MG2130

Motivation and Teamworking

Introduction

• Motivation

• Teamworking

• Housekeeping

Act Now!

Group Profile• Please note that the Group Profile is due in by

25th January• To be able to submit the Group Profile, you

must register as a team on Blackboard Learn• If necessary use the Discussion board to find

group members and/or a group• Do not register as a member of a team

without consulting an existing team first

Overview of Assignment • Besides the Group Profile, the ongoing weekly

Group Blog and the Group Reflection, you need to supply a Presentation package for the group work element (groupwork = 40% of the marks)

• Individual essay: individual exercise (essay) based on observation of the group work task allied with theory on group work (60%)

• NB: Two sides to project management: technical and human

Labs• Lists of lab classes available on BBS-APO

Blackboard Learn

• Three labs only!

• Don’t forget that Microsoft Project is available as a 3-month trial from Project Management textbooks in the library for use at home (etc) – it may be an older version than the 2010 version in the labs but the essential elements remain identical

Project Management Skills

• Human (e.g. communication to (all) stakeholders; leadership; etc)

• Technical (e.g. estimating; scheduling; budgeting; etc)

Suggested Skills for a Project Manager

Communication skills: listening, persuading Organizational skills: planning, goal-setting,

analysing Team Building skills: empathy, motivation,

promotion of esprit de corps (=team spirit) Leadership skills: example setting, energy, vision (big

picture), ability to delegate, positive ‘can-do’ attitude Coping skills: flexibility, creativity, patience,

persistence Technological skills: experience, project knowledge

Motivation Theory

• Maslow’s Hierarchy of Needs

• Herzberg’s Two-factor Theory

• McClelland’s Acquired-Needs Theory

• McGregor – Theory X & Y

Intrinsic v Extrinsic Motivation

• Intrinsic Motivation– An inner drive that motivates people in the

absence of external reward or punishment - for the joy of doing something

• Extrinsic Motivation– The desire to engage in an activity for money,

recognition, or other tangible benefits - for a reward or to avoid penalty

Maslow (1943)

Maslow argues that human behaviour is controlled by both internal and external factors

Sees humans as having a unique ability to make choices and to exercise free-will

Maslow’s Hierarchy of Needs

Herzberg (1966)

Humans have two sets of needs: 1. as an animal to avoid pain 2. as a human being to grow psychologically

Saw certain factors as motivating ('motivators') whilst other factors when ‘missing’ tend to lead to dissatisfaction ('hygiene factors').

Herzberg argued that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors

Herzberg’s Motivators & Hygiene Factors

McClelland ‘Acquired Needs Theory’ (1955)

Three types of motivational need:– achievement motivation (need to excel) – authority/power motivation (need to influence

others) – affiliation motivation (need for close

interpersonal relationships and conflict avoidance)

McClelland (1955)

• recognizes that everyone prioritises needs differently

• believes that individuals are not born with these needs, but that they are actually learned through life experiences

• McClelland associates each need with a distinct set of work preferences, and managers can help tailor the environment to meet these needs

McClelland: Seeking achievement?

• Seek personal responsibility for finding solutions to problems

• Want rapid feedback on their performances so that they can tell easily whether they are improving or not

• Set moderately challenging goals and perform best when they perceive their probability of success as 50-50

McClelland: Seeking power?

• Enjoy being in charge

• Want to influence others

• Prefer to be placed into competitive and status-oriented situations

• Tend to be more concerned with prestige and gaining influence over others than with effective performance

McClelland: Seeking affiliation?

• Take a special interest in work that provides companionship and social approval

• Strive for friendship• Desire relationships involving a high degree of mutual

understanding• Prefer cooperative situations rather than competitive

ones• May not make the best managers because their desire for

social approval and friendship may complicate managerial decision making

McGregor (1960): Theory X and Theory Y

• McGregor saw two fundamental approaches to managing people.

– Theory X : humans have innate dislike of work – therefore coercion, direction & control required; people tend to avoid responsibility (favours ‘authoritarian management’ style)

– Theory Y: work is an natural as rest and play; external control and coercion not the only ways of bringing about achieving goals; the average human can learn to accept responsibility; the capacity to exercise imagination and other creative qualities is widely distributed (favours ‘participative management’ style)

Implications of McGregor’s Theory X and Y(source Alan Chapman, 2002)

McGregor and Work Performance?

• Some see managers tending towards Theory X as generally getting poor results

• Some see managers tending towards Theory Y generally getting better performance and results, allowing people to grow and develop

People & Project Management

• Teams are groups of people who are tasked with a common set of organisational goals which they are expected to work towards.

• Teams can bring together people with different ideas and perspectives to solve difficult problems.

• Individual members recognise that their personal success is linked with the successful outcome of the project - but this can lead to tensions and difficulties (Crainer, 1998).

Covey (1989) (‘The Seven Habits of Highly Effective People’)

• Habit 1: Be Proactive

• Habit 2: Begin with the End in Mind

• Habit 3: Put First Things First

• Habit 4: Think Win/Win

• Habit 5: Seek First to Understand, then to be Understood

• Habit 6: Synergize

• Habit 7: Sharpen the Saw

Project Management Experience

• Experience as a PM serves to teach the importance of:– An organised plan for reaching an objective

– Negotiation with co-workers

– Follow-through

– Sensitivity to the political realities of organisational life

• PM career often starts with participation in small into larger projects, until given control over small, then larger projects

Building the project team

Attracting the “Best” Team

• Characteristics of effective team members:– High quality technical skills– Political sensitivity– Strong problem orientation– Strong goal orientation– Good level of self-esteem

Myers-Briggs Type Indicator (MBTI)

Results?(source: http://www.businessballs.com/personalitystylesmodels.htm#myers briggs types indicator MBTI)

No (wo)man is an island!

• Follett (1926) and Barnard (1938) developed ideas on the social nature of people and on the benefits of co-operative action

• Follett sees individuals as ‘interdependent, interactive and interconnecting members of groups to which they belong’ (cited in Boddy, 2002, p. 452).

• Echoes Japanese ethos (Graham, 1995)

Group Cohesion

• Bollen and Hoyle define perceived cohesion as "an individual's sense of belonging to a particular group and his or her feelings of morale associated with membership in the group“ (1990, p. 482)

Effective teams and business performance (Boddy, 2002)

• Provide a structure for application of different skills and perspectives

• Provide a forum for discussion• Enable team members to grow• Encourage understanding of problems and

solutions• Promote learning by encouraging reflection

Group Roles (Belbin, 1981)(www.belbin.com)

Group Roles (Belbin, 1981)(www.belbin.com)

Group Roles (Belbin, 1981)(www.belbin.com)

Behaviors interfering with task or group needs

(source: Cameron, 2002)• Talking too much • Reacting emotionally to points raised• Ridiculing ideas of others• Not listening to others• Interrupting or talking at same time as others• Introducing a new subject in midst of productive

discussion on another subject• Chatting privately to others during the meeting• Using humour to excess• Ostentatious withdrawal from the group

Belbin (1981)

• Question:

What Belbin role(s) do you think match you and another? Discuss your deliberations with a classmate.

Katzenbach and Smith (1993b

• Observed that members of a team that surmount problems together build confidence and trust in one another

• Benefit from being in a team and of ‘being part of something bigger than myself’ (cited in Boddy, 2002, 2nd Ed,. p. 453)

Group Life Cycles(Tuckman and Jenson, 1977)

• Forming

• Storming

• Norming

• Performing

• (Adjourning/Mourning)

Tuckman

• Tuckman’s ‘forming-storming-norming-performing’ model takes the team through four stages of team development

• Can mirror the project management life cycle models such as ‘initiation - definition - planning - realisation’

Group Life Cycles: ‘Forming’ (Tuckman and Jenson, 1977)

• When individuals trying to establish their identity within the group and finding out what the ‘rules’ are.

• Behavior is often tentative at this stage and extreme politeness may prevail with no one saying what they really mean.

• A leadership pattern may emerge

Group Life Cycles: ‘Storming’ (Tuckman and Jenson, 1977)

• Politeness vanishes and all positions established earlier are challenged

• Personal agendas emerge and fierce battles may occur

• Uncomfortable time for the group, and disintegration possible

• If conflict is constructive, greater team cohesion can emerge along with realistic commitment to objectives and trust between team members

Group Life Cycles: ‘Norming’ (Tuckman and Jenson, 1977)

• Out of the storm, more enduring norms emerge for how group will operate and what is acceptable behavior within the group is established

Group Life Cycles: ‘Performing’ (Tuckman and Jenson, 1977)

• Provided that the necessary roles are being filled, the group can really now start to perform well

Adjourning (Tuckman and Jenson, 1977)

• The adjourning phase occurs when the team either: – disbands, having completed its tasks – or changes its composition as members leave

and are replaced,

• results in a “re-forming" stage.

Tuckman and Jenson: critique

• Modelled on teams of people who are new to each other

• Descriptive model not a prescriptive one: cannot accurately predict that every team will transit each stage; some might not pass beyond the storming stage

• Face-to-face interaction model: can this model fit virtual teams and projects?

Basis of effective teams(Boddy, 2002)

• Team size: best performance < 12 members• Common Purpose• Common Approach• Mutual Accountability• Complementary skills – 3 types:

– Technical, functional, professional– Problem-solving and decision-making– Interpersonal skills

Factors for Successful Group Working (source: Cameron, 2002)

• Clear, shared goals

• Agreed ways of working

• Effective communication

• Support and cooperation between members

• Monitoring of progress

Team success depends on three sorts of factors (source: Cameron, 2002)

• Managing the task: clear objectives; monitoring progress towards them; taking corrective action where necessary

• Managing the process: commitment and motivation towards the team’s goals

• Communication: talking & listening skills; assertiveness where necessary

Behaviours serving task needs (source: Cameron, 2002)

• Clarifying objectives• Seeking information from group members• Giving relevant information• Proposing ideas• Building on ideas or proposals contributed by others• Summarising progress so far• Evaluating progress against objectives• Time keeping• Assuming responsibility against agreed actions

Behaviours serving group needs (source: Cameron, 2002)

• Encouraging members to contribute• Rewarding contributions • Checking understanding• Helping to resolve conflicts without either part

feeling rejected• Changing your own position in light of new

arguments or new information• Praising group progress towards objectives • Dissuading group members from negative behaviors

Virtual Working

• Dispersed team members linked by use of ICT (Information and Communications Technology)

• (Significant) absence of body language

• Eg design teams for Ford, Hewlett Packard, IBM, etc

Kimball (1997): Managing Virtual Teams

Global Product Development and Production

Source: Laudon and Laudon (2004) Source: Laudon and Laudon (2004) Management Information Systems, Management Information Systems,

Prentice Hall Prentice Hall

“Competing (Human) Factors in Virtual Teams”

Source: Lee-Kelley et al. (2004)

Questions

• What behaviours promote good team-working in your experience?

• What behaviours promote poor team-working in your experience?

• Describe some ‘before-and-after’ impressions which differed in regard to new team members

• What activities would you recommend as team-building activities?

Reading Pointers

• Clear and Khan (2011): Chap. 2• Boddy, D. (2002) (2nd Ed.) Management. An

Introduction, Prentice Hall (Chap. 15, “Teams”, pp. 448-477)

• Cameron, S. (2002) (2nd Ed.) Business Student’s Handbook. Learning skills for study and employment, Prentice Hall (Chap. 10, “Working in Groups”, pp. 204-221)