E2 Focus

Valli said that high performing teams may be defined as human systems that are doing dramatically better than other systems

* Homogeneity - of status both internally or externally leads to a more cohesive group
* Alternatives - if the member has alternatives then dependance on the group is reduced, also high turnover of group members will mean the group lacks cohesion
* Size of the group - as the size of the group goes up productivity of individual members goes down, less opportunity to contribute, cliques can form, less work is done
* membership in other groups - this may detract from the cohesion and effectiveness of the original group

* Task - the nature of the task and its organisation must be compatible
* isolation of the group - external threats and incentives are lower the omre isolated the group is
* the climate of management and leadership - the leadership style adopted shoul dbe appropriate to the task.

* Groups are continually changing - not just in membership but also understading of the task and each other
* Success and failure - there can be a tendancy for a groups to persist in failure

* Small - gives everyone an ability to contribute
* Limited duration - only there to acheive a particular task
* Voluntary - should choose to be a member
* Communication informal and unstructured - no status barriers
* Action oriented - the team should create a plan for action not just a form of words

Orchestration
Mutuality

C Create barriers
A Address human need
C Collaborate
S Streamlining
A Accelerate learning
I Innovate
L Leverage technology

*Partners - suppliers/employees/contractors who provide access to resources/markets and technologies.

*Resources - firms use their relationships with their suppliers to source and secure the right resources to make products or services that satisfy their customers. These are both tangible and intangible inputs.

*Processes - firms need to design, develop, and deploy processes that provide the infrastructure to convert resources (inputs) into goods and services (outputs). High-quality processes can lead to improved cycle times, productivity, quality, and costs.

*Activities - firms and their partners engage in activities that use the processes to convert resources into goods and services. They depict what is done and where know-how, skills, learning, and culture come together to make things happen, capturing how valuable the people element is in value creation. Effectiveness and efficiency are the key measures of success in this context.

*Outputs - resources are converted through activities and processing into outputs which can be products, services, or experiences, all of which aim to meet the customer value proposition

*Segments
*Channels

* Geographic
* Demographic
* Psychographic
* Behavioural

* communication channels
* distribution channels
* sales channels

Firms deliver value to customers through communication, distribution, and sales channels. In this context the advent and growth of technology has opened many channels for firms to connect with their customers, for example using mobile phones and social media.

When revenue earned from delivering value exceeds the costs of creating value

*Cost model
*Revenue model
*Sharing surplus

*Disruptive technology
*Surviving digital disruption
*Leadership and culture
*Strategies to build disruptive business
*Digital operating models

* Creator of vision and mission – the company’s mission statement should be expanded to encompass a transformation purpose.

* Strategic planner – this is nothing new, but the focus will change. There should be a move from five year to annual planning cycles, driven by data and analysis. Greater focus should be on experimentation rather than long-term planning.

* Driver of information-based business models – find and develop new products that are (fully) data- and information-based for scalability.

* Enabler of the shift to on-demand operating models – the CEO should champion the benefit that can be gained from communities in the workplace, crowdsourcing, and staff on demand.

* Innovation promoter - appetite for risk / acceptance of failure.

* Operational excellence driver – identify ways in which automation can be introduced into processes in all departments of the organisation.

* Communication - open & honest / by digital means / social media / blogs / forums
* Journey management - Support middle managers to create culture / training / release creativity / HR policies & procedures
* Make changes visible - Visual aids / wall charts / create new working practices / office layout
* Continuous change monitoring - Feedback / 2 way communication / surveys / monitoring performance

* Build - create in house if time
* Buy - 100% aquisition of emerging business
* Partner - work closly with disrupters / build trust/ exchange ideas
*Invest - part own - avoids stifling innovation
* Incubate/accelerate - bring into your infrastructure / access to resouces / access to management

1) Attract and retain talent
2) Become an employer of choice for the latest generation of employees
3) Create a workforce with digital skills
4) Bring leadership into the digital age
5) Foster a digital culture in the enterpise
6) Create environments where humans and robots can work successfully together
7) Integrate your on-demand workforce

* Arbitration
* Mediation
* Conciliation

* Dismissal
* Redundancy
* Fairness and equality
* Equality and diversity
* Equal opportunities

the idea of hidden elements in culture

The iceberg discribes 2 levels at which culture operates

* Formal aspects (visible) above the water
* Behavioural aspects (hidden) below the water

* Power culture (Zues)
* Role culture (Apollo)
* Task culture (Athena)
* Person culture (Dionysus)

Where we look to modify behaviour through controls
This is a managers responsibility
We want to get people to do the right things
Get people to act ethically
Motivate them
Improve productivity
Improve quality
Prevent mistakes

* Organisational structure
* Targets / budget setting - set expectations
* Supervision
* Culture
* Control systems - TARA / budgeting
* Policies & Guidelines

* The ranking system = scored 1 - 5 on agreed targets (1 usually bad)
* The unstructured format = Essays / short form answers, open ended and can cover any aspect not just agreed targets
* 360 approach - manager appraise individuals, individuals appraise managers, can also appraise colleagues
* Self rating - you rate your own performance and give it to your manager, then they make their own assesment

* Fair - no bias or favouratism - dont be judgemental
* Factual - evidenced - not a chat
* Firm -- it is ok to give negative feedback as long as it is constructive - not confrontational
* Frequent - as is required - managers to put in effort to undertake regular feedback - dont just do them annually
* Feedback - meant to be about continuous improvement - no unfinished business left

* Intrinsic - to do with the job itself - accomplishment - recognition - increased responsibiity
* Extrinsic - not to do with the job itself - policies - health & safety - treated fairly - appropriate salary

Extrinsic motivators are not actually motivators they just prevent dissatisfaction, intrinsic motivate.

* PRP - performance related pay - tied to the performance of the company
* Piecework - paid solely on output of work
* Profit sharing - profits distributed to employees
* MBO - management by objectives - key results = rewards are paid for achieving them
* Commision - usually sales - proportion of sales made paid to employee
* Points scheme - Range of rewards based on the scale of the acheivment
* Bonus scheme - usually a one off payment for acheiving specific target

Profitability - sales/profit/ROCE
Innovation - time to market / how many new products
Market standing - market share relative to others
Productivity - output targets
Financial & Physical resources - financing debt / share equity
Managerial performance and development - training / new accreditations
Worker performance attitude - behavioural controls / performance reviews
Public responsibility - corporate social responsibility / ethical values

1) Planning & Forecasting - draw up plans of action / identify strategies
2) Organising - decide which tasks need to be done by who
3) Co-ordination - Bringing people together / harmonising activities / goal congruence
4) Commanding - give orders / tell employees exactly what to do and how
5) Controlling - need to reveive feedback on processes so they can make adjustments if necessary

1) Interpersonal
2) Informational
2) Decisional

The right to do or act (to take actions and make decisions)

* Charismatic - derived from personality of the leader - individual characteristic - will leave with leader

* Traditional - derived from custom and practice - ie parent/child or teacher/student

* Rational-legal - derived from position in organisation

Involves obligation and cannot be delegated.

The buck should stop with the responsible manager

Accountability

If a manager is given responsibility without the necessary authority they are powerless ie being responsible for timekeeping with no authority to punish for lateness

1) Specify performance
2) Formally assign tasks
3) Allocate resources & authority
4) Allow performance - maintain contact (TARA)

C Career officials
A Appointed officials
R Rules
P Public/private division
F Full-time officials
I Impersonality
S Specialisation
H Hierarchy

also Mayo

The need for recognition, security and a sense of belonging are important.

Hawthorne experiments - Western electric

Made changes to working hours, rest breaks, lighting conditions, temperature and measured how it affected productivity. When the reverted back to the conditions from the start of the experiment staff were more productive & had increased morale.

Psychological contract between colleagues & management = good working relationship

No one best approach.

A leader is someone who excercises influence over other people

* Autocratic - Do this/tell approach
* Democratic - lets work together approach
* Delegative - you go sort the problem out

* Formal communication
* Informal communication

* Verbal
* Non verbal

1. Sender
2. Encoding
3. Channel
4. Decode
5. Receiver
6. Feedback
Noise can be throughout

The SENDER is the entity that conveys or sends the message

ENCODING is a process through which the message is symbolised

CHANNEL is the medium through which message is being sent. (email, face-to-face conversations, meetings, telephone calls etc).

DECODING is the process in which the message is translated and meaning is generated out of it. (problems can occur here due to interpretation).

RECEIVER. The receiver is the entity that receives the message

FEEDBACK. Is the process through which receiver sends their response.

NOISE is anything which interferes with the communication process and stops the message being received and understood by the receiver as it was intended.

* Environmental/physical noise
* Physiological noise
* Semantic noise
* Psychological noise

Physically disrupts communication.
Loud music
Phones
Chatting

Physical barriers
Deaf
Poor sight
Speech impairment

Caused by sender and receiver having a different understanding of the words.
Different dialects/languages
Using jargon
Words with several meanings

The attitude of the sender and receiver
Anger
Sadness etc

* Not being clear
* Ommitting information
* Poor word choice
* Using words that provoke an emotional response
* Using jargon
* Using innapropriate medium
* Sending too much information
* Sending mixed messages

* Not in an appropriate state to receive the message
* Not wishing to receive the message
* Filtering out elements they dont want to deal with
* Information overload
Mindset that does not admit the substance of the message

* Have a clear objective
* Plan the communication
* Think about the receiver and their situation
* Anticipate reactions to the message
* Practice using the channels of communication
* Seek and work with the feedback

* Consider their contribution
* Listen attentively
* Check out anything that is vague
* Give feedback

* Tracking & case software (tracks customer/staff queries)
* Internal blogs
* Discussion forums
* Intranet
* Chat & private messaging

Data visualisation allows large volumes of complex data to be displayed in a visually appealing and accessible way that facilitates the understanding and use of the underlying data.

* Determine the purpose of the meeting
* Establish who needs to attend
* Determine the agenda in advance
* Make suitable arrangements for location and time
* Facilitate discussion
* Manage the plan of action
* Summarise
* Publish results/minutes

* Facilitator
* Chair
* Secretary/administrator
* Protagonists
* Antagonists

sets the agenda, ensures the objectives of the meeting are being met

Makes sure the agenda is being followed and all members participate equally

Takes minutes and distributes them in a timely manner

Positive supporter

Disagreement and a negative attitude to team members

* Inappropriate chairperson
* Objectives of meeting undefined or unclear
* Lack of interest in meeting
* Too much talk
* Attendees cannot reach agreement on issues
* Action points from previous meeting not carried out
* Minutes too long or too short

Persuasion is a stronger form of influence. While influence can be direct or indirect, intentional or unintentional, persuasion is always direct and intentional. The aim of influence could be to inspire someone to buy in to an idea or make a particular decision, while the aim of persuasion is to change a person, or group's attitude or behaviour towards something or someone. The person using persuasion has a clear objective and is set on achieving it by getting others to support them. Persuasion falls short of telling or ordering someone to do something, but may use coercion as it attempts to get the other person to agree, albeit perhaps under duress.

* Reciprocity
* Commitment
* Social Proof
* Liking
* Authority
* Scarcity

1 Conflict of interest between two or more parties. What one wants is not necessarily what the others want.
2 No established set of rules for resolving conflict, or the parties prefer to work outside of an established set of rules to develop their own solution.
3 Parties prefer to search for an agreement rather than to fight openly, to have one side capitulate, to break off contact permanently, or to take their dispute to a higher authority.

* Preparation
* Opening
* Bargaining
* Closing

* Competition for scarce resources
* Competition for power and influence
* Differences in goals, values, expectations

Horizontal conflict occurs between groups and departments at the same level in the hierarchy

Vertical conflict occurs among individuals and groups at different levels in the hierarchy.

* Time
* Cost
* Quality

* Feasability
* PID (project initiation document)

* Technical
* Social
* Ecological (environmental)
* Economic

Additional
* Business
* Time

Can it be done?

Does it fit with current operations?

How does it affect the environment?

Is it worth it?

* Defines the project
* Justifies the project
* Defines the roles and responsibilities
* Secures funding for the project if needed
* Gives people the information they need to be productive and effective right from the start

PURPOSE STATEMENT - explains why the project is being undertaken

SCOPE STATEMENT - puts boundaries to the project by outlining major activities. Prevents 'scope creep' where additional activites are added making achievement of the cost and time objectives impossible

DELIVERABLES - tend to be tangible elements of the project, such as report, assets and other outputs

COST & TIME ESTIMATES - Early estimates, will be modified later

OBJECTIVES - clear statement of mission, CSF's and key milestones of the project

STAKEHOLDERS - list of major stakeholders in the roject and their interest in the project

CHAIN OF COMMAND - a statement (and diagram) of the project organisation structure

* Prevention of deviations
* Correction of deviations
* Prevention of any future deviations, by revising plans, target, measures etc
* Implementation of recommendations from monitoring, reviewing and evluating the project

* Authorisation
* Agreement
* Recording
Communication

* Who has the authority to agree any changes

eg project manager for small changes - project sponsor/project commitee for larger costs

* When is agreement needed?
everytime or set out outset

Set procedure for how changes are recorded & who will manage this procedure

How will the change be comminucated & to which parties - stakeholders

* How the agreed changes are incorporated into the revised plan
* Each revised plan is given a new version number so everyone knows they are working on the same correct version.

* Exception
* Progress
* Team meetings - explain position/discuss corrective action
* Post completion review - lessons learnt

* Prioritise changes
* Recording changes
* Agreement of change budget

Tracking changes in order to update plans & managing version control

Using inspection, quality control & quality assurance to ensure the project meets the customer expectations & technical requirements

* Delivered to users
* Documents filed
* Final payments
Project objectives (make sure business case has been delivered
* Team integrated back to their day to day tasks

* Project manager - how well they performed & worked with team
* Project team - How individual members performed and how they worked as a team
* Tools & tgechniques used - effectiveness of the overall process/individual tools & techniques
* Business case - actual acheivement in relation to costs / schedules / benefits defined

The WBS is an important starting point for planning. It contributes to planning in the following ways :_

* Breaks complex tasks into manageable pieces
* Sets out the logical sequence of project events
* Provides a logical framework for making decisions
* Provides an input into subsequent project processes ie estimating time and resources
* Provides a framework for continuious assesment of the project progression
* Provides a communication tool

* Summarise activities
* Display the interrelationships
* Establishes authority & responsibility
* Estimates project costs
* Performs risk analysis
* Schedules jobs (work packages)
* Provide basis for controlling the application of resources

Work Package specifies the work to be done for each package described in the work breakdown structure.

Statement of Work describes the deliverables against which the project can be measured. It also indicates who is responsible and when the work needs to be delivered.

On completion of the WPs and SOW, the products required for each activity are listed. For example, the Olympic Games long jump would require a sand pit, a white board and measuring equipment.

The cost breakdown structure (CBS) describes the categories that require costing to ensure nothing is left out of the budget process. Numbers and costs are allocated to each product. This creates the detailed financial plan (budget) for the project.The CBS will include information gathered from the WBS, WPs, SOW and PBS and also the capital and revenue costs identified in the cost-benefit analysis and feasibility study documents.

Network analysis is a general term, referring to various techniques adopted to plan and control projects. It breaks complex activities down into smaller activities, which are then organised in a sequence. It is used to analyse the inter-relationships between the tasks identified by the work breakdown structure and to define the dependencies of each task. Whilst laying out a network it is often possible to see that assumptions for the order of work are not logical or could be achieved more cost effectively by re-ordering them. This is particularly true whilst allocating resources; it may become self evident that two tasks cannot be completed at the same time by the same person due to lack of working hours or, conversely, that by adding an extra person to the project team, several tasks can be done in parallel thus shortening the length of the project and ensuring project deadlines are met.

One of the component parts of network analysis is critical path analysis (CPA) (Note: this is often called network analysis, even though it is only a component part.) It is the most commonly used technique for managing projects.

A tool for planning resources - capacity planning

A project methodology that helps with :-

* Delivery of agreed outcomes
* On time
* Within budget
* Conforming to the required quality standards

Project management body of knowledge

A project management methodology