Project Management at J & J Furniture

This assignment delves into the realm of project management within the context of J & J Furniture. It examines various challenges hindering their project success and provides a comprehensive analysis of potential solutions. The analysis encompasses different leadership styles, power dynamics, and effective team management strategies that can be implemented to overcome these hurdles and achieve desired project outcomes.

Running head: Project team report 1
A REPORT ON MANAGEMENT OF PROJECT TEAMS AND CHALLENGES FACING J &
J FURNITURE ORGANIZATION
Submitted by
Affiliation
Supervisor’s name
Date of submission

Running head: Project team report 2
Executive summary
The reports address suitable methods, tools, and steps relevant to J and J furniture in managing
its project teams to achieve project goals. The business goals can be achieved by having
representatives from various functional units. The information from all the representatives can be
maintained in a communication plan. The report found democratic type of leadership appropriate
for the organization because it allows participation. J & J furniture leaders can utilize legitimate,
reward and expert power to influence project teams towards targeted goals. They need to follow
a specified step in solving challenges facing them.
1.0. Introduction
J & J furniture is a business engaged with building and selling furniture. It is currently
establishing project teams that will enable it to achieve project goals. The project goals set
include: persuading stakeholders, partners, critics on growth strategy, identify mitigation
mechanisms of managing potential project risks, and maintaining customer needs and improve
efficiency. The goals can be achieved by employing effective strategies and methodologies of
managing challenges and project teams (Bryde, Broquetas & Volm , 2013).
1.1. Project team management
J & J furniture management will need to focus on a number of areas in order to manage different
project teams towards the organization goals. They need to focus on leadership style, tool &
techniques, types of power and appropriate steps in managing project team challenges (Hurwitz
& Hurwitz, 2013).
1.2.1. Project leadership style
Project leadership involves using a suitable style that will inspire and guide employees towards
intended goals. The appropriate leadership for J & J furniture is democratic type of leadership
style. The style allows participation among partners and stakeholders involved in ensuring
project deliverables are met (Felix, 2013). Democratic leadership is appropriate over autocratic
because the latter does not allow any form of participation and sharing of ideas or information
(Armstrong, 2010). The goals of J & J encourages sharing of expert guidance from different
sections involved.

Running head: Project team report 3
1.2.2. Project tools and techniques for managing teams
There are several tools and techniques that can be used to influence the project teams. They
include use of communication plan, performance rating scales, and participative approaches to
decision making. The participative approach is a technique which motivates project team to work
towards intended goals. Performance rating scales will provide a means of appraising employees
towards specific goals. The communication plan is a tool that focuses to manage information
needs of all stakeholders. J & J furniture stakeholders and partners will entail both internal and
external representatives from different functional units and environments. Table 1 shows a
summary of stakeholders with their information needs and methodology of communicating
information.

Running head: Project team report 4
Table 1: J & J furniture Communication plan
Audience Message Delivery method Delivery frequency Communicator
Customer (external) Expectations of quality products Ads and products Real time Project manager
Suppliers (external) Quality sourcing needs Meetings Weekly Project manager
Investors (external) Project progress status Formal meetings, mails Real time Team leader
IT rep (internal) Guidance on sophisticated system Meetings & visits Weekly Project manager
HR rep (internal) Guidance on HR planning Meetings & reports Real time Project manager
Manufacturing rep
(internal)
Guidance on safe environmental
products
Visits & meetings Weekly Project manager
Sales & marketing reps
(internal)
Guidance on delivery of quality
products
Meetings (formal) Weekly Project manager
Accounting & Finance
reps (internal)
Guidance on cost and financial matters Reports & meetings Real time Project manager
Legal rep (internal) Legal compliance advices Formal meetings Real time Team leader

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1.2.3. Project teams and type of powers
Different types of powers can be used in different situations and contexts. Project managers can
use different types of power to achieve certain deliverables or influence team members
(Cummings & Worley, 2014). There are five types of powers that can be used to influence,
motivate project teams and impact project performance. The powers include: legitimate, reward,
expert, referent, and punishment power.
Legitimate power- The power gives the project managers power to influence project teams to
perform to required expectations and goals. It can impact the project results if project teams are
motivated by recognizing and appreciating the legitimate power of their leader.
Reward power- The project manager uses the power to reward good practices. The reward power
is useful in motivating project team members. J & J furniture can use it to encourage creativity
and good performance of project teams. The impact of using the type of power is that project
goals are achieved in professional and unique way.
Expert power- The project managers uses knowledge, skills and information to lead by example.
J & J furniture can use it to motivate project team members to emulate performance of their
leaders. The impact of the power to the project is that every project will be done as per a unified
standard.
Referent power- The power involves project managers associating themselves with people with
more power and influence. The essence is to show project team members that the project is
benefitting from the association. It can lead to project results because project team members will
be comfortable with project leadership.
Punishment power- The project managers use coercive power for compliances purposes. It can
be used in implementing policies and ensuring compliance of them. The impact of such power is
that certain functions will be achieved as required from fear of negative consequences.

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1.2.4. Steps to alleviate challenges
To alleviate challenges facing J & J furniture the following steps can be used (Bourne, 2015:
Building suitable project teams representing all units-The first step is to ensure that every
member is included in solving the challenge and integrating more ideas towards the problem.
Facilitate effective communication-The second step is to ensure information sharing becomes a
critical component towards solving the problem.
Encourage collaborations among team members-The third step is to encourage cohesion and
team work in solving the challenges.
Identify and overcome challenges facing the team members- Fourth step discuss as a team and
come up with unified solutions to the challenges.
Celebrate success –Is the last step of solving the challenges.
2.0. Recommendation and conclusion
Project team management is an essential in delivering project goals and solving challenges
facing them. Project managers are tasked with the role of managing project teams. Each manager
is expected to use suitable leadership styles, power and methodology in ensuring project goals
are achieved. The management of J & J furniture will need to employ suitable leadership style,
power style, tools, techniques and steps to ensure project is delivered and challenges solved.

PROJ6006_Assessment_01.Docx Page 7 of 4
References
Armstrong, M. (2010). Human resource management. London, England: Mc Graw Hill.
Bourne, L. (2015). Making projects work:effective stakeholder and communication management.
New Delhi: CRC press.
Bryde, Broquetas & Volm . (2013). The project benefits of building information modelling.
International Journal of project management, 31(7), 971-980.
Cummings & Worley. (2014). Organizational development and change. Chicago: Cengage
Learning.
Felix, D. (2013). Composition of a Successful Management Team: How Much and What Kind of
Experience Makes a Difference? The Journal of Private Equity,, 1(1), 33-36.
Hurwitz & Hurwitz. (2013). Personal, Team, and Organizational Development. In Leadership is
Half the Story: A Fresh Look at Followership, Leadership, and Collaboration. University
of Toronto Press, 10(4), 23-78.