Administration

Project Management Functions
Planning
(what are we aiming for and why?)
Organizing
(what’s involved and why?)
Motivation
(what motivates people to do their best work?)
Directing
(who decides what and when?)
Control
(who judges results and by what standards?)
Spring 2008, Engineering Administration 11
King Saud Dr. Khalid Al-Gahtani
Leading (Directing)
Motivation and leadership

Teamworking and Creativity

Motivation
Motivation tries to determine what gets

people to work and what gets them to work
better
Motivation affects the production and quality
of work

Motivation (Continue)
Lack of motivation creates several problems such
as:
people do not feel like doing the job or
it gets done but not very well,
people get to work late,
miss deadlines, ..., etc.
Many factors affect why people take jobs and the
weightings applied to each factor vary with each
individual
Psychology has much to offer in the way of
motivational theories.
Maslow and Herzberg
Self- 1. Achievement
Hygiene factor
fulfillment 2. recognition
3. the work itself
Higher Needs (type of work)
(Psychological) Self-expression 4. taking responsibility
(level of responsibility)
5. chance to advance
Recognition, respect (promotion)
Safety, shelter, warmth, etc 1. Working conditions
Motivators
2. Salary
Basic Needs
3. Relations with superiors
(Physical)
Physiological needs, food, clothing etc. working condition
4. Company policy
Maslow’s hierarchy of needs Herzberg

John W. Hunt
Hunt proposed that:
predicting people’s behavior is achieved by
considering their personal goals.
People can be motivated by creating an
environment in which their goals can be
satisfied while the goals of the organization
are also satisfied.
Individual’s goals are:
comfort, structure, relationships, recognition
and status, power, autonomy, creativity, and
growth.
John W. Hunt (Continue)
Hunt assumes people’s needs are not
constant
in contrast of Herzberg and Maslow theories.
Example: A graduate engineer will have a
goal of finding a job that offer good
training. Later this goal will be better
salary, then the goal is to find flexible
job…etc.

Motivation in Practice
Practically, motivation is a complex process-

what motive one person might not motivate
another.
Managers have to try to build up what their
subordinates are likely to like and then
establish what it is that drive them.
Questioning subordinates is unlikely to
provide reliable answers in short period of
time.

Leadership
Leadership is the way in which managers

influence people to meet the objectives of
the organization.
Authority should be achieved through
respect so that people do what is needed
because they themselves appreciate the
need.

Leadership (Cont.)
Establishing leadership is difficult. It is a

management skill that can be developed
with time.
People have to be motivated through sound
leadership in order to meet the company’s
objectives.
There is no correct way to lead, but there
are different styles depending on the
circumstances.

Leading Styles
1. Authoritarian:
Allowing the subordinate no role in the decision-making
2. Democratic:
Where the decision making is delegated to the
subordinates
3. Task-centered leader:
The leader is concerned with the task to be
accomplished and sees subordinates as tools that
are used to get the job done.

Leading Styles
4. The employs-centered leader:

Leader is mainly concerned with the welfare and well-
being of subordinates, with the view that if the
subordinates are cared for them the task will be
achieved through their commitment.
5. Theory X:
“old-fashioned” managers believe that people dislike
work and must be forced to work and that people
prefer to be told what to do.

Leading Styles
5. Theory Y:
(opposite of X),
people exercise self-direction and self-control
in the service of objectives to which they
are committed.
People will actively look for responsibility and
use their imagination and creativity to solve
problems.

Factors of Leadership styles
1. For Managers:
personalities, background knowledge,
experience, value system, confidence in
employees.
2. For subordinate:
knowledge, experience, working as groups, their
feeling of independence or to be guided.
3. The situation:
company’s expectation, culture, constraints (time,
confidentiality, …etc).
Teamworking and Creativity
Teamworking
Optimization Team Composition-Theory
Managing the Creative Process
Problems Solving
Methods to Improve Solution Generation
Decision Making (Proposal Evaluation)

Teamworking
Teamworking is a life long habit for mankind:

In family,
at school, and
at work we work in teams.
Teams are often formed to solve problems and
so needed to be creative.

Teamworking (Cont.)
Teamworking brings true holisom.

Holistic team is an entity whose whole is greater
than the sum of its parts.
This means that the group acquires new abilities
that the individuals could not have provided along
(i.e. colonies of ants).
Mangers need to know:
how to bring about the benefits of holistic teams
and has to avoid forming ineffective teams (team
composition).
Optimization Team Composition-
Theory
Team theories describe how to form the best
possible team.
A good theory must describe not only how to
select individuals, but has to select groups
that will work effectively together “team
balancing”.

1. Simple Theories
In most models, separate team roles are identified:
could be functions that the team requires for success
such as leading, or
they may be attributes of people that are helpful in
teamworking such as respect for colleagues.
Each theory describes a way of identifying the
attributes a given individual can bring to the team
(through questionnaire).

1. Simple Theories (Cont.)
These theories do not provide:

experimental evidence to support their prediction
nor do they provide a way of measuring the role
each individual take in team with accuracy.
They are only concerned about:
having the required expertise in the team
and not concerned about team homogeneity.

2. Advanced Team Theory
(Belbin Theory)
Belbin’s research was centered on the
performance of teams at a management
game called “Teamopoly”.
Belbin uses proven psychological
classifications to generate his team roles.

Team-role developed by Belbin
1. Company worker (CW);

carries out agreed plans systematically and
efficiently.
2. Chairman (CH);
control the way in which a team moves
toward the group objectives.

3. Sharper (SH);
shapes the way team effort is applied
(discussion, outcome of group activities).
4. Plant (PL);
advances new ideas and strategies to
major issues.

5. Resources Investigator (RI);

explores and reports on ideas,
development and resources outside the group.
6. Monitor Evaluation (ME);
analysis problems,
evaluates ideas and
suggestions.

7. Team Worker (TW);

supports members in their strengths and
underpinning members in their
shortcomings.
8. Completer Finisher (CF);
ensures that the team is protected against
mistakes in aspects which need high
attention.
2. Belbin Theory (Cont.)
A questionnaire-based analysis of team

roles are used to produce a numerical rating
for each individual.
A successful team is a balanced team,
one in which all roles are present and
unbalanced team will be a losing team.

This theory was experimentally verified,

therefore, it has found its way into the
practice of many organizations that use it for
forming teams (i.e. Board of Directors).

Belbin also produced a list of dangerous

group combinations:
as a contradiction to the proposal that the
best way to form a team is to pick one
expert or more in each field required.
Belbin theory takes into account availability
of expertise and team homogeneity.

Managing the Creative Process
Contemporary creativity comes from group-

work.
Modern problem solving is an organized,
rational approach aimed at producing the
required breakthroughs at the times they are
needed.

Problems Solving
Problem solving is the gateway to progress

Several techniques exist. Any good technique
should include the following steps in some
form or another.
STEP1: Examination
STEP2: Proposal
STEP3: Implications
STEP4: Implementation
STEP1: Examination
In order to solve a problem one should be

clear on what the problem actually is.
Clarity of thought and the application of
rationality are the keys to being accurate in
identifying the real problem.

STEP2: Proposal
A good problem solving depends on being

able to identify the best solution to the
problems.
It is usually difficult to arrive at the best
solution straight way.
The ideal approach is to produce lots of
different ideas and then weigh one against
another to find the best one.

STEP3: Implications
Usually a proposal designed to solve a

problem will have implications.
Some implications are significant enough to
render a proposal unworkable.

STEP4: Implementation
No solution to a problem is complete without

due considerations being given to
implementation of the solution.
Implementing a solution to a problem is a
management issue. A plan must be
produced for implementing the solution.

Methods to Improve Solution
Generation
To generate ideas needed for the proposal
phase of the problem-solving process, two
techniques are presented:
(1) Brainstorming,
(2) lateral thinking.

(1) Brainstorming
The technique aims at generating a big

number of solutions to a given problem. In
most cases only a few of the generated
ideas will be used to solve the problem.

(1) Brainstorming (Cont.)
The technique relies on having a group

seeing the problem with fresh eyes and
using their imagination to produce solutions.
During a brainstorming session, ideas
should be generated free from rational
constraints. After the session a rational
approach is used for the selection of a good
solution.

(2) Lateral Thinking:
In vertical thinking one starts with known

conditions and then applies steps of
reasoning to reach a goal (engineers use
this).
In lateral thinking one has an inspiration and
sees a new angle of the problem and the
solution is accordingly. It is a brainstorming
on your own.

Decision Making (Proposal
Evaluation)
Good decision making is a key to success
Decision making as a process can be
divided into independent, elemental sections
and optimizing each one.
I Decision-making Techniques
II Collecting
III Start with Objectives

(I) Decision-making Techniques
• Objectives facilitate clear and corporately
beneficial decision-making at all levels.
• Rational decision making is impossible with
conflicting objectives.

(II) Collecting
Whenever a decision is to be made there are
always options.
Data collecting aims at:
(1) collecting sufficient amount of facts about
each option
(2) ensuring that all options are known.
Quantity and accuracy of data collected has to
be consistent with the measurable effects of the
decision.
(III) Start with Objectives
Occasional wrong decision is an inevitable consequence of
making decisions. People should learn from mistakes.
Some of the evaluative techniques that may be used to
assist the process are:
(1) Search for Extrema
(2) Penalty Costs
(3) Matrix Assessment
(4) Overriding Constraints
(5) Use of Math
(6) Consequence Analysis

(1) Search for Extrema
Sometimes objectives may require the decision

maker to aim at extremum (max. or min.) of some
variables. (e.g. min. possible time ≥ C.P. plans)
Extrema are poor ways to specify objectives and
lead to unclear choice (What project duration is
acceptable should be the question)
Sometimes they are appropriate and they are used
in common practice.

(2) Penalty Costs
All decision come not only with potential

benefits but also with costs associated with
the decision being wrong (Penalty costs)
The Risk associated with the decision
usually decided taking it or not.

A very simple and effective way of choosing

among alternatives when many different
attributes have to be weighted against each
other (see Fig.)

M ax. P la st ic
- P la st ic
-
A ttrib u te G la ss S ilic a
sc o re N3 N2
C la r it y 20 19 17 15 17
L o w co st 20 5 15 10 18
W e ig h t 20 2 19 13 16
R e fra c t iv e in d e x 1 5 14 8 9 12
u n ifo r m it y 10 10 6 8 6
S ta b ilit y 15 15 11 13 11
T o ta l 100 65 76 68 80

(4) Overriding Constraints
• In some cases overriding constraints significantly
reduce the number of options available. Such
constraints should first be identified before the
beginning of the process:
– (i.e. upgrading an existing camera model without
changing the original body shell-space constraint).

(5) Use of Math
A good technique to use to arrive at a

decision (unbiased and dependable). Some
times it allows for probability evaluation in
the process of decisions making.

(6) Consequence Analysis
In some cases the consequence of a decision
interacts with the issue upon which the
decision is made.
Anticipating all consequences possible of a
given action is not usually possible so efforts
should be directed in the most important
directions.
For the use when the consequence of a
decision is so essential in the selection
process (price reduction decision).

Administration

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Administration

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Project Management Functions

Motivation and leadership

Spring 2008, Engineering Administration 22

Motivation tries to determine what gets

Spring 2008, Engineering Administration 33

Safety, shelter, warmth, etc 1. Working conditions

Maslow’s hierarchy of needs Herzberg

Spring 2008, Engineering Administration 55

Spring 2008, Engineering Administration 77

Practically, motivation is a complex process-

Spring 2008, Engineering Administration 88

Leadership is the way in which managers

Spring 2008, Engineering Administration 99

Establishing leadership is difficult. It is a

Spring 2008, Engineering Administration 1010

Spring 2008, Engineering Administration 1111

4. The employs-centered leader:

Spring 2008, Engineering Administration 1212

Spring 2008, Engineering Administration 1313

Spring 2008, Engineering Administration 1515

Teamworking is a life long habit for mankind:

Spring 2008, Engineering Administration 1616

Teamworking brings true holisom.

Spring 2008, Engineering Administration 1818

Spring 2008, Engineering Administration 1919

These theories do not provide:

Spring 2008, Engineering Administration 2020

Spring 2008, Engineering Administration 2121

1. Company worker (CW);

Spring 2008, Engineering Administration 2222

Spring 2008, Engineering Administration 2323

5. Resources Investigator (RI);

Spring 2008, Engineering Administration 2424

7. Team Worker (TW);

A questionnaire-based analysis of team

Spring 2008, Engineering Administration 2626

This theory was experimentally verified,

Spring 2008, Engineering Administration 2727

Belbin also produced a list of dangerous

Spring 2008, Engineering Administration 2828

Contemporary creativity comes from group-

Spring 2008, Engineering Administration 2929

Problem solving is the gateway to progress

In order to solve a problem one should be

Spring 2008, Engineering Administration 3131

A good problem solving depends on being

Spring 2008, Engineering Administration 3232

Usually a proposal designed to solve a

Spring 2008, Engineering Administration 3333

No solution to a problem is complete without

Spring 2008, Engineering Administration 3434

Spring 2008, Engineering Administration 3535

The technique aims at generating a big

Spring 2008, Engineering Administration 3636

The technique relies on having a group

Spring 2008, Engineering Administration 3737

In vertical thinking one starts with known

Spring 2008, Engineering Administration 3838

Spring 2008, Engineering Administration 3939

Spring 2008, Engineering Administration 4040

Spring 2008, Engineering Administration 4242

Sometimes objectives may require the decision

Spring 2008, Engineering Administration 4343