22 Jun General Project Deliverable Guideli
General Project Deliverable Guidelines
As a management consultant you make a living by providing management advice to senior level managers with regard to management problems that they are experiencing within their organization. Your role is to analyze the situation and then apply your experience, general business knowledge, and sound management principles and theories, to produce a report or other deliverable on the subject for the senior manager.
Your recommendations are important, but equally important is your justification for those recommendations. The justification must convince the manager that your advice is worth the price he or she paid for it. The manager should feel confident that you have arrived at the correct conclusions and that your conclusions are well supported by good judgment and competent authority in the subject. Your goal is to produce results that will strengthen your reputation as a management consultant and encourage the manager to hire you in the future for other projects.
Leadership Challenge: Selecting Team Members
The leader of your client organization has observed a lack of flexibility and a slow decision-making process in many of the departments. He believes that he is not serving his customers well, and has decided to move to a team environment and to push many of the decisions to the lowest possible levels. In other words, he wants to create a team-based, empowered organization. Several of his best managers are resisting the idea strongly. They not only feel that many employees are not ready for the change, but they also believe that they personally could never change from a “command and control” style to allowing more participation (adapted from Nahavandi, 2003, p. 54).
Your client has asked you to prepare a report in which you address the following questions:
– How should the leader deal with the situation?
– What arguments can he use to persuade his managers?
– What can he do to help his managers change their style?
– What are the implications of his actions and decisions?
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How should the leader deal with the situation?
Issue of Human Resource Management
Human Resource management involves the development of organization systems and practices for the planning, acquisition, development and utilization of manpower. It involves developing a symbiotic relationship between the external, societal culture and internal culture of the organization. This will enable the upholding of the the relevant external values, as well as contributing new values such as productivity, innovation etc through modeling by the organization.
Leader has to inculcate the feeling of team work in the organization. A team is a group of people working actively together to a achieve a common purpose for which they are all accountable (Schermehorn, 2005, G-12). Thus a team comprises any group of people or animals linked in a common purpose. A group in itself does not necessarily constitute a team.
The capacity to manage human intellect – and to convert it into useful product and services – is fast becoming the critical executive skill of the age. Companies with strong cultures can indeed be very creative, but within predictable boundaries: say; learn marketing or imaginative engineering. When the market demands that such companies innovate in different ways, they have to learn new ways of coping with the challenging demands. They have to work in teams for the holistic effort.
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He should adapt the Participative Leadership Strategy to build team. He should seek to involve other people in the process, such as employees, managers, CEO’s and the board of directors. Effective leaders use a participative style, managing at the group level as well as individually, for example using team meetings to share ideas and involve the team in group decisions and problem-solving. By their actions, such leaders model good team-oriented behavior. The effect of participative leadership is to build a cohesive team, which works together rather than a set of individuals.
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