Organisational Behaviour and People Management Project Report - Uni

This report delves into the realm of organisational behaviour and people management, focusing on leadership styles and their impact on project success. It examines various leadership approaches, including team leader, authoritative, and democratic styles, and recommends the team leader style for a specific project involving Ecological Wastewater Solutions Pty Ltd. The report further explores the role of a project manager, emphasizing the use of power, particularly reward power, to influence and motivate project teams. It also addresses effective communication strategies, including the use of communication plans, and the development of self-managed teams, outlining strategies for their implementation and management, such as identifying skilled leaders, defining roles, and integrating learning and feedback. The report provides insights into managing challenges, resolving disputes, and ensuring successful project delivery within the context of organisational dynamics.

Running head: ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
Organisational Behaviour and People Management
Name of Student
Name of University
Author Note

1
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
Table of Contents
Answer 1..............................................................................................................................2
Answer 2..............................................................................................................................3
Answer 3..............................................................................................................................4
Answer 4..............................................................................................................................4
Answer 5..............................................................................................................................5
Answer 6..............................................................................................................................6
Answer 7..............................................................................................................................7
References............................................................................................................................8

2
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
Answer 1
An action of leading a group or organization is mainly termed as leadership. Effective
leadership is essential in order to create an inspiring vision that in turn motivates the team
members in successful execution of a project. The projects that are implemented or lead by
Ecological Wastewater Solutions is to provide an environmental friendly wastewater
management system. There are a number of leadership styles to choose from for effective project
management. Choosing an effective and efficient team leader is essential in order to ensure that
the project team performs according to their capability (Anderson, 2010). The different styles of
leadership are authoritative leadership, coercive, all for one and one for all, democratic, team
leader and pacesetter.
It is quite essential to identify an effective leadership style that can help in management
of the project team of Ecological Wastewater Solutions Pty Ltd. For the chosen project team, a
team leader style of leadership is recommended. In this type of leadership style, a strong
coaching train and patience appears in the managers (Packendorff, Crevani & Lindgren, 2014).
This type of leaders are experts in the risk management and have an effective team control skills.
This type of leadership style will therefore be effective for the chosen project team (Zulch,
2014). This type of leaders often provide encouraging personalities and has the capability of
motivating the team even in downturns or in failures.
Authoritative leadership style is not chosen for the project team as this leadership style
involves considering the efforts of all the team members. This in turn often leads to delay in
project execution. Coercive is not chosen either as this leadership is mainly of dictator type and

3
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
therefore, little input is taken from the junior. Pacesetter is not chosen as in this leadership style,
the weak are terminated.
Apart from the team leader style, an authoritative and democratic leadership style can
also be chosen for the management of the said project team.
Answer 2
Project manager has a large role in ensuring and effective control on the project team and
influence the project team (Too & Weaver, 2014). It is quite essential for a project manager to
ensure effective management of the team formed in Ecological Wastewater Solutions Pty Ltd.
One of the most effective tools and techniques that a project manager can apply for
having an influence on the project team is making use of power. A project manager mainly has 5
different categories of power that he/she can apply on the team to effectively manage the project
team (McLeod, Doolin & MacDonell, 2012). These 5 powers include, reward power, referent
power legitimate power, expert power and punishment power.
Project success is based on the type of power a project manager is showing on the project
team. For the Ecological Wastewater Solutions Pty Ltd, the project team formed should be well
managed and therefore the project manager should show the reward power on the Ecological
Wastewater Solutions Pty Ltd team. The project manager should have an effective control on the
project budget and then should decide the rewards to be given to the project team. Apart from
that, the project manager should of the Ecological Wastewater Solutions Pty Ltd project team
should be given a legitimate power to change the team.

4
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
The project team should be able to understand the importance project planning in project
success. A project manager therefore needs to be an effective leader as well to ensure successful
delivery of the undertaken project. The reward power offered by the project manager has an
ability to influence the project team in successful project delivery and working effectively with
the project team (Clarke, 2010). Another effective tool that can influence the team member is
good observation and communication. Effective communication is a technique that can help the
project manager to identify the major issues persisting the project team. Apart from being an
effective leader, a project manager should make use of technique of project performance
appraisal and good rewards to influence and motivate the team member in performing in a better
way.
Answer 3
Manager of a project should be able to effectively communicate to the project team in
order to understand the team concerns. Communication within the team is often easy to perform;
however, the communication outside the team may not be easy. Therefore, management of the
project communication outside the team becomes quite essential. One of the most effective
resource that is used to manage communication outside the project group is a well-structured
communication plan. A communication plan help in effective management of the
communications outside the team (Wong, 2007). Furthermore, it is essential for the project
manager to identify the appropriate communication vehicle to communicate with the project
team. The communications outside the project group should identify the goals and the vehicles of
the communication. It is essential for the project manager to emphasize on the communications
needs and communication time to effectively communicate with the members outside the project
team.

5
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
Answer 4
A project manager is provided with 5 types of power to influence the project team. The
project manager needs to use her powers effectively throughout the project to ensure its
successful completion (Preston et al., 2015). The project team of Ecological Wastewater
Solutions Pty Ltd is needed to be managed effectively to ensure successful execution of the
undertaken project. Different power of the project manager is mainly researched by John French
and Bertram Raven.
For the project team of Ecological Wastewater Solutions Pty Ltd, should be influenced by
the project manager on making use of the reward power (Barnwell et al., 2014). The reward
power is recommended for the project team as this power of project manager has the capability
to motivate the team in working in a more effective way (Packendorff, Crevani & Lindgren,
2014). The reward power has the capability of increasing the comfort of the project team and to
decrease the discomfort. However, in choosing a reward power, the project manager should be
able to have a control on the over-budget to decide on the rewards that are needed to be offered
to the project team. The reward power of the project manager for Ecological Wastewater
Solutions Pty Ltd can be effectively used to ensure that the team members are motivated to
perform in an effective manner.
The reward power has the capability of ensuring project success. The project success
depends of the work and contribution of the team member (Larson & Gray, 2017). A motivated
team member is expected to perform in a more effective manner in comparison to a demotivated
team member. The reward power is chosen to be appropriate for this project team as it will prove
to be an effective motivational factor to the entire team.

6
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
Answer 5
A self-managed team can be described as a self-organized team of small group of
semiautonomous employees. The semiautonomous group is in charge of planning, managing and
determining the daily activities associated with the successful implementation of the project. The
advantage of self-managed team is that a set of people with different capability, skills and talent
work together to provide a high scale project.
Agile projects are mainly associated with the development of self-managed team.
Ecological Wastewater Solutions Pty Ltd can make use of various strategies to implement a self
–developing project team (Aga, Noorderhaven & Vallejo, 2016). One of the most effective
strategies of developing a self-managed team is to identify a leader who is capable of leading the
team. Furthermore, it is essential to choose members of different skillsets and knowledge to
ensure that the purpose of developing a self-managed team is fulfilled. A self-managed team can
be improved by the process of integrated learning and collection of regular feedbacks. Another
effective strategy of developing and managing a self-managed team is to configure the set of
roles of team members. Defining the responsibility of project team members is essential to
coordinate various activities of the project team. Coordinating the activities of the team is
essential in order to establish dependencies among the project team members, which in turn
helps in development and management of effective self-managed teams for agile projects.
Answer 6
The previous questions addresses certain methods of developing self-managed team for
agile projects. It is essential to identify an effective project leader to manage the self-managed
team quite effectively. The chosen approaches are justified and effective in development of a

7
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
self-managed team particularly because it is linked with the basic characteristics of developing a
self-managed team. One of the effective strategies that is recommended for self-developing team
is to understand the core competency and skills of the project team. This will help in effective
management and configuration of activities of the team members. Definition of the roles of the
members of a project team in an effective manner is essential to coordinate the activities that the
project team members will perform.
Answer 7
The responsibility of the project manager is to manage the challenges and the issues
persisting in the project team and also in managing the successful implementation of the project.
There are certain steps that a project manager needs to follow to alleviate the major issues that a
project team might face. The manager of a project needs to effectively communicate with the
project team to understand the problem. The project manager should try to resolve the problem
and recommend a way out of the issues. The project manager should be an effective decision
maker to solve the problem before they damage the work environment. The manager of the
project should have the capability to settle the disputes. Settling the disputes among the team
members is necessary to ensure successful project delivery.

8
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
References
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818.
Anderson, B. (2010). Project leadership and the art of managing relationships. American Society
for Training and Development, 64(3), 58-63.
Barnwell, D., Nedrick, S., Rudolph, E., Sesay, M., & Wellen, W. (2014). Leadership of
international and virtual project teams. International Journal of Global Business, 7(2).
Clarke, N. (2010). Emotional intelligence and its relationship to transformational leadership and
key project manager competences. Project Management Journal, 41(2), 5-20.
Larson, E. W., & Gray, C. F. (2017). Project management: The managerial process. McGraw-
Hill Education.
McLeod, L., Doolin, B., & MacDonell, S. G. (2012). A perspective‐based understanding of
project success. Project Management Journal, 43(5), 68-86.
Packendorff, J., Crevani, L., & Lindgren, M. (2014). Project leadership in becoming: A process
study of an organizational change project. Project Management Journal, 45(3), 5-20.
Packendorff, J., Crevani, L., & Lindgren, M. (2014). Project leadership in becoming: A process
study of an organizational change project. Project Management Journal, 45(3), 5-20.

9
ORGANISATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
Preston, G., Moon, J., Simon, R., Allen, S., & Kossi, E. (2015). The relevance of emotional
intelligence in project leadership. Journal of Information Technology and Economic
Development, 6(1), 16.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
1382-1394.
Wong, Z. (2007). Human factors in project management: concepts, tools, and techniques for
inspiring teamwork and motivation. John Wiley & Sons.
Zulch, B. (2014). Leadership communication in project management. Procedia-Social and
Behavioral Sciences, 119, 172-181.