Discussion 1: Shared Reflection/Discussions topic – Due end of module 2
Through reflecting on the case study presented in module 1 learning resources, describe one or more of the types of power, defined by Shenoy, which could be demonstrated positively or negatively by the leader of the team. Further, discuss how a project manager can use this type of power to impact the performance of the project team and improve the likelihood of project success? What benefits can be gained from using more than one source of influence when leading a team? Is there a difference between influence and manipulation? Justify your answer
The leader of the team can exhibit any type of power, and each kind of power could positively or negatively affect the situation in the case study. The power that can positively affect in any situation, including the one in the case study, is expert power. It is followed by reward power. Both powers are irreplaceable because both types of power increase the likelihood of the success of a team. Expert power is the power that can solve problems and guide the team excellently. Moreover, the reward power can increase the motivation of those in the second tier of any team because managerial level members get motivation through rewards.
Both types of powers, i.e., expert power and reward power, are excellent in getting things done. In reality, both types of targets are two essential aspects of performance. First, the financial reward is the need of everyone, that is the motivation of working generally. Moreover, expert power allows keeping the talent because they find the leadership role at the top. As a result, the likelihood of project success increases and improves (Labrosse, 2013).
When leading a team, the leader also has legitimate power that is from the designation. However, having more sources of influence can help him very much. It is because of having more grasp over the activities and actions of others. However, a leader should not manipulate authority by ignoring others’ rights. Instead, the leader should influence through logic and evidence. A project team leader should know the difference between manipulation and influence because only influence is positive terminology.
Reference
Labrosse, M., 2013. 5 ways project managers use power. [Online] Available at: https://projectmanager.com.au/5-ways-project-managers-use-power/ [Accessed 11 July 2020].
Discussion 1: Shared Reflection/Discussions topic – Due end of module 3
What advantages are there to groups/teams comprised of national/global members? How would these advantages be different in complex projects? What challenges do you believe a PM will face in managing a project group over national/international boundaries? How can you prepare for, or minimise these challenges?
There are plenty of advantages to groups and teams having national or global members. These members bring diversity in ideas and actions; thus, increase the performance. They are rich in ideas and solutions that help the project being successful. However, these advantages may differ in complex projects because diversity could lead to conflicts. One of the benefits of having national or global members in a team for a complex project is that they have various expertises to come up with the requirements of the project. However, it also has some challenges. These challenges involve the diversity of people.
The project manager managing the project group over the national and international boundaries has to face barriers. These barriers arise from language and cultural differences. These differences are reflected in actions and ways of doing tasks. In extreme cases, these differences or barriers lead to violent conflicts that hamper the performance of these project groups or teams. A successful and intelligent project manager has to prepare for the minimization of these challenges immediately (De Nadae & Carvalho, 2019). The essential method to prepare for or minimize these challenges is the frequent and timely communication mechanism in the project group. It should not be reactive, but everyone should know that it is a particular activity of the group. Secondly, the project manager should not assume first, but he should face reality. He should listen to each member and solve issues. It would highlight the principal matters of members, and the project manager can precisely target solutions for problems.
Reference
De Nadae, J. & Carvalho, M.M., 2019. Communication Management and Knowledge Management in Complex Projects: A Literature Review. Revista de Gestão e Projetos, 10(1), pp.19-36.
