Management Of Technology Assignment 2 Deadline 11/21/2019

Management Of Technologyassignment 2deadline 12112019instru

Students are instructed to carefully analyze the article “Leading Technology-Based Project Teams” by Hans J. Thamhain, available through the Saudi Digital Library’s EBSCO database. The assignment requires answering three questions related to the article: (1) identifying the drivers and barriers to effective team performance and explaining their importance for project managers; (2) discussing how senior management can help build high-performing project teams; and (3) recommending strategies to further develop well-performing project teams. All responses must be original, well-organized, and properly referenced, written in Times New Roman, size 12, double-spaced.

Paper For Above instruction

The management of technology projects increasingly relies on high-performing teams that can effectively navigate complex technological challenges to deliver innovative solutions. The article “Leading Technology-Based Project Teams” by Hans J. Thamhain provides a comprehensive exploration of the critical factors influencing team performance in technological contexts. A key aspect addressed is understanding the specific drivers that motivate effective teamwork, including shared goals, technological expertise, leadership quality, and communication effectiveness. Conversely, barriers such as conflicting objectives, lack of trust, inadequate resources, and resistance to change can severely hinder team success. Recognizing these factors is crucial for project managers because they enable the development of targeted strategies that enhance team cohesion and efficiency (Thamhain, 2013).

Effective leadership in technology projects is anchored in the ability to identify and leverage drivers while mitigating barriers. Drivers such as clear project objectives, technological expertise, and strong communication channels foster a sense of purpose and unity within the team. For instance, shared goals align individual efforts toward a collective outcome, increasing motivation and accountability. Similarly, technological proficiency ensures that team members can collaboratively troubleshoot and innovate, essential in a high-tech environment. Leadership style also influences team dynamics; transformational leaders can inspire innovation and commitment, overcoming resistance and fostering a collaborative atmosphere (Kirkman & Mathieu, 2005).

Understanding barriers is equally important because they can stifle team productivity and morale. Conflicting priorities or objectives create confusion, reducing focus and efficiency. Resistance to change, prevalent in technology projects due to uncertainty or fear of failure, can slow progress and reduce adaptability. Lack of trust among team members or between management and staff hampers open communication, crucial for problem-solving and continuous improvement. Awareness of these barriers enables project managers to proactively address issues through strategies such as effective communication, team-building exercises, and change management processes (Barsade & Gibson, 2007).

Senior management plays a pivotal role in fostering a high-performing project team by providing strategic support and creating an environment conducive to excellence. They can allocate necessary resources, including financial, technological, and human capital, which are foundational for team success. Additionally, senior leaders should endorse a clear vision and set achievable milestones to motivate and guide team members. Providing training and development opportunities enhances technological competencies and keeps the team abreast of latest advancements. Furthermore, recognizing and rewarding team achievements boosts morale and reinforces a performance-oriented culture. Senior management’s commitment to transparent communication and their involvement in resolving conflicts further consolidates team cohesion (Katzenbach & Smith, 1993).

To further develop a well-performing project team, organizations should adopt a multi-faceted approach focusing on continuous improvement. First, investing in team-building activities enhances trust and collaboration among members, essential in complex technological environments. Second, fostering open communication channels ensures that issues are promptly addressed, and innovative ideas are shared freely. Third, implementing periodic performance evaluations and providing constructive feedback helps identify areas for improvement and maintains high standards. Fourth, encouraging diversity within teams brings a variety of perspectives, enhancing creativity and problem-solving capabilities. Lastly, promoting a culture of learning and adaptability prepares teams to navigate rapid technological changes, ensuring sustained high performance (Salas et al., 2015).

In conclusion, effective management of technology-based project teams hinges on understanding and addressing the key drivers and barriers influencing team dynamics. Senior management’s strategic support, coupled with ongoing development efforts, can significantly enhance team performance. By focusing on fostering trust, communication, and continuous improvement, organizations can build resilient and innovative teams capable of delivering technological excellence in a competitive environment.

References

• Barsade, S. G., & Gibson, D. E. (2007). Why Does Affect Matter in Organizations? Academy of Management Perspectives, 21(1), 36-59.
• Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press.
• Kirkman, B. L., & Mathieu, J. E. (2005). The Influence of Teamwork Processes on Team Effectiveness: An Examination of the Role of Transformational Leadership. Journal of Applied Psychology, 90(3), 676-685.
• Salas, E., Diazgranados, D., Klein, C., Burke, C. S., Stagl, K. C., Goodwin, G. F., & Halpin, S. M. (2015). Does Team Training Improve Team Performance? A Meta-Analysis. Human Factors, 57(2), 231-255.
• Thamhain, H. J. (2013). Leading Technology-Based Project Teams. Journal of Product Innovation Management, 30(1), 40-55.