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Hi, I need help with essay on Essential Psychology for Managers. Paper must be at least 1250 words. Please, no plagiarized work!Download file to see previous pages... The project manager contacted the
Hi, I need help with essay on Essential Psychology for Managers. Paper must be at least 1250 words. Please, no plagiarized work!
Download file to see previous pages...The project manager contacted the vice president and attempted to persuade him to postpone his demand for modifications, but he turns down the request. Modifying the project requirements at the present time implied extensive and large-scale changes and will delay complete system execution by a month. Moreover, this will impinge on the work of other department managers who were earlier informed that the system will be fully functional at a given time. The project manager can discuss this matter to his bosses, but the higher project expenses will be difficult to explain. At the moment the project manager is quite disappointed with himself at being part of the recruitment team that endorsed this new department manager and particularly at having supported his appointment. Seriously disappointed by the decision of the department manager and the bosses’ approval of this action, the project manager decided to confront the department manager. He told him that he found it irrational to change the original project requirements. The department manager answered that he has other more important concerns to take care of as of the moment, especially as regards the streamlining of his department. The project manager left the office in a furious gait, leaving the department manager thinking that his responses and actions are detrimental to the project and the organisation. The decisions of the department manager do not, apparently, seem to be competent and responsible. Analysis of Event The event obviously concerns two managers, the project manager and the newly appointed department manager. Apparently, a serious conflict characterises their relationship. Three theories may be used to analyse this event, namely, leadership, conflict and communications, and motivation. In terms of leadership, the analysis focuses on the new department manager’s leadership approach. On the surface, the department manager seems to lack group skills and organisational skills, two of the most important leadership abilities. Groups require motivators, gatekeepers, communicators, and so on. All these tasks are expected from leaders (Tjosvold &. Tjosvold, 1995). The contemporary leader knows that productive and successful teams have mutually supporting and cooperative members. The efficiency of the whole department emanates from the shared, coordinated inputs and participation of all its employees. The new department manager is not a team player. He decided to change the project requirements without even consulting first the people that will be mostly affected by the change, namely, the project manager and the department’s employees. He already discussed the modification plan to the vice president without even hearing first the suggestions and opinions of the people under him. This lack of group skills will certainly affect the job performance of his subordinates. This will bring more problems to the already difficult situation of the project. Effective leaders know how to effectively and efficiently organise things. They ensure that employees only follow one superior, clear and definite instructions, and so on. They create organisational charts that are precise and easy to follow, with clear command structure or lines of authority (Kloppenborg et al., 2003).
