Chrysanthemum Cineraiifolium

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UNIVERSITY OF APPLIED MANAGEMENT GHANA-CAMPUS

COURSE NAME: MANAGING PROJECT TEAMS

LECTURER’S NAME: DR. DAVID ADZOVIE

INDEX NUMBER: UAMM0020

DATE OF SUBMISSION: 13TH JULY, 2012
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QUESTION

THE VIGILANCE PROJECT-CASE OVERVIEW

CASE DISCUSSION QUESTIONS

Develop answers to the following questions:

(a) Why is this case about team conflict? What conflicts do you see developing?

(b)How is distance affecting team dynamics and performance?

(c) What do you think about the decision to appoint sub-team sponsors? What problems can it solve? Which problems might it not solve?

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TABLE OF CONTENT
PAGE NO EXECUTIVE SUMMARY…………………………………………………………...4

INTRODUCTION…………………………………………………………………….5

LITERATURE REVIEW……………………………………………………………12

ANALYSIS & DISCUSSION………………………………………………………..29

CONCLUSION……………………………………………………………………….43

REFERENCES……………………………………………………………………….47

BIBLIOGRAPHY…………………………………………………………………….56

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EXECUTIVE SUMMARY Team relationships, and thus, the experiences of working in teams itself, are affected by perceptions of “distance.” Distance influences leader-team member relationships, which in turn have been shown to impact many project outcomes (Bass, 1990; Lowe, Kroeck, & Sivasubramaniam, 1996; Northhouse, 2001). Conflict is as inevitable in a project environment as change seems to be. When project team members interact during the course of completing their tasks and responsibilities, there is always a potential for conflict. In fact, it is virtually impossible for people with diverse background skills and norms to work together; make decisions, and try to meet project goals and objectives without conflict. Project managers must identify, analyze, and evaluate both positive and negative values of conflict and their effect on performance. They must learn how and when to stimulate conflict and how to use it to increase the performance of project team members. Conflict need not have destructive consequences. Attitudes and conflict management styles play an important role in determining whether such conflict will lead to destructive or mutually beneficial outcomes. (Williams, 1987) It is against this back drop that the case synopsis in contention provides an opportunity to look at how several different factors affect conflict and team performance. These includes contextual issues like a merger, cultural values and diversity, emotional intelligence, status, role, autonomy, emotional concerns, team size, individual characteristics, physical or geographical location such as emotional, psychological, relational or physical distance. It also highlights on leadership style/trait exhibited by Didier Amrani on his team members from France and America and lastly but not the least, intrapersonal and interpersonal needs and concerns just to mention a few. The case synopsis is also presented largely from the American perspective involved in the “Vigilance Project” at PharMed. Finally, it argues that many of the problems associated team dynamics, leadership, cultural diversity, trust, ethicality, equity, transparency and conflict stem from a lack of understanding of the new geography of the information economy and that, rather than accepting the notion that geography no longer matters, continued efforts must be made to understand the relationship between team cohesiveness, team behavioral dynamics just to mention a few and the physical world in which we live and the electronic world of virtual team working. It concludes the diagnosis and analysis by doing all it can to provide answers to the questions listed as below: (a) Why is this case about team conflict? What conflicts do you see developing? (b) How is distance affecting team dynamics and performance? (c) What do you think the decision to appoint sub-team sponsors? What problems can it solve? Which problems might it not solve?

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INTRODUCTION
By way of preamble, the case study in contention provides a platform to envisage how...
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