Reluctant Works Case Study
Case Study Chapter 6: The Reluctant Workers
This case study is based on a conversation between two people: Tim Aston, a new project manager, and Phil Davies, director of project management. Aston had just changed jobs and was very excited about his new job. He wanted to be the best manager his company ever had. But ever since he had been on the job, he was becoming more and more frustrated with the employees and their work habits. Finally he went to see Davies and discuss his problems with him. Chapter Four of our text discusses the ten skills that are necessary for effective program management. (Kerzner, 2009, pg. 149) Of those skills, I felt that there were three that were lacking in the case study. The problems that he discussed with Davies involved mainly team building, leadership, and administrative - time management skills. The case study showed that the lack of these things caused a hardship for management in an effort to complete necessary goals.
Team building focuses on “effective communications, sincere interest in the professional growth of team members, and the commitment to the project” (Kerzner, 2009, pg. 149). The success of the team was not a priority in the lives of these individuals. They did what they wanted and how they wanted, regardless of how if would affect the team, project manger or the project. Phil Davies, the director, explained to Tim Aston, the project manager, that these people were set in their ways, at the top of their pay grades, and had no room for growth in the organization. Tim would have to take the time to learn what motivates them and try a different angle in order to get them involved. Phil stated that in the project environment, the workers think they are more important than the project and this has been the way it has been in their project organizational form. (Kerzner, 2009, pg. 294) Tim will have to start from scratch. He will have to build a foundation with his team in order to bring them together.
This case study is based on a conversation between two people: Tim Aston, a new project manager, and Phil Davies, director of project management. Aston had just changed jobs and was very excited about his new job. He wanted to be the best manager his company ever had. But ever since he had been on the job, he was becoming more and more frustrated with the employees and their work habits. Finally he went to see Davies and discuss his problems with him. Chapter Four of our text discusses the ten skills that are necessary for effective program management. (Kerzner, 2009, pg. 149) Of those skills, I felt that there were three that were lacking in the case study. The problems that he discussed with Davies involved mainly team building, leadership, and administrative - time management skills. The case study showed that the lack of these things caused a hardship for management in an effort to complete necessary goals.
Team building focuses on “effective communications, sincere interest in the professional growth of team members, and the commitment to the project” (Kerzner, 2009, pg. 149). The success of the team was not a priority in the lives of these individuals. They did what they wanted and how they wanted, regardless of how if would affect the team, project manger or the project. Phil Davies, the director, explained to Tim Aston, the project manager, that these people were set in their ways, at the top of their pay grades, and had no room for growth in the organization. Tim would have to take the time to learn what motivates them and try a different angle in order to get them involved. Phil stated that in the project environment, the workers think they are more important than the project and this has been the way it has been in their project organizational form. (Kerzner, 2009, pg. 294) Tim will have to start from scratch. He will have to build a foundation with his team in order to bring them together.