Management and Leadership Concepts

Management and Leadership Concepts

According to Maxwell (2005), it is important to set the pace as a leader instead of being reactive. As a leader, the law of Big Mo has impacted me positively since I can solve most challenges that I come across. Whenever I lack momentum, my future tends to appear bleak. Maxwell (2005) describes momentum as a great impetus in solving various problems.

Maxwell (2005) further states that momentum helps followers to perform better than their actual abilities. When I have strong momentum, it motivates me to perform better. It also acts like my best friend. For example, there was a time when we were given a group assignment with a specific deadline. However, all of us were very busy doing other activities. I had to harness the power of momentum to be able to accomplish the work. As a result, we ended up more successful than our expectations.

To establish priorities, Maxwell (2005) recommends that it is necessary to use the Pareto principle which focuses on activities that are ranked within the top 20 in terms of percentage. Secondly, I have been using the three R’s principle namely Requirement, Return, and Reward. I usually focus on what gives me the greatest return. For instance, staying out of my comfort zone has assisted me in setting priorities. I also concentrate on activities that I love doing most.

A certain young man who was employed as a banker resigned from his job to set up a small vegetable business that eventually earned him thrice the amount he was being paid at the bank. In another case, workers went on strike to demand a pay rise while the only person left at work was the company manager. He did all the odd duties including cleaning. However, he was later promoted to the level of a regional manager with a higher pay package.

How should a project manager react when he finds inefficiency in the functional lines? Should executive management become involved?

There are instances when inefficiencies may occur in the course of managing a project. However, it is imperative to note that how a project manager reacts to such cases matters a lot towards the successful completion of the project. A project manager should not elicit his temper to the entire team due to malfunction in the project (Kerzner, 2009). He may end up offending both the functional managers and employees who are not even involved in the failure. Therefore, a project manager must conduct a thorough investigation of the cause of the observed inefficiency before reaching a tangible solution.

Should a client have the right to communicate directly to the project staff (i.e., project office) rather than directly to the project manager, or should this be at the discretion of the project manager?

The project office should largely act as a link between project management and clients. Most of the information and assistance needed by a client is found in the project office where the project staff members manage the concerns of the project at lower levels. Moreover, if a client communicates directly with the project manager, it is highly likely that the project staff will have no roles to play since their duties will have been usurped by the project manager. Needless to say, the project staff should carry out all the subordinate roles such as communication with clients and passing feedbacks to the top management. However, in cases where the issue at hand supersedes the roles and responsibilities of the staff, a client may be referred directly to the project manager (Kerzner, 2009).

Corwin case study

From this case study, it is evident that the main challenge facing this organization is the conservative nature of its management structure. The company should learn to take risks by offering a variety of products that are also competitive in the market. The marketing approach of the already existing product lines cannot support its growth objectives. Secondly, the management should adhere to the stated objectives without veering off the expansion plan (Kerzner, 2009). The management at Corwin hardly sticks to its development focus. Finally, the management should be ready to accommodate and support external ideas offered by experts.

Can objectives always be identified and scheduled?

It is indeed possible and necessary to identify as well as schedule the objectives of a project. In any case, there is no single successful project that can run without the proper scheduling of objectives (Kerzner, 2009).

Who determines the work necessary to accomplish an objective?

Both the project manager and executive management team should determine the amount of effort needed to attain set objectives since they are the key decision making organs in a project (Kerzner, 2009).

What types of conflicts can occur during the planning cycle, and what modes should be used for their resolution?

Some of the common conflicts during the planning session include divergent views, over-management, resource allocation, personal interests, and lack of a cohesive team. These conflicts can be resolved by reducing the size of the planning team, using well known and approved models of planning, and avoiding simultaneous management of multiple projects (Kerzner, 2009).

Should a good project plan formulate methods for anticipating problems?

It is necessary for all types of project plans to include methods that can be used to solve future challenges since they are inevitable in any given project.


Kerzner, H. (2009). Management: A Systems Approach to Planning, Scheduling, and Controlling (10th ed.). New Jersey: John Willey and Sons.

Maxwell, J. (2005). The 21 Irrefutable Laws of Leadership (10th ed.). New York: Thomas Nelson, Inc.