...The Reluctant Workers Debra T. Fuqua Professor Lisa Hilton Project Management May 9, 2013 Identify and analyze three of the core skills that were at play in the case of the reluctant workers, referencing the ten skills described in Chapter 4. Reading the Case of the Reluctant Workers, I saw the following skills come into play: Tim Aston will need to pull out his leadership skills for his new team. Since acquiring the position of project manager, Tim has notice that his staff was not motivated to put forth any extra effort in performing projects, wasn’t willing to stay late for the meetings, at times walking out of meeting to catch their car pool. Tim leadership skills will definitely come in handy with this team. Tim leadership skills will help in solving any interpersonal conflicts and he did use his problem solving knowledge in rescheduling the late afternoon meeting to morning meetings. In addition to his leadership skills, Tim can combine that with his knowledge of conflict resolution, to get to the core of why the team is no longer motivated to go beyond the call of their duty, what I have found is that people tend to lose interest in going beyond when they feel either one or more personal are getting favorable treatment or maybe feel that the work they do is not getting recognize. Another skills that Tim was making use of was his management support building skills, Tim spoke Phil Davies who didn’t allow him to quite but at the same time he seems to be putting...
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...The Reluctant Workers Tim Aston, a young Project Manager only three months into the company, is experiencing difficulty with the operation of his project. The case study is a dialog between Tim and his director, Phil Davies, concerning the advancement of the project. The analysis is on three of the ten effective program management skills and the improvements that should be made for the project to succeed. The three skills identified and analyzed are team building, leadership, and management support, based on my interpretation of the case study. I also have recommendations for both the project manager and the director of project management that will improve environment for the project, and the relationship between the project manager and his staff, and between the project manager and the director of project management. Team Building Team building is described as one of the main responsibilities of the program manager.. "Team building involves a whole spectrum of management skills required to identify, commit, and integrate the various task groups from the traditional functional organization into a single program management system. To be effective, the program manager must provide an atmosphere conducive to teamwork." (Kerzner, 2009, p 148-149) The characteristics for effective team building are choosing committed workers, having a good relationship with the team, the expertise and resources for the project, specific goals and objectives, upper management that will get involved...
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...Alberta Thrash Course: BUS 375 – Project Management Date: November 4, 2012 Core Skills Analyses 1. Identify and analyze three of the core skills that were at play in the case of The Reluctant Workers, referencing the ten skills described in Chapter 4. Effective project management has a direct correlation to the project manager’s proficiency in integrating the following core skills; team building, leadership, conflict resolution, technical expertise, planning, organization, entrepreneurship, administration, management support and resource allocation. Managers with technical expertise unaccompanied by multidisciplinary social skills are faced with far more conflicts and unsuccessful projects than that of one who understands that adapting to the societal changes in project management implementation is essential. In reference to The Reluctant Workers case study, team-building, organizational skills and management support building were three of the core skills I found closely represented. Team Building One of the major responsibilities of a project manager is to build a cohesive project team and to foster an environment conducive to collaboration. He or she must nurture a climate with the following characteristics: * Team members committed to the program * Good interpersonal relations and team spirit * The necessary expertise and resources * Clearly defined goals and objectives * Involved and supportive top management * Good program leadership ...
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...Strayer University Coral Springs, FL Campus |Assignment for Course: |BUS 375 Project Management | |Submitted to: |Dr. James J. Kolacek, III | | | | |Submitted by: |Jeremy Bowra | | |C8363983459 | | |JEREMYBOWRA@YAHOO.COM | | |8806 NW 38TH DRIVE # 4 CORAL SPRINGS FL | | |954-632-5322 | | | | |Date of Submission: |November 26, 2012 | |Title of Assignment: |Reluctant Workers ...
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... Carol F. Jackson Project Mgt Professor David Kimble 1. Identify and analyze three of the core skills that were at play in the case of the reluctant workers, referencing the ten skills described in Chapter 4. Based on the dialogue between, Tim Aston and Phil Davies, , it appears that team building skills, leadership skills, and management support building skills were the three core skills that were at play in the case of the reluctant workers. In accordance with the text, the challenge for the project manager consists of attracting the right resources, forming a cohesive team, keeping the team motivated, meeting individual aspirations and getting the work done - all within scope, cost, time, and customer satisfaction (Kerzner, 2009, p.148). He also maintains that, “The project manager must also understand the culture and value system of the organization he is working with” (p.149). In light of the above, a project manager should be proficient in team building, adept in leadership to include establishing clearly defined goals and program objectives which would promote good interpersonal relations and team spirit (Kerzner, 2009, p.150), and have a good rapport with management. As management support plays a key role in project success, the suggests states that there are “four key variables that influence the project manager’s ability to create favorable relationships with senior management which includes : 1) ongoing...
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...Worker Case Study Melanie Jackson Michael Clark Project Management 375 July 29, 2012 The Reluctant Workers One of the most important but often least understood characteristics of good project managers is the ability to know their own strengths and weaknesses and those of their employees (Kerzner, 2009, p. 148). In the Reluctant Workers case study there were three core skills directly related to proficiency in effective program management at play: Team Building, Conflict Resolution and Leadership skills. This paper will discuss these three core skills along with an analysis of the way the young project manager exercised his effectiveness skills. It will also analyze the degree of support the company provided the project manager and to what extent he received it. Lastly, in order for both the senior executive and the project manager to become effective leaders recommendations will be made relative to personnel and resource allocation. Team Building One of the hardest things for a Project Manager to learn is how to build a team. Project Managers plays several roles, which includes an array of responsibilities such as team management, conflict resolution, coaching, mentoring, scheduling, planning, interviewing, and training. Tim Aston, a newly hired Project Manager arrived on the job excited about his new position. Tim wanted to prove that he was the best project manager this company had ever hired. After Tim was on the job for a while, his excitement and enthusiasm...
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... Assignment 8: The Reluctant Workers Project Management Prepared for: Professor Larry Grant THE RELUCTANT WORKERS 2 Introduction The objective of this paper is to exam the Reluctant Workers Case. The three core skills that played a role in the case study will be analyzed. The project manager’s skills and relationship with the project staff and functional managers will be discussed. Degrees of support for the project and project manager will be examined. The study concludes by making recommendations to the company on how it can assist the project manager Tim Aston in becoming an effective project manager. Three Core Skills The three core skills that were at play in the case of the reluctant workers are, team building, management support, and conflict resolution. 1. Team building – According to Kerzner, “building the program team is one of the prime responsibilities of the program manager” (Kerzner, 2009,p.149). The project manager’s responsibility it to make the team work by motivating the project staff. The staff should feel that the project manager has an open door policy. The key is for the project manager to learn how to communicate successfully. The manager must show the team members he has a sincere interest in their thoughts and would like them to be as committed as he or she is to the project. THE RELUCTANT WORKERS ...
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...Workers | Sharon Wellman | BUS 375 Project ManagementProfessor George Dollar | | 4/29/2013 | Case Study: The Reluctant Workers Three Core Skills: Identifying and Analyzing After reading the case study entitled, “The Reluctant Workers,” I have identified the following three core skills of the project manager that were not being fully utilized: Leadership, Team Building, and Management Support. The PM, Tim Aston, did not appear to be able to be able to motivate his team, and therefore had no ability to control their work ethics or habits. His Leadership skills were not fully realized or accepted by his team, possibly due to the age conflict and his “freshman” status, and he therefore lacked the capacity to even influence them to remain at work until afternoon meetings had concluded or ask him for help. He also seemed to lack confidence in his PM position, as evidenced by his failure to require his project staff to change their programmed vacation days when a test was scheduled and the customer’s management team was flying in. It appeared to me as if he presumed he could not order the project staff to make this change, and instead was relying on the staff to make the “right” decision and cancel their vacation days (Kerzner, 2009). Although it is hard to fully ascertain the type of team framework that exists from this short excerpt, I got the distinct impression that Tim is on one side of his team and the project staff are all on the other side, squaring...
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...The Reluctant Worker Cherry Barksdale BUS375 Project Management Professor McKenzie Strayer University July 28, 2013 Identify and analyze three of the core skills that were at play in the case of the reluctant workers, referencing the ten skills described in Chapter 4. Tim Aston was a young eager employee that knew what job he wanted and went after it. Apparently he did everything he knew to do to qualify for this job on paper. One thing he did not anticipate on was the different personalities that he had to deal with. Not that he was a bad project manager himself, but the three core skills he needed at this time was something that is developed over time. Team building, leadership and conflict resolution became very important with this project. Not that this was not in his training but he probably never had to use these core skill as the project manager in charge of his own team. ((Program Management 10th edition, Harold Kerzner Ph.D. p149) Team Building Skills In order for Tim to be successful with his team he must get to know them in a way that the conversation and interaction does not just occur when passing each other in the hallway, elevator or parking lot. Hopefully before his team was chosen he had the conversation with them about the dedication needed to complete the project. The importance of being committed to the project and maintaining an open communication with the team. Although Tim has to show that he is the program manager he also needs...
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...Faculty of Business and Law MPM 701 –Business Process Management Trimester 3， 2010 Group Assignment Tim’s Dynometers Pty Ltd Jing Jing Wu 25% 212383709 Xu bi 25% 212382669 Lantian Zhang 25% 900392452 Yang Zhou 25% 212338171 UNIT: MPM701 LECTURER: Mike Bengough DUE DATE: 11/01/2013 WORD COUNT: 1936 Table of Contents 1. BPM and Strategy……………………………………….……….…..………. 3 2. Problem Analysis.........……………………………….……….………………5 3. Proposed Solution ……..…………………..…………………………………..8 4. Solution Considerations.................................................................….……......11 5. Recommendations.………...........................................................…..……..….13 Reference List………...…………………………………………………….……14 List of Figures and Tables Figure 1: Gap model…………………...................................................................5 Figure 2: ‘As Is’ process diagram………………..................................................6 Figure 3: Project Scoping Diagram........................................................................7 Figure 4: ‘To-Be’ Processes Flow Diagram...........................................................9 Executive Summary The assignment aims to investigate the causes for the business process problem in Tim’s Dynometers Pty Ltd, with recommendations...
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...Hilton Business 375: Project Management 07/19/2012 Identify and analyze three of the core skills that were at play in the case of the reluctant workers, referencing the ten skills described in Chapter 4. The three skills that were lacking in the case study were team building skills, leadership skills, and administrative skills. The first skill team building focuses on “effective communications, sincere interest in the professional growth of team members, and the commitment to the project” (Kerzner, 2009, pg 149). In the case study the workers did not perform as a team they did what they wanted, how they wanted, without regard to the others on the team or the project manger and the project. The workers did not respect Tim Aston as the project manager and were set in their ways according to Phil Davies the director. Phil was not much help stating that in the project environment the workers think they are more important than the project and that is the way it is in a project organizational form. (Kerzner, 2009, pg. 294) In order to build a team there needs to be a great support system from the top down to the workers. Phil was very passive aggressive by acting like the workers were right and the project manner was wrong, this shows that there was not support from the top. Tim came to Phil for advice and all he received were excuses as to why the workers work ethic was lacking. The second skill that is needed is leadership. Tim lacked the leadership...
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...Implementation of a New System The Firm In 2005, the Crosby Manufacturing Corporation was an electronics manufacturing firm, employing 700 employees (Kerzner, 2009). According to the company’s president, Wilfred Livingston, they have had some trouble keeping up with their competitors and losing out on contracts due to their MCCS reporting system not being up to government standards. Livingston even remarked that they were considered “nonresponsive to three large government contracts because we could not adhere to the customer’s financial reporting requirements.” (Kerzner, 2009, p. 552). To be able to successfully compete in the market, they would need to replace their current computer system with one that is more advanced and update the MCCS reporting software. To head the project, Livingston has appointed Tim Emary from the firms planning department. Emary is not as knowledgeable as the other departments on computers, but is well adverse in scheduling techniques. Livingston has given Emary a deadline of eighteen months to complete the project (Kerzner, 2009). Selecting a Project Leader As mention before, Tim Emary was selected for the role of project manager. Tim, however, is not from the formal project management group nor the EDP department where their project managers are normally selected. Also, Tim is not as knowledgeable on the technical side of computers as other departments, and yet, is heading a project to advance and update the company’s current system. Was selecting...
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... Project Management BUS375006VA016-1118-001 November 27, 2011 1. Compose a synopsis of the case, using a maximum of 120 words. Wilfred Livingston the president of Crosby Manufacturing Corporation had called a meeting with the department managers to resolve the problem they have with their management cost and control systems (MCCS). In order to update the current MCCS and to increase the company’s business base and growth Livingston wants to replace the present computer with more advanced model. They discuss about the feasibility study and the cost and time constraints to implement such a change. The EDP manager adds that they should also do evaluation of vendors besides the benchmarking tests. Livingston appoints Tim Emary, who is inexperienced, as the project leader of the planning group and gives a time line for the project to finish. 2. Discuss whether or not Livingston’s selection of Emary as project manager a mistake. We see in the case study that Crosby Manufacturing Corporation’s president, Livingston, appointed Tim Emary to be project manager over the management cost and control system project. While Emary is a capable planner, he is not from either the formal project management group or the EDP department, functional departments from which project managers usually come. I think Livingston’s selection of Emary as a project manager was a mistake. The project is very important and it...
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...DIPMGTOP14 Operational Planning Assignment Part One Submitted By : Tim Avenell (00123920T) Submitted To : Vincent Le Submitted On : ??/03/2015 DIPMGTOP14 Operational Planning Submitted by Tim Avenel Dated: 21/03/2015 Table of Contents CONTENTS Task 1: Developing the plan ..................................................................................................................... 3 Executive Summary: ............................................................................................................................. 3 Chain of Approval ................................................................................................................................. 5 Stage 1. Presentation of report to line manager. ............................................................................. 5 Stage 2 Presentation by the Project Team to the Sustainability Committee ................................... 5 Stage 3: Presentation of the Report to the Executive Management Team ...................................... 5 Stage 4: Presentation of the Report to the Board of Directors ........................................................ 5 Project Initiatives ...................................................................................................................................... 7 Goal: .......................................................................................................................................................
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...Strategic Business Analysis - Tim Hortons 1 EXECUTIVE SUMMARY 3 2 TIM HORTONS MISSION AND VISION STATEMENTS 3 2.1 Mission Statement 3 2.2 Vision 3 3 HISTORY 3 3.1 Tim Hortons Brand 4 4 PAST STRATEGY 4 4.1 Merger with Wendy’s International lnc. 4 5 CURRENT STRATEGY 5 5.1 Brand Recognition 5 5.2 Unique Business Model 5 5.3 Market Expansion into the U.S. 6 5.4 Co-Branding – Cold Stone Creamery 7 5.5 Community Involvement (Children’s Foundation) 7 5.6 Coffee Partnership - Working within the Industry Value Chain 8 5.7 Measures Of Performance 9 6 FUTURE STRATEGY 9 6.1 Five Key Points for 2010-2013 Strategic Plans 9 6.2 U.S. Market expansion 10 6.3 Market Leader in Canada 10 6.4 International Strategy 11 7 CONCLUSION 11 8 APPENDIX 12 9 REFERENCES 12 1 Executive Summary A strategic business analysis of Tim Hortons’ restaurant chain was conducted and action plan is recommended. We are the Vice President of Marketing and Chief Financial Officer and presenting this report to the shareholders of Tim Hortons. This report includes a review of Tim Hortons’ past strategies by focusing on its origins from the beginning to the establishment of their valuable “Brand” reputation in Canada. We will perform an analysis of the past, present, and future strategies of the business. 2 Tim Hortons Mission and Vision Statements 2.1 Mission Statement: Our guiding mission is to deliver superior quality products...
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