02

NED UNIVERSITY COURSE INSTRUCTOR: PROF.

RIZWAN FAROOQUI

EM-504: PROJECT MANAGEMENT FRAMEWORK AND TOOLS

PROF. RIZWAN - ASSIGNMENT 3
(DUE DATE: SUNDAY, APR 30, 2017)

Question 1

Interview a senior project/ construction/ design/ functional manager to assess the following
sets of management personality traits with respect to following:

I Interviewed Mr. Imran Makhdoom (Sr. Civil Engineer), US Consulate Karachi. He has
experience of more than 15 years in the field of construction and as he is my immediate
boss so it is easy to interview and observe his personality traits required for the competency
and successful for a manager.
1. Leadership
When I ask him about leadership he put great emphasize on leadership, according to
him leader is one who took all the decision after taking all the necessary stakeholders on
board. He encourages creativity, and people are often highly engaged in projects
decisions. As a result, team members tend to have high job satisfaction and high
productivity. As a project manager he is engaged in influencing various Project entities to
perform specified project tasks. He has the ability to lead the team within a relatively
unstructured environment, integrate individual demands, requirements, and limitations
into decisions that will affect overall project performance.
2. Communication
He gives special importance to Communication because Communication plays an
integral part in effective team building. He used verbal, written, electronic and face-to-
face interactions with his workers but normally use to communicate in polite way unless
someone is using it in wrong sense
3. Interpersonal
Interpersonal skills have great significance not just for the project manager but also for
everyone to become successful and smart. He gives a lot of value to it. He shows
himself always active and energetic which forced the team member to give their 100% all
the time. He often used soft skills such as relationship building and communication.
Management arranged short courses to enhance my interpersonal skills
4. Recruitment
When organizations choose the right people for the job train them well and treat them
appropriately, these people not only produce good results but also tend to stay with the
organization longer.
He always takes hard interview when he gets first introduced and assists the capabilities.
Then take work from his as appropriate to him.
There is no hurdle to Recruitment the workers but hiring the executive is beyond his
powers. The top management takes him in trust while hiring the executives.
5. Team Building/ Development
Team Building are essential incorporates to make the organization a better place to work
so he emphasize to development. He used communication with teams. Arrange different
workshops and other activities for the development of team and top management never
forbid him to do so.

Page 1 of 7
 02
NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI

EM-504: PROJECT MANAGEMENT FRAMEWORK AND TOOLS

PROF. RIZWAN - ASSIGNMENT 3
(DUE DATE: SUNDAY, APR 30, 2017)

6. Problem-Solving
He emphasize on problem solving, whether you're a student, a parent, a
businessperson, or the president of the United States, you face problems every day that
need solving approach. Planning and structuring will help make the problem solving
process more likely to be successful, good judgement and an element of good luck will
ultimately determine whether problem solving was a success or not. He always ask take
suggestion for teammates and his bosses before taking any critical decision.
7. Decision making
Project Management has emerged as a discipline of high level decision making with the
help of analogue and digital tools which would help augment the intuition of a Project
Manager and his team for taking decisions in favor of the future of the project.
He always follow down to top approach while taking decisions and always take
suggestions from the executer of the work and then with his vast experience take
decisions.. In doing this he hardly find as difficulty as he is master of it.
8. Delegation
Delegation is one of the most important skills. Technical professionals, team and
business leaders, project managers, and executives all need to develop good delegation
skills. There are many rules and techniques that help people to delegate. My project
manager delegate his responsibilities and authority to his sub ordinate without having
any fear of losing control because he trust his subordinate and believe in competitive
environment.
9. Stress Handling
My Project manager rate stress handling as one of the highest factor in success of the
PM because sometimes top management give huge pressure and stress but you have to
manage it by yourself without passing it completely to your junior because if by doing this
teams performance. Employees can become unfocused, distant, distraught and even
short fused will affected which make the situation most miserable. Keep in mind that
motivation in the workplace is a powerful technique to build teamwork and sustain
employee morale.
10. Time Management
Managing the time is not only useful in professional life but also in personal life. My
project manager use to make to do list and priority matrix for his works which help him
greatly to manage the time effectively and smartly. Although it is also fact that Budgeting
your time is all well and good, but it's a rare day that goes exactly as planned.
11. Conflict Resolution
Conflict in construction project management is inevitable. The potential for conflict in
information systems development projects is usually high because it involves individuals
from different backgrounds and orientations working together to complete a complex
task. The cause of conflict in team projects can be related to differences in values,
attitudes, needs, expectations, perceptions, resources, and personalities Resolution of
conflict need the right and fairness attitude and provide all the related peoples the fair
chance to present their case.

Page 2 of 7
 02
NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI

EM-504: PROJECT MANAGEMENT FRAMEWORK AND TOOLS

PROF. RIZWAN - ASSIGNMENT 3
(DUE DATE: SUNDAY, APR 30, 2017)

12. Meeting Conductance

Often initial meetings are not enough to resolve issues. The meeting minutes created
actually helps to form the agenda of the next meeting. There are two mechanisms
working groups and rescheduling which help to take further steps to resolution.

13. Change Management

In construction projects, Several times decisions are changed due to inadequate
information or individuals understanding. Therefore changes are likely to occur at every
project at any stage. Managing changes effectively is favorable to the success of a
construction project. But if not managed properly would disrupt work and its sequential
activities which cause considerable cost overrun and ultimately yield to failure if not
handle properly. My Project manager always use his experience and anticipate the
changes before they actually occur which help him to manage these changes effectively.
14. Reward
He always set rewards for his team for the work which is important and give the feeling
of his team that every hard work would be paid off to you sooner or later. Management
also approve the reward what he suggest for his team.
15. Management By Wandering About (MBWA)
Management by Walking Around basically refers to managers spending some part of
their time listening to problems and ideas of their staff, while wandering around an office
or plant. Good managers tend to communicate a lot better with their team. And they do
that in informal ways, like just hanging around in the office and chatting with them, rather
than having formal interaction sessions in their cabins or boardrooms.
But unfortunately being the government owned company he was not able to do such
thing because other people (apart from team) might think that he is lobbying against us.
16. Gaining Cooperation from Team Members
Teamwork in the office challenges employees to deal with varying opinions, methods and
experience levels. Effective joint projects capitalize on each team member's strengths
with all members contributing to the final results. As a team member, you may find
yourself disagreeing with colleagues or struggling to cooperate on the project. Learning
to compromise and communicate effectively with the other team members helps you
work productively toward a common goal. The result of effective teamwork is a finished
product that meets or exceeds expectations.
17. Gaining Cooperation from Top Management
Gaining Cooperation from the top management is also important because it give your
team the confidence that if something goes wrong then you will protect them from the
management as top management have trust on you. And for taking cooperation from the
top management you have to prove yourself and keep them on board while taking the
strong decisions.
18. Gaining Cooperation from People Outside the Organization
There is wise saying that Make relations before you need them.

Page 3 of 7
 02
NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI

EM-504: PROJECT MANAGEMENT FRAMEWORK AND TOOLS

PROF. RIZWAN - ASSIGNMENT 3
(DUE DATE: SUNDAY, APR 30, 2017)

This saying is perfectly true in construction industry as when little mistake can take huge
at the stake and in that conditions you need sincere professional friend who can rescue
you from that position with their experience and authority.
19. Ethics
Ethics is also important in construction industry. Because in construction industry you
have to face different types of peoples. The attitude with your colleague should be
different from the attitude with the labor because labor will take you easy if you treat
them like you treat you fellow mates.

Page 4 of 7
 02
NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI

EM-504: PROJECT MANAGEMENT FRAMEWORK AND TOOLS

PROF. RIZWAN - ASSIGNMENT 3
(DUE DATE: SUNDAY, APR 30, 2017)

Question 2

Search the web for Effective Delegation. Describe what you find. How does it relate to
Leadership?

Delegation is a two-way process and one of the most important management skills. Good
delegation saves you time, develops you people, grooms a successor, and motivates. Poor
delegation will cause you frustration, demotivates and confuses the other person, and fails to
achieve the task or purpose itself. So it's a management skill that's worth improving.

Delegation is a very helpful aid for succession planning, personal development - and seeking
and encouraging promotion. It's how we grow in the job - delegation enables us to gain
experience to take on higher responsibilities.

What we often do not think of is delegation. The ability to wisely and effectively delegate is a
quality far more quiet than others, and yet one of the most crucial to a leaders success.
Whether youre a manager at work, owner of your own business, officer in the military, or
simply working on a school project, effective delegation is one of the keys to achieving your
goals.

Delegation is vital for effective leadership. Effective delegation is crucial for management
and leadership succession. For the successor and for the manager or leader too: the main
task of a manager in a growing thriving organization is ultimately to develop a successor.
When this happens everyone can move on to higher things. When it fails to happen the
succession and progression becomes dependent on bringing in new people from outside.

Delegation can be used to develop your people and yourself - delegation is not just a
management technique for freeing up the boss's time. Of course there is a right way to do it.
These delegation tips and techniques are useful for bosses - and for anyone seeking or
being given delegated responsibilities.

As a giver of delegated tasks you must ensure delegation happens properly. Just as
significantly, as the recipient of delegated tasks you have the opportunity to 'manage
upwards' and suggest improvements to the delegation process and understanding -
especially if your boss could use the help.

As a leader, you should get in the practice of complimenting members of your team every
time you are impressed by what they have done. This effort on your part will go a long way
toward building team member's self-confidence and efficiency, both of which will be
improved on the next delegated task; hence, you both win.

Reference: http://www.businessballs.com/delegation.htm

Page 5 of 7
 02
NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI

EM-504: PROJECT MANAGEMENT FRAMEWORK AND TOOLS

PROF. RIZWAN - ASSIGNMENT 3
(DUE DATE: SUNDAY, APR 30, 2017)

Question 3

Search the web for Leadership Styles. Describe what you find by elaborating at least 7
Leadership Styles. Give one scenario based example of each style from your experience or
any case that you find on the web.

1. Autocratic Leadership:
The autocratic leader is given the power to make decisions alone, having total authority.
They stand in master of the people and impose their wills and no one is allowed to challenge
them. This is the style used by the Catholic Church for example, dictators and monarchs. On
the other end, this leadership style is seems to be good for employees that need close
supervision to perform certain tasks. Creative employees and team players resent this type
of leadership, since they are unable to enhance processes or decision making, resulting in
job dissatisfaction (Lewin, Lippitt, & White, 1939).
2. Bureaucratic leadership:
The bureaucratic leader believes more in very structured procedures and tends to bend over
the pre-established measures rather it was successful or not. This type of leadership has no
space to explore new ways to solve problems and is usually slow paced to ensure
adherence to the ladders stated by the company. Leaders ensure that all the steps have
been followed prior to sending it to the next level of authority. Universities, hospitals, banks
and government usually require this type of leader in their organizations to ensure quality,
increase security and decrease corruption. Leaders who would like to speed up the process
will experience frustration and anxiety and are not welcome (Weber, 1905).
3. Charismatic leadership:
The charismatic leader leads by infusing energy and eagerness into their team members. A
charismatic leader is someone who is often on the run. S/he is not someone who feels
pleased with any type of stationary situation. This type of leader has to be committed to the
organization for the long run. If the success of the division or project is attributed to the
leader and not the team, charismatic leaders may become a risk for the company by
deciding to resign for advanced opportunities. It takes a company time and hard work to gain
the employees confidence back with other type of leadership after they have committed
themselves to the magnetism of a charismatic leader (Weber, 1905).
4. Democratic leadership or participative leadership:
The democratic leader listens to the teams ideas and studies them, but hold the
responsibility to make the final decision. Team players contribute to the final decision
therefore increasing people satisfaction and ownership, feeling their input was considered
when the final decision was taken. When changes arises, this type of leadership helps the
team assimilate the changes better and more rapidly than other styles, knowing they were
consulted and contributed to the decision making process, minimizing resistance and
intolerance. A shortcoming of this leadership style is that it has difficulty when decisions are
needed in a short period of time or at the moment (Lewin, Lippitt, & White, 1939).

5. Laissez-faire leadership:

Page 6 of 7
 02
NED UNIVERSITY COURSE INSTRUCTOR: PROF.
RIZWAN FAROOQUI

EM-504: PROJECT MANAGEMENT FRAMEWORK AND TOOLS

PROF. RIZWAN - ASSIGNMENT 3
(DUE DATE: SUNDAY, APR 30, 2017)

The laissez-faire leader gives no continuous feedback or supervision because the

employees are highly experienced and need little supervision to obtain the expected
outcome. This type of style is also associated with leaders that dont lead at all, failing in
supervising team members, resulting in lack of control and higher costs, bad service or
failure to meet deadlines. In government this is what the type of leadership which may drive
to anarchy (Lewin, Lippitt, & White, 1939).
6. People-oriented leadership:
The people-oriented leader is the one that, in order to comply with effectiveness and
efficiency, supports, trains and develops his personnel, increasing job satisfaction and
genuine interest to do a good job (Fiedler, 1967).
7. Servant leadership:
The servant leader facilitates goal accomplishment by giving its team members what they
need in order to be productive. This leader is an instrument employees use to reach the goal
rather than a commanding voice that moves to change. This leadership style, in a manner
similar to democratic leadership, tends to achieve the results in a slower timeframe than
other styles, although employee engagement is higher (Greenleaf, 1977).

Scenario Based Example:

Apple was a successful company from 1976 to 1985, before it almost failed in the mid-
1990s. Then it became enormously successful again precisely because it faltered.
In other words, Apple had a vision. Apple lost its vision. Apple regained its vision. Thats rare.

In the mid-1990s Gateway, Microsoft, Sun Microsystems and other companies reportedly
zeroed in on Apple as an acquisition target. Years later, many of those brands disappeared.
Yet Apple survived.

Apple survived because Steve Jobs learned how to adapt. He became a democratic /
participative leader. Jobs started out as a charismatic / laissez-faire leader, and Apple
soared. Then he became an autocratic leader, and Apples board of directors requested his
resignation.

When he returned to Apple more than 10 years later, Jobs combined several leadership
styles and added democratic/participative to his repertoire. He hired other experienced
leaders and entrusted them to excel. Jobs encouraged his lead designer Jonathon Ive, and
he mentored manufacturing expert Tim Cook, now CEO. He let them make key decisions.

Thats why Apple survived.

Reference: http://www.academia.edu/474807/Types_of_Leadership_styles
http://online.stu.edu/democratic-participative-leadership/

Page 7 of 7