’
teams – almost invariably did badly
• Identified the need for a balance of skills and
management roles in a successful team
• The difference between “eligible” and “suitable”
candidates
Management team roles

• The co-ordinator – good at chairing meetings


• The ‘plant’ – an idea generator
• The monitor-evaluator – good at evaluating ideas
• The shaper – helps direct team’s efforts
• The team worker – skilled at creating a good
working environment
• The resource investigator – adept at finding
resources, including information
• The completer-finisher – concerned with getting
tasks completed
• The implementer – a good team player who is
willing to undertake less attractive tasks if they are
needed for team success
• The specialist – the ‘techie’ who likes to acquire
knowledge for its own sake
‘Social loafing’

• Tendency for some team participants to ‘coast’


and let others do the work
• Also tendency not to assist other team members
who have problems
• Suggested counter-measures:
– Make individual contributions identifiable
– Consciously involve group members ( ‘loafer’ could in
fact just be shy!)
– Reward ‘team players’
Barriers to good team decisions

• Inter-personal conflicts – see earlier section on


team formation
• Conflicts tend to be a dampened by emergence
of group norms – shared group opinions and
attitudes
• Risky shift – people in groups are more likely to
make risky decisions than they would as
individuals

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