The reluctant workers

The reluctant workers

Introduction

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 Planning. I will discuss these three core skills along with an analysis of the way Tim Aston, the young project manager exercised his effectiveness skills. Will also discuss the degree of support the company provided the project manager and to what extent he received it. Moreover, the order for both the senior execution and the project manager to become effective leaders' recommendations will be made relative to personnel and resource allocation.

Discussion

A project manager has a lot of different responsibilities such as team management, conflict resolution, scheduling, planning. Tim Aston, a young newly hired Project Manager arrived on the job excited about his new position. Tim wanted to be the best project manager this company had ever hired. Although Tim was still concerned that his employees did not come to him with problems, he wanted a better line of communication and in turn, this could help team building. To be a more effective manager Tim rescheduled the late afternoon team meetings to morning meetings. The outcome of doing this is to motivate employees and motivated employees feel empowered and able to accomplish the task set before them without the Project Manager interfering. Conflict Resolution The second core skill is conflict resolution. Managing conflict on project teams usually involves establishing policies and procedures. When the following conflicts distracted team members from achieving project milestones, Tim wanted to step in and rectify the situation. During his meeting with the Director of Project Management, he identified the following issues: non cooperative bosses and employees leaving exactly at 4:30 every day. Planning is a key element of project management. It helps to identify the goals and ...