IE 3329 Homework 10
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Texas Tech University *
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3329
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Industrial Engineering
Date
Dec 6, 2023
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docx
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IE 3329
Homework 10
Management Functions
Question 1:
Define and differentiate between the terms "measuring," "evaluating," and "correcting" in
the context of project management. Provide examples to illustrate their significance in
project monitoring and control.
I will be using a bearing company for my examples.
Measuring
:
Determining through formal and informal reports the degree to which
progress is made toward objectives. E.g., At the bearing company, project
management measurement the number of completed task at that point making
respective parties aware of the current state of the project.
Evaluating
:
Determining cause of and possible ways to act on significant
deviations from planned performance. E.g., At the bearing company, project
management will then evaluate the current state by looking closes into things like
task/team performance, resource allocation and other factors that may affect the
progress of the project, focusing on why a delay or slow progress is.
Correcting
:
Taking control action to correct an unfavorable trend or to take
advantage of an unusually favorable trend. E.g., At the bearing company, project
management is controlled with corrected actions in place to rectify the issue. This
might be allocating resources to the necessary location or facing a specific factor
hinder the progress of the project head on.
In summary, measuring, evaluating, and correcting are sequential steps in project
monitoring and control. Measuring provides the data, evaluating interprets the data
to find causes of deviations, and correcting involves taking actions to address these
deviations and optimize project performance.
Question 2:
Discuss the different types of power that a project manager may possess or utilize, such
as legal authority, reward power, penalty power, expert power, and referent power. How
can project managers effectively leverage these powers to lead and motivate project
teams?
Legal authority
:
The ability to gain support because project personnel perceive the
project manager as being officially empowered to issue orders. This is useful to
have on a project as individuals on the type will like to know that the manger has
the ability to make legal decision on the project to either guide, control or fix the
progress of the project.
Reward power
:
The ability to gain support because project personnel perceive the
project manager as capable of directly or indirectly dispensing valued
organizational rewards (i.e., salary, promotion, bonus, future work assignments).
This power can be used to effectively lead and motivate personals as they see
the project manager as some who gives incentives for accomplishments. This
makes them strive even more to meet the PM’s demands.
Penalty power
:
The ability to gain support because the project personnel perceive
the project manager as capable of directly or indirectly dispensing penalties that
they wish to avoid.
Penalty power usually derives from the same source as
reward power, with one being a necessary condition for the other. Basically,
almost similar motivations but in this case, individuals are worried of the
reparations as opposed to rewards and with that ensures that they carry out the
PM’s orders/expectations.
Expert power
:
The ability to gain support because personnel perceive the project
manager as possessing special knowledge or expertise (that functional
personnel consider as important). This type of power is very useful when had as
individuals do not look down on the PM’s or try to dumb things down as the PM is
able to speak in the same language. It ensures goals are met as the PM will be
able to device the need time, resource and effort put in the process as they can
more vividly picture themselves doing the task.
Referent power
:
The ability to gain support because project personnel feel
personally attracted to the project manager or his project. To shed more light on
this, it is not a physical attraction but attraction of having likeness to the job. It is
very useful to have as a PM, because individuals on the time are always
motivated in the work you do, as they would more willingly reach goals or
surpass goal requirement because they are more interested in the work than pay
or any other factor.
Question 3:
What are some common employee-related challenges in project management, and
why is clear authority distribution considered essential in project teams?
1.
The Pyramidal Structure
: Traditional hierarchical structures can sometimes
hinder communication and decision-making in projects. Information may get
bottlenecked at certain levels, leading to delays and inefficiencies.
2.
Superior-Subordinate Relationships
: The dynamics between supervisors and
team members can impact project outcomes. Issues like micromanagement, lack
of trust, or poor communication can derail a project.
3.
Departmentalization
: In projects involving multiple departments, coordination
becomes a challenge. Different priorities, cultures, and processes across
departments can lead to conflicts and misalignments.
4.
Scalar Chain of Command
: The linear chain of command can sometimes slow
down project progress. Inflexible adherence to this chain can impede quick
decision-making and adaptive responses to project challenges.
5.
Power and Authority
: Inconsistent or unclear distribution of power and authority
within a project team can lead to confusion and conflict, affecting team morale
and project efficiency.
6.
Planning Goals and Objectives
: Aligning the team with the project's goals and
objectives can be challenging. Misunderstandings or lack of buy-in from team
members can hinder project progress.
7.
Decision Making
: Effective decision-making is key in project management.
Challenges arise when decision-making processes are unclear or when team
members are not empowered to make necessary decisions.
8.
Reward and Punishment
: Establishing fair and motivating reward systems, as
well as just and transparent disciplinary measures, is critical. Inconsistencies in
this area can affect team morale and productivity.
9.
Span of Control
: This refers to the number of subordinates directly managed by
a supervisor. Too large a span can lead to inadequate oversight and support,
while too small a span can result in micromanagement.
Clear authority is essential because it gives room for conflicts to be resolved by the
person of authority, makes room for efficient decision making when the person of
authority has the final say. It gives room for accountability and management of
resources.
Question 4:
Name and briefly explain all common management pitfalls mentioned in the lecture.
•
Lack of Self-Control (Knowing Oneself)
: This pitfall refers to a manager's inability to
manage their own emotions and reactions. Self-control is crucial for decision-making,
conflict resolution, and maintaining a positive team environment. Managers lacking self-
awareness and self-control may react impulsively, creating instability and distrust within
their teams.
•
Activity Traps
: Managers often fall into the trap of being overly involved in routine
activities or minor tasks, losing sight of strategic objectives and broader project goals.
This can lead to micromanagement and neglecting important leadership responsibilities
such as planning, delegating, and monitoring progress.
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•
Managing Versus Doing
: Closely related to activity traps, this pitfall occurs when
managers involve themselves too much in executing tasks rather than managing. While
hands-on involvement is sometimes necessary, excessive focus on doing rather than
managing can lead to inefficient use of resources and time.
•
People Versus Task Skills
: This refers to the imbalance between interpersonal skills and
task-oriented skills. Some managers might excel in technical aspects but struggle with
people management, or vice versa. Effective management requires a balance between
managing tasks and leading people.
•
Ineffective Communications
: Effective communication is key in management. This pitfall
involves a failure to clearly and effectively communicate goals, expectations, feedback,
and concerns. Poor communication can lead to misunderstandings, conflicts, and a lack
of direction within the team.
•
Time Management
: Ineffective time management is a common issue where managers
fail to prioritize tasks, leading to missed deadlines and increased stress. It involves not
just managing one's own time, but also efficiently allocating and respecting the time of
team members.
•
Management Bottlenecks
: This occurs when decision-making or approval processes are
overly centralized, causing delays and inefficiencies. When managers become
bottlenecks, it slows down the team’s progress and can be demotivating for team
members who are waiting for decisions or approvals.
•