LEADERSHIP AND ORGANIZATIONAL BEHAVIOR 4
Leadershipand Organizational Behavior
FallonEngineering Company was contracted to do a project that involved thedesign and construction of a mall for a particular client. As one ofthe members of the team, I was excited about this assignment, butsome challenges came up during the initial stages. Since theorganization had started receiving many requests to work on otherprojects from clients, the top management had decided that the teammembers responsible for a task had to be as efficient as possible.However, the organization was still young, and there were sometechnological and structural challenges. Besides, some individualswere not comfortable with the management style in the organization,and conflicts between other team members posed a threat to thesuccess of the project.
Theimplementation of the project started with a meeting, where the teammembers met with the manager to discuss the way forward. During thefirst session, it was apparent that every individual was enthusiasticabout the task since it was expected to be the most important thatthe organization had ever handled. The manager assigned every personin the team the tasks that he or she was supposed to execute, as wellas the timelines for the initial sections of the assignment. However,some individuals were not comfortable with the duties that themanager had assigned to them. David, who was in the R&D team,acknowledged that the design of some sections in the project requiredpeople to optimize their technical field and specialty, and this wasnot the case at the moment.
Sincethe project manager gave every member of the team involved in theproject a particular task, people were expected to report theirprogress regularly and maintain communication with the group leader.However, there were challenges with the management style of theorganization that made it difficult to communicate with thedirectorate effectively. The administration used the laissez-faireleadership style, where they left the members of the team to do theirduties without providing regular feedback. Although the team memberswere competent, misunderstandings came up when some of them failed tocommunicate their progress with the project manager and othersneglected their duties.
Theorganization had just recruited new members, and some of them werepart of the team which was responsible for undertaking the project.During the second team meeting, several members expressed theirdisappointment in the structure. William was the first individual toindicate that he could not perform well in the functional roleassigned to him. He asserted that “We started working on theproject immediately after being assigned roles formally, but sincethe client changed his requirements, my position is not quite clear.”After William had expressed his opinion, four other team membersindicated that they felt the same way, but they could not have got intouch with the management due to the lack of a proper communicationchannel. Michael revealed that the same issue had caused resulted ina conflict with a colleague who could not provide data to him, yetthat was his responsibility.
Otherteam members felt that the company did not have the necessarytechnology to handle the tasks as per the client’s demands.Initially, the requirements were not as intricate as they were at themoment when the team held the second meeting. During the samemeeting, Juliet expressed her opinion on this issue, and most of theteam members agreed with her. She affirmed, “The organization wouldbe considerate if it provided technologically advanced equipment tofacilitate the success of the project since the ones which areavailable are not efficient.” When the project manager gave hisresponse on this issue, he clarified that he had already requestedthe company executives to purchase better equipment and that theywould be delivered as soon as possible.
Eventhough the availability of machinery was necessary for the success ofthat project, the team was still short of human resources. Theproject manager confirmed this when he announced that the client’schange of requirements meant that the organization had to hire morepeople with technical prowess and the appropriate skills to be partof the team. When I held a conversation with one of my colleagues, heindicated that he had doubts about the completion of the project intime considering that the set targets were not realistic.Additionally, he claimed, “I think the present organizationalstructure would not be appropriate for this project since we needseveral functional divisions in the team.” I felt the same aboutthis structural issue given that the leadership style used by the topmanagement expected us to work independently.
Theindividual with full authority over the project was the projectmanager, and he is the one who assigned duties to the team members.Some people, however, felt that they did not have the expertise tocomplete the tasks assigned to them, and this was an issue that theydiscussed during the second meeting. The use of the laissez-faireleadership style also made it difficult for some individuals tocommunicate and provide feedback to the management effectively.Besides, other team members felt that the structure was notappropriate. What contribution should I make as a team member toensure that the project succeeds?