Quesion 1.
How does management
differ from leadership? What
qualities of each do you have?
Leadership is setting
a new direction
or vision for a group that they follow.
A leader is the spearhead
for
that new direction. Management controls or directs people/resources in a group according to principles or values that have already
been established.
Quesion 2.
How can you be a manager and a leader? - Leadership combined with management does both their
functions ie it both
sets a new direction and
manages the resources
to achieve
Quesion 3. How do
you manage people
who are
working
under
you? - Providing
direction,
motivation, coordination, representation &
development and
also by a model to them.
Quesion 4.
What is meant by Team work - A co-operative effort
by a group of people
to achieve a common
goal.
Quesion 5.
What qualities a team member should
have?
The Seven Habits
of
Highly Effective People, published
in
1990, is a book written by Stephen
Covey. It lists seven behaviours that, if established as habits, are supposed to help a person achieve
"effectiveness" by aligning him- or herself to principles of a character ethic.
·
Be
Proactive. An attitude of initiative-taking and compares this to the less effective,
but more common "reactive" stance.
·
Begin
with the End in Mind. This chapter is about setting long-term goals based on "true-north
principles" ie. to formulate a "personal mission statement" to document
one's perception of one's own purpose in life. He sees visualization as an important
tool to develop this. He also deals with organizational mission statements, which
he claims to be more effective if developed and supported by all members of an
organization, rather than being prescribed.
·
Put
First Things First. Here, a framework for prioritizing work that is aimed at long-term
goals, at the expense of tasks that appear to be urgent, but are in fact less important.
Delegation is presented as an important part of time management. Successful delegation,
according to Covey, focuses on results and benchmarks that are to be agreed in advance,
rather than on prescribing detailed work plans.
·
Think
Win-Win describes attitudes whereby solutions are sought that benefit oneself as
well as others, or, in the case of a conflict, people on both sides of that conflict.
·
Seek
First to Understand, Then to be understood. Giving out advice before having understood
a person and their situation will likely result in the advice being rejected. Thoroughly
listening to another person's concerns is purported to increase the chance of establishing
a working communication.
·
Synergize
describes a way of working in teams. It is purported that, when this is pursued
as a habit, the result of the team work will exceed the sum of what each of the
members could have achieved on their own.
·
Sharpen
the saw focuses on regaining productive capacity by engaging in carefully selected
recreational activities.
Quesion 6.
What is co-ordination – Means integrating
or linking together different parts of an organization
to accomplish a collective set of task.
Quesion 7.
Teamwork – Is a basic source of integrated activity. Fostering teamwork is creating
a work culture that values collaboration.
In a teamwork
environment, people understand and believe that thinking,
planning, decisions
and actions are better
when done cooperatively.
Quesion 8.
Strategies in
Team Development in
an
organization. – 4 stages.
Forming, Storming,
Norming & Performing. ie Formation stage, storming with ideas, normalizing & understanding
the goals, performing stage.
Quesion 9. Qualifications of an Ideal
Team
·
Motivations are selfless
·
Everyone is aware of everything
·
Feelings are expressed and respected.
·
Trust and openness are highly valued
by all.
·
Difficulties are discussed / resolved
openly.
·
Process maintenance and task are
focussed on equally
·
Commitment is very very high.
Quesion 10.
People Management
–
It is about problems of motivating the project team, middle management and the work force and of gaining their commitment.
Quesion 11.
Team Dynamics
- Cohesiveness
Group Cohesiveness is the force bringing group members closer together. Cohesiveness has two
dimensions: emotional
(or personal) and task-related. The emotional
aspect of cohesiveness, which was studied
more often, is
derived from the connection that
members feel to
other group members
and to their group as a whole. That is, how much do members
like to spend time with other group members?
Do they look forward to the
next group meeting?
Task-cohesiveness refers
to
the degree to which group members
share group goals and work together to meet these goals. That is, is there a
feeling that the group
works smoothly as
one unit or do different
people pull in
different directions?
Quesion 12.
SMART-ER – SMART / SMARTER is a mnemonic used in project management at the project objective setting stage. It is a way of evaluating the objectives
or goals for an individual project. The term is also in common usage in performance management, whereby goals and targets
set for employees must fulfill the criteria.
Specific, Measurable,
Attainable, Relevant,
Time bound, - Evaluate,
Re-evaluate
Quesion 13.
Keys to good team work – communication, accountability, motivation, leadership, co-operation, cohesiveness.
Quesion 14. Strategic alliance – is the formal relationship between teo or more parties to pursue a set of agreed upon goals or to meet a critical
business need while remaining independent organizations. They will
provide strategic
alliance with resources (products, labour, experience etc) Eg. JV. Allaince os a co-
operation or collaboration between the parties to benefit each other.
Quesion 15.
Difference between Team and a Committee – Committee is a body of people appointed for a function.
There may not be a unity in actions and disagreement. Team is a group of people aiming for a common goal in good spirit. Team success will satisfy everyone.
But committee’s
success may not satisfy anyone.