Wednesday, December 11, 2019
Recruiting Project Managers Define Leadership
Question: Describe about the Recruiting Project Managers for Define Leadership. Answer: Introduction Researchers Goleman, Boyatzis and McKee (2013) define leadership as the art of providing such services or facilities to others (to the subordinates to be very specific), such that they receive the training, guidance and the tools that are essential for realizing their full potential. Such leadership processes are necessary for the completion of organizational projects. The following sections of the report would provide an annotated bibliography of eight scholarly literatures that present discussions on various aspects of project team leadership. The concluding part of the report would be utilized for summarizing the information available from the said papers. Organizational Background Omar Jibran Engineering Industries is one of the leading vendors of Injection moulded plastic component to automotive industry in Pakistan. The organization had a very well equipped production facility but relied on foreign companies for supply of moulds and tooling for production of parts. After conducting annual SWOT analysis the management of organization realises that an in-house mould manufacturing facility is crucial for the sustainable growth of organization. The in-house mould manufacturing plant will not only reduced time and cost for producing parts but it an opportunity to diversify the organization product range. The initial project plan developed by Project Manager suggests that this project is expected to cost as much as 10 million US dollars and be completed within a span of 8 months. The plan also identify that a team of 25 people is required for completion of Project. The major issue faced by organization for accomplishment of this project is unamiability of suitably qualified local work force, to overcome the problem the organization developed an extensive training and retention plan for the team that worked on this project. The annotated bibliography provided in the following section has been conducted as a part of the research work undertaken for the project. The annotated bibliography The founder president of Heasley and Partners, Ms. Kathy Heasley defines leadership in the following words: "Leadership is being bold enough to have vision and humble enough to recognize achieving it will take the efforts of many people people who are most fulfilled when they share their gifts and talents, rather than just work. Leaders create that culture, serve that greater good and let others soar"(Heasleyandpartners.com 2016). The following section of the report would be utilized for reporting the findings of the various scholarly articles (essentially covering topics on team leadership) that have been reviewed for documenting this report. The design or structuring of project teams: Resource 2.1.1 Resource: Wright, E. 2013. Project Team Development and How to Accelerate It.PM World Journal, [online] 2(10), pp.1-7. Available at: https://www.pmworldjournal.net [Accessed 12 Aug. 2016]. Discussion: This paper is about the sequential steps of the team development for a project. The study of this article will help to understand the way of developing an effective team for the short-term projects. The designed methodology for the project team development has been tested in the practical field for understanding the effectiveness. Thus, the methodology of the research work was the experimental method. The literature review method was used for the development of the stages of the team development and then the effectiveness of the developed team structuring strategy was experimented among the graduate and undergraduate students practical classes on a private sector university campus in the Midwest. The project team develop strategy described in this paper is about the team development for the students in their capstone project. It is also helpful for the team preparation in the organizational project in the practical field. The team development strategy is developed based on the Tuckman model and necessary for developing a team for any project in the present edge. The paper is useful in understanding the proper leadership role of the mangers of developing an effective team for a project. The different steps described in the journal are very helpful for understanding the way of active project team development by enhancing the readers' knowledge in the area of leadership. Resource 2.1.2 Resource: Dayan, M. and Elbanna, S., 2011. Antecedents of team intuition and its impact on the success of new product development projects.Journal of Product Innovation Management,28(s1), pp.159-174. Discussion: This research paper is about the team development for a new product development project. The different factors of team development and structuring covered in this research paper are the team intelligence, quality of the teamwork and the charged behavior in the field of the new team development for developing product. The methodology used for conducting the research work was the survey method. The sample of the research study were 568 firms in the industries in Ankara and Istanbul. The respondents of the survey were the project managers and the team members of the teams of the new product development in the companies. The research study was conducted for satisfying some predefining hypotheses. The research paper has the authentic data from the practical filed of the project team development for the new products in different types of organization. The findings of the study are helpful for understanding the effective decisions of the managers for developing a team for developing a new product. However, the use of the retrospective data was a limitation of the research study regarding the validity and reliability of the data. The research paper is related to the organizational context of the current research work. This article helped to understand the different factors of team development and taking the superior for managing the team for a new product development. Collaboration in the project environment: Resource 2.2.1 Resource: Suprapto, M., Bakker, H.L., Mooi, H.G. and Moree, W., 2015. Sorting out the essence of ownercontractor collaboration in capital project delivery. International Journal of Project Management,33(3), pp.664-683. Discussion: In this article, the authors have reported the findings of the research work that was aimed at pointing out the optimized collaboration strategies among project owners and contractors essential for the success of engineering projects. The authors have utilized the primary methods of study for conducting this research work: as many as ten senior engineers who have had the experience of being considered as project reporting personnel and project managers have been interviewed. The data collected from these personnel have been analyzed with the help of Q methodology to arrive at a conclusion. The findings reported by the authors indicate that essential components of any collaborative environment, according to the practitioners who have been reviewed are: shared objectives an honest and open communication system a work culture in which no one blames each other and acceptance of shared responsibilities. The data presented in the article is indeed reliable, as the entire information has been based on the primary sources: which is the major strength of the paper. However, the researchers have not conducted any industry wise classification of the data, which can be considered as a weakness. The findings of this research work can essentially be utilized to develop a collaborative work environment in Omar Jibran Engineering Industries and thus the selection of the article is justified. Resource 2.2.2 Resource: Janutaite, S., Vosyliute, V., Vizgirdaite, J. and Taras, V., 2015. Cross-cultural Virtual Group Work: Cooperation vs. Collaboration (Case of Project X-Culture). Social Sciences, 88(2), pp.66-88. Discussion: In this article, the researcher has made an attempt to identify the scenarios in which team collaboration should be utilized in contrast the situations demanding team co-operation. The entire research work is been based on the case study of X-Culture, a project that started in 2010 under the leadership of Dr. Vas Taras with the aim of developing a team of corporate employees, students, professors and other experts from the field of academic research. Those who were in that point of time, interested in working together on various research projects. As mentioned in the article, Janutaite had interviewed some of the members associated with the X-Culture project to fulfil the objective of the study. The author has concluded that the transition from team co-operation to team collaboration should essentially occur during the norming and perform phases of teamwork. However, the researcher has also highlighted the fact that most project teams fail to go through this transition process. The findings of this research work would indeed guide project managers in pinpointing the exact phase at which team collaborations should be utilized. Creating a productive project environment: Resource 2.3.1 Resource: Kessels, J. and Keursten, P., 2002. Creating a knowledge productive work environment. Lifelong Learning in Europe, 7(2), pp.104-112. Discussion: In this article, researchers Kessels and Keursten have attempted to identify the manner in which work environments are changing and the manner in which the productivity of such environments can be improved, such that the employees working in such conditions can consider the same as a learning opportunity and increase their efficiency. The authors have conductive an extensive review of several scholarly articles, thus being capable of finding out the following factors that might be immensely effective in the development of a productive work environment: The exchange of knowledge among the employees who are working together Allowing an employee to work on ideas or activities that they are interested in or are competent. Encouraging the employees in improving their knowledge and skills. It has already been mentioned that there exists a little difference in between structure of research organizations and organizational projects. Thus, it is expected that the information provided in this article would allow project leaders in managing their team environment in a better way. Resource 2.3.2 Resource: Meshanko, P., 2013. The Respect Effect: Using the Science of Neuroleadership to Inspire a More Loyal and Productive Workplace. Cell, 216, pp.513-8740. Discussion: Paul Meshanko, the CEO and President of the Legacy Business Cultures' provides a glimpse of the manner in which certain leadership skills of the managerial authorities can be of great help in producing a working environment that not only increases the productivity and efficiency of the employees but also ensures their loyalty towards the organization. The author has an extensive experience in the domain of neuroscience and had utilized in the same in the identifying the manner in which the lessons provided by this specific domain of science can be effectively used in the practical domain. The authors association with various educational and scientific research groups has brought him to the conclusion that the following are the golden rules for creating an efficient and productive workplace environment: Being capable of communicating in an effective manner Being capable of managing disputes and disagreements Being capable of understanding situations from different perspectives. Being capable of learning from mistakes Being capable of encouraging the team members to improve their abilities continuously. The author had primarily pointed out the above-mentioned factors in the context of academic research groups. However, since most organizational project teams are structured in a fashion similar to such research groups, it is expected that the adherence to the golden rules would necessarily facilitate the process of increasing the productivity of a project team. Selecting project team members/project team member competencies: Resource 2.4.1 Resource: Ahsan, K., Ho, M. and Khan, S., 2013. Recruiting project managers: A comparative analysis of skills and recruitment signals from job advertisements. Project Management Journal, 44(5), pp.36-54. Discussion: In this research article, Ahsan et al. have attempted towards identifying the characteristics and competencies that business organizations expect to have in project managers. The researchers have utilized the method of content analysis for analyzing the recruitment offers posted in leading newspapers. Besides this, the researchers have also collected information from various recruitment websites and have arrived at the conclusion that technical expertise, leadership qualities and efficient communication skills are considered the most essential qualities of project team members. The findings presented in this report would essentially facilitate the process of hiring the project team leaders, based on their skills and qualifications. However, use of only secondary sources is a limitation of the research work. Use of primary data could be more valuable for gathering the data from actual practical filed. The research article is very helpful for understanding the proper way of selecting the project team members and evaluating their skills. The understanding of these factors will help the readers for developing their leadership skills for the future project development works. The study is also relevant to the organizational context of the current research work as it is about developing different types of plastic products through efficient team work, for which the selecting effective project team members is highly significant. Resource 2.4.2 Resource: Loufrani-Fedida, S. and Missonier, S., 2015. The project manager cannot be a hero anymore! Understanding critical competencies in project-based organizations from a multilevel approach.International Journal of Project Management,33(6), pp.1220-1235. Discussion: This particular article is aimed at enhancing the manner in which critical competencies are considered in multilevel organizational projects. The writers have considered the case studies of four project-based organizations and have utilized the findings to point out the competencies that are considered critical in such enterprises. The writers have utilized a case study methodology to conduct the research work that has been reported in this article. The four organization that were selected for doing the research work included IBM and Hewlett-Packard, two renowned enterprises developing IT hardware, the well-known pharmaceutical organization Arkopharma and Temex which is common knowledge for developing electronic products. The researchers had interviewed employees (including project team members, project managers, HR officials and HR managers) of the above-mentioned organizations to gain idea regarding the competencies that are considered critical in these organizations. The findings of the research work indicate that senior managers associated with the organizational projects are expected to have project management competencies, irrespective of the domains in which these organizations operate. In a very similar fashion, technical skills are expected of project team members. The strength of the article lies in the fact that the data were collected by the researchers themselves, thus being reliable. However, the number of interviews conducted was not significant (only 64) which can be considered as a weakness. The article has been chosen as it provides reliable data about manufacturing organizations, which can be utilized in case of the organizational context selected for this report. Conclusions The discussions made in the report mainly point towards the fact that an effective team leadership is a mandate for organizations aimed at achieving key results. Since organizational projects are conducted with the objective of fulfilling individual business goals and objectives, it can be pointed out that effective leadership qualities are essential for the successful completion of such projects. The articles discussed in section 2.1 of the report provide a detailed discussion on the manner in which the structuring of project teams can be efficiently conducted, while those discussed in Section 2.2 define the effect of team collaboration on achieving the organizational objectives and goals. On the other hand, section 2.3 sheds light on some of the essential characteristics of productive project environments and section 2.4 deals with the must have skills or competencies of employees (along with that of team leaders or managers) allocated to a project. In the light of the discussions made in the report, we can safely conclude that effective communication skills and the ability to share knowledge are some of the most important characteristics that need to be present among the members of a project team, to ensure the overall success of the said project. On the other, the project managers need to oversee the appropriate allocation of resources (based on their skills, interests and competencies) to ensue productive project environments. References Ahsan, K., Ho, M. and Khan, S., 2013. Recruiting project managers: A comparative analysis of competencies and recruitment signals from job advertisements. Project Management Journal, 44(5), pp.36-54. Dayan, M. and Elbanna, S., 2011. Antecedents of team intuition and its impact on the success of new product development projects.Journal of Product Innovation Management,28(s1), pp.159-174. Goleman, D., Boyatzis, R. and McKee, A., 2013. Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press. Heasleyandpartners.com, 2016. HEASLEYPARTNERS. [online] HEASLEYPARTNERS. Available at: https://www.heasleyandpartners.com/ [Accessed 23 Jul. 2016]. Janutaite, S., Vosyliute, V., Vizgirdaite, J. and Taras, V., 2015. Cross-cultural Virtual Group Work: Cooperation vs. Collaboration (Case of Project X-Culture). Social Sciences, 88(2), pp.66-88. Kessels, J. and Keursten, P., 2002. Creating a knowledge productive work environment. Lifelong Learning in Europe, 7(2), pp.104-112. Loufrani-Fedida, S. and Missonier, S., 2015. The project manager cannot be a hero anymore! Understanding critical competencies in project-based organisations from a multilevel approach. International Journal of Project Management,33(6), pp.1220-1235. Meshanko, P., 2013. The Respect Effect: Using the Science of Neuroleadership to Inspire a More Loyal and Productive Workplace. Cell, 216, pp.513-8740. Suprapto, M., Bakker, H.L., Mooi, H.G. and Moree, W., 2015. Sorting out the essence of ownercontractor collaboration in capital project delivery.International Journal of Project Management,33(3), pp.664-683. Wright, E. 2013. Project Team Development and How to Accelerate It.PM World Journal, [online] 2(10), pp.1-7. Available at: https://www.pmworldjournal.net [Accessed 14 Aug. 2016].