Chrysanthemum Cineraiifolium
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
1
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?
2
TABLE OF CONTENT
PAGE NO EXECUTIVE SUMMARY…………………………………………………………...4
INTRODUCTION…………………………………………………………………….5
LITERATURE REVIEW……………………………………………………………12
ANALYSIS & DISCUSSION………………………………………………………..29
CONCLUSION……………………………………………………………………….43
REFERENCES……………………………………………………………………….47
BIBLIOGRAPHY…………………………………………………………………….56
3
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.
COURSE NAME: MANAGING PROJECT TEAMS
LECTURER’S NAME: DR. DAVID ADZOVIE
INDEX NUMBER: UAMM0020
DATE OF SUBMISSION: 13TH JULY, 2012
1
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?
2
TABLE OF CONTENT
PAGE NO EXECUTIVE SUMMARY…………………………………………………………...4
INTRODUCTION…………………………………………………………………….5
LITERATURE REVIEW……………………………………………………………12
ANALYSIS & DISCUSSION………………………………………………………..29
CONCLUSION……………………………………………………………………….43
REFERENCES……………………………………………………………………….47
BIBLIOGRAPHY…………………………………………………………………….56
3
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.
References: Driscoll, J.W. (1978). “Trust and Participation in Organizational Decision Making as 56 Hart, R.K., & Mcleod, P. L. (2003). “Rethinking Team Building in Geographically Dispersed Teams: One Message at a Time”.