Project Manager Performance and Team Efficiency

The fact that the performance of a project manager determines the efficiency of a team’s activity is undoubted. Many specialists believe that a leadership strategy is of critical importance to the general success (Nixon, Harrington & Parker 2012).Therefore, one should be particularly careful while planning the work in a group.

First and foremost, it is essential to define the criteria that would describe the key traits of a successful team. A project manager will find it easier to compose a proper team in case the necessary characteristics are clearly stated in advance. Thus, one might assume that a good team is supposed to be comprised of high-quality specialists that are aware of the targeted aim and the expected results. Some specialists note that collectively-oriented groups show better performance than those that are individually-focused (Key Concept: Groups and Teams 2015). Moreover, it is crucial that the members of a group are equally interested in the success of their activity.

Another critical condition necessary for forming an effective group is providing a motiving environment. Hence, one of the primary tasks of a project manager is to determine correctly the factors that might serve to be a relevant motivation for each of the group members. According to the recent research, individual motivation plays a significant role in team management. The researchers point out that the motives can vary within a group, and the key concern of a leader is to distinguish them in the very early stages of cooperation (Savelsbergh, Poell & Van der Heijden 2015). Thus, some group members might be highly encouraged by the leader’s appraisal whereas others can find the potential perspectives more motivating that current stimulation.

Nevertheless, one should not overlook the fact that some factors are equally motivating for the majority of employees. Among the following aspects, one might point out general satisfaction received from the working process and precise targeting. As long as all the team representatives are devoted to the common aim and have a clear vision of the expected outcome, their activity is likely to be highly efficient.

Finally, every project manager is interested in working in a team rather than a group. One might suppose that the process of group’s transformation into a team is natural. However, a project manager is still able to speed it up. For example, as long as a group is already formed it is crucial that it passes over to the “storming” stage (Key Concept: Groups and Teams 2015). A project manager can encourage the transposition artificially by introducing some acute problems for discussion. It is likewise critical that the team does not omit the normative stage where all the rules of behavior and collaboration are stated.

In conclusion, one might suggest that a project manager should be primarily focused on the clear targeting on the one side, and take into account the personal peculiarities of the team members, on the other side. In case both factors are properly considered, the team is likely to show a productive performance.

Reference List

Key Concept: Groups and Teams 2015. Web.

Nixon, P, Harrington, M & Parker, D 2012, ‘Leadership Performance is Significant to Project Success or Failure: a Critical Analysis’, International Journal of Productivity and Performance Management, vol. 61, no.2, pp. 204-216. Web.

Savelsbergh, CMJH, Poell, RF & Van der Heijden, BIJM 2015, ‘Does Team Stability Mediate the Relationship between Leadership and Team Learning? An Empirical Study among Dutch Project Teams’, International Journal of Project Management, vol. 33, no.1, pp. 406-418. Web.