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Project Information, Organisation and behaviour
Order Instructions:
The assignment is an opportunity to evidence your ability to analyse and evaluate in the context of the three Learning Outcomes (LOs) stated below:
1. Critically appraise the contribution of individual factors on peoples’ behaviour and performance at work in a project management context.
2. Critically appraise the contribution of group behavioural factors on performance at work in a project management context.
3. Critically appraise the contribution of organisational factors on peoples’ behaviour and performance at work in a project management context.
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The assignment requires the production of a report of 1,600 words (+ or – 10%) in length.
The writing style should be concise (not brief), and an appropriate structure (no requirement for an Executive Summary) should be adopted. It is recommended that you consider the effective use of ‘graphic’ material to illustrate key points (rather than trying to describe in writing – the emphasis is on analysis and evaluation, not on describing). Images, tables, etc. are considered as being ’graphic’ material in this context.
This will ‘free-up’ some space in terms of the maximum word count. The report should have clearly-stated connections with appropriate literature and these should be consistently referenced (preferably using the Harvard style of referencing).
For the purpose of this assignment you should assume the role of an individual operating at Director level within an organisation currently operating exclusively in the marine renewables sector of the energy industry. The organisation currently operates only in a design capacity (does not deal with transmission, etc.) and is a mature organisation (over 20 years in the sector) with 3 facilities in the UKCS region.
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Feel free to add any additional relevant assumptions (number of employees, company structure, etc.) that assist in the analysis of the company.In your role, you have been tasked by the Board to produce a report of no more than 1,600 words that addresses the following requirements (below) related to the suggestion that the company should encourage staff to carry out a diversity of roles, thereby providing efficiencies for the company.
The Board is aware of ongoing problems caused by employees seeing themselves as having a single (primary) role relevant to a specific point in the design process; as a ‘specialist’ company within a ‘specialist’ sector, this is regarded as having been inevitable. However, this is now a behaviour that the Board wishes to address as they believe the future growth of the company is compromised by the constraints of ‘functional specialism’.
This is particularly significant in the context of proposed future diversification within the marine renewables technology sector, with the diversification possibly including both the adoption of new, innovative technologies (wave energy, etc.) and the creation of a transmission network linking current and future production facilities.
The report is intended to provide the basis for a future company culture development project that will be implemented prior to the diversification project commencing (so as to ‘lock in’ appropriate new behaviours/attitudes).
1. Identify the key information, related to current activities, behaviours and the approach to learning that should form the basis of future communication with staff regarding any development / change of current primary roles and behaviours. Such development / change would be in the context of the proposed diversification.
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2. Identify ONE example of negative conflict that could be expected to result from staff adopting a strict adherence to only their current perceived primary roles. The example should illustrate how behaviours exhibited by staff evidence the level of conflict. You should also discuss how a learning organisation would ‘capture’ such behaviours so to prepare for change.
3. Identify ONE example of conflict that would not respond positively to the use of coercive power by the divisional manager. The example should illustrate how the use only of coercive power is a defective style of management and why the use of expert power would be more appropriate.
4. Determine the most appropriate leadership style for negotiation with staff when the objective is to resolve the conflict in a manner that leads to positive behaviour change (adoption of more than a single role).
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