MASTER OF SCIENCE IN CONSTRUCTION

PROJECT MANAGEMENT (HARARE COHORT):

2019/2020 ACADEMIC YEAR

TEAM DEVELOPMENT AND MANAGEMENT (BQS 5202)

GROUP 5:

RUDO B. NDLOVU N01910618Y

CHIDO MUPAZVIRIBGO N01910594N
JOSEPH ZVAREVAN01910634K
SPENCER MAKUVAZA N01910603E
NKOMO FANSEN N01910624J
PRESENTATION OUTLINE
QUESTIONS
LOSS OF SENSE OF IDENTITY
LOSS OF COHESION
DEALING WITH DIFFERENT OPINIONS
STRATEGIES TO BRING BACK PERFORMANCE
CONCLUSION
REFERENCES
QUESTIONS
Q5a). As a Project Manager running extensive engineering projects, you have
found that team members are loosing their sense of identity and cohesion,
describe the appropriate actions that you can take to address this problem.
5b) Describe the appropriate actions that you will take as a team leader on a
project if you notice different opinions between team members relating to
project deliverables and the level of overall complexity of the project.
5c) Explain the strategies that can be used by the Project Manager to bring back
the team to performance if he observes that performance of other team
members is dropping whilst others are constantly doing good job.
LOSS OF SENSE OF IDENTITY
Identity-who one is and their contribution to the team
Clarify roles and responsibilities of each team member
Encourage open communications
Offer appropriate training
Encourage participative decision making
Reinforce core values of the team eg empowerment, loyalty, support, openness
LOSS OF COHESION
Cohesion-strength and extent of interpersonal connection existing among team members
Relook at the size of the team where possible, reduce it
Increase group status and perceived difficulty of attaining membership
Celebrate small and big success and progress
Reward team cooperation instead of individual members
Manage and resolve conflicts
Increase the time team members spend together-team building exercises
Be impartial and practice fair treatment of team members
DEALING WITH DIFFERENT
OPINIONS
Give team members time to develop common understanding
Digest all views and explain to members why taking a course of action
Treat everyone like an adult
Establish relationship with each team member-trust
Explain the goals and objectives of the team
Organise meeting with concerned members and clarify expectations
Give members a chance to ask questions-Address uncertainties
Ensure that team members get to know each other
STRATEGIES TO BRING BACK
PERFORMANCE
Retraining of underperformers
Provide adequate resources
Regular follows ups and review of standards
Clarify role expectations
Explain the repercussions of underperformance
Assign some responsibilities to other team members
Reward performance
Address role incompatibility
Reassign or release the poor performer
CONCLUSION
Performance is affected by loss of identity, loss of cohesion, opinion differences and free riders.
The above can be addressed by communication, building trust
Reward systems play an important role in addressing these challenges
REFERENCES
Cummings, T. G., & Worley, C. G. (2015) Organization Development & Change. 10th ed. Stamford,
Cengage Learning.
Nahavandi, A. (2015) The Art and Science of Leadership. 7th ed. England, Pearson Education
Limited.
Robbins, S. P., Judge, T. A., Odendaal A., & Roodt, G. (2013) Organisational Behaviour. Global and
Southern African Perspectives. 3rd ed. Cape Town, Pearson Education Limited.
Whetten, D. A., & Cameron, K. S. (2016) Developing Management Skills. 9th ed. England, Pearson
Education Limited.