Team management skills

Lecture Information technology project management (Eighth Edition): Chapter 10, after studying this section will help you understand: Understand the importance of good communications on projects and the need to develop soft skills, especially for IT project managers and their teams; Review key concepts related to communications; Explain the elements of planning project communications and how to create a communications management plan

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The main objective of the Thesis is to analyze the Case Company and to construct strategic suggestions to stay competitive. The focus is on exploitation of capabilities and opportunities. Additionally, the Thesis investigates whether the efficiency of utilized resources could be improved further. The strategic suggestions and opportunities for improvement are meant to be beneficial also for the parent company. Analysis results include organizational strengths and weaknesses, industry specific and social opportunities, and threats.

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Translate the benefits teams provide into competitive advantages in the market. Manage the different types of teams – self-managed, parallel, project, and virtual. Track the stages of team development that occur over the life of a project and help the team perform effectively. Recognize the key roles that team members must play to ensure high performance. Develop skills to detect and control team performance problems. Manage team conflict through negotiation.

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Discuss the components of strategy, types of strategic alternative, and the distinctions between strategy formulation and implementation •Describe how to use SWOT analysis in formulating strategy. •Identify and describe alternative approaches to business-level strategy formulation. •Describe how business-level strategies are implemented. •Identify and describe alternative approaches to corporate-level strategy. •Describe how corporate-level strategies are implemented.

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External environment: Everything outside an organisation that might affect it. –General environment: Broad dimensions/forces in an organisation’s surroundings, creating its overall context. –Task environment: Specific organisations or groups that affect the organisation. •Internal environment: The conditions and forces within an organisation.Political-legal dimension •Economic dimension •Socio-cultural dimension •Technological dimension •International dimension •Impacts are vague, imprecise and long term. •Cannot be influenced by organisations....

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Identify the components of the internal environment and discuss their impact on organisations. •Discuss the primary charateristics and determinants of an organisation’s culture and how the culture can be managed. •Identify the main dimensions, cause and impacts of workforce diversity and discuss the strategies and approaches to diversity management. •Describe managerial ethics and CSR and discuss how they can be managed in organisations.

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Aimed at improving workers’ performance through analytical procedures. •Frederick Taylor (1856-1915): soldiering-reward •Frank Gilbreth (1868-1924) and Lillian Gilbreth (1878-1972): time + motion = efficiency •Henry Gantt (1861-1919): Grant Chart •Harrington Emerson (1853-1931): specialisation of management roles.

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Define management and managers, and characterise their importance to organisations •Identify and briefly explain the four basic management functions in organisations •Describe the kinds of manager found at different levels and in different areas of the organisation •Identify the basic management roles that managers may play and the skills they need to be successful •Discuss the science and art of management and describe how people become managers •Summarise the scope of management in organisations....

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Successful managers can effectively manage conflict. This ability is considered a core competency and is required of managers who want to grow and advance. Unfortunately, it is also one of the most difficult skills a manager can develop. The objective of this white paper is to illustrate team conflict symptoms and causes; to determine how to address team conflict using specific tools, skills, and processes; and to improve the ability of managers to build teams that can deal effectively with both healthy and unhealthy conflict....

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In this white paper, IDC describes the significant results of a recent survey on IT organizational performance of 1,200 teams managed by more than 400 IT managers. It describes the link between organizational performance and team skill and demonstrates the link between certification and performance in both general excellence and specific functional capability.

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