ORGANISATION CULTURE organisational culture seems to be a sophisticated approach to understand the beliefs and attitudes of individual members about

their respective organisations. Organizational culture is the basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization. It defines what is important and unimportant in the company. You might think of it as the organizations DNA invisible to the naked eye, yet a powerful template that shapes what happens in the workplace.

cultural dimensions supportive to project

Analyzing Culture Development Needs-We use an existing measurement instrument to assess the extent to which employees of ITLeader perceive that the CERT values Customer Orientation, Excellence, Responsibility, and Teamwork, respectively the eight cultural subdimensions are lived in the corporation [13]. The findings give first insights on the cultural fitness of the organization for BPM and therefore provide a starting point for examining how a BPMsupportive organizational culture can be realized Deriving Activities to Develop a BPM-supportive CultureCustomer Orientation - External Customer -Practicing what we preach, One face to the customer Customer Orientation - Internal Customer-Trainings, Involvement

Excellence - Continuous ImprovementIndividual incentive systems-, are considered an important means for motivating employees to achieve process goals: The most important thing that we need to achieve - we have initiated that but it is not fully executed, and this will take us some more years is - putting in process goals, process related goals into the MBO, into the goal achievement of every employee. Monitoring process performance-is seen as a crucial activity to realize the continuous improvement of business processes. Excellence Innovation Responsibility Commitment-Motivating through good examples is understood as an essential driver of individual commitment to process objectives. Rewarding dedication of employees towards attaining process goals is seen as an important motivator for commitment Monitoring the organizational culture on a regular basis is perceived as a critical factor to sustainable culture development. Teamwork - Informal Structures-Facilitating face-to-face meetings is considered essential for fostering crossdepartmental teamwork. Fostering open communication between departments is seen critical for a comfortable cross-functional working atmosphere Choosing employees who embrace the desired cultural values is seen as an important long-term activity to develop the organizational culture

TEN CHARECTERISTICS OF AN ORGANISATIONAL CULTURE: 1. Member Identity The degree to which employees identify themselves with the organizational culture. 2. Group Focus The degree to which work activities are organized around groups or teams instead of individuals, 3. People Focus the degree to which management's decisions take into account the effect of outcomes on people within the organization. 4. Risk Tolerance The degree to which employees are encourages to be aggressive, innovative, and risk-taking. 5. Unit Integration the degree to which units or departments within an organization are encouraged to coordinate with each other. 6. Control the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior. 7. Reward Criteria the degree to which rewards are allocated for employee performance rather than seniority, favoritism, or other non-performing factors. 8. Conflict Tolerance

the degree to which employees are encouraged to air conflicts and criticism openly. 9. Means-End-Orientation the degree to which management focuses on outcomes rather than on techniques and processes used to achieve results. 10. Open Systems Focus the degree to which the organization monitors and responds to changes in the environment. Social network A social network is a social structure made up of a set of social actors (such as individuals or organizations) and a set of the dyadic ties between these actors. The social network perspective provides a set of methods for analyzing the structure of whole social entities as well as a variety of theories explaining the patterns observed in these structures.[1] The study of these structures uses social network analysis to identify local and global patterns, locate influential entities, and examine network dynamics. Research studies of formal or informal organizational relationships, organizational communication, economics, economic sociology, and other resource transfers. Social networks have also been used to examine how organizations interact with each other, characterizing the many informal connections that link executives together, as well as associations and connections between individual employees at different organizations.[61] Intra-organizational networks have been found to affect organizational commitment,[62] organizational identification,[38] interpersonal citizenship behaviour Management by wandering around (MBWA) The term management by wandering around (MBWA), also management by walking around,[1] refers to a style of business management which involves managers wandering around, in an unstructured manner, through the workplace(s), at random, to check with employees, or equipment, about the status of ongoing work.[1] The emphasis is on the word wandering as an impromptu movement within a workplace, rather than a plan where employees expect a visit from managers at more systematic, pre-approved or scheduled times. The expected benefit is that a manager, by random sampling of events or employee discussions, is more likely to facilitate improvements to the morale, sense of organisational purpose, productivity and total quality management of the organization, as compared to remaining in a specific office area and waiting for employees, or the delivery of status reports, to arrive there, as events warrant in the workplace.

Difference between Leaders and Managers Arguments about the difference between leadership and management are presented. Leaders areconsidered to be visionary and future-oriented, whereas managers focus on day-to-day routineactivities. The section concludes that effective managers often perform many of the duties andactivities ascribed to leaders thereby making the distinction between the two concepts somewhatunnecessary Leadership vs Management Personality Traits Leadership Personality Traits Management Personality Traits

Leadership Personality Traits Big Picture Strategic "Are We in the Right Jungle?" Vision, Strategy, Execution Effectiveness Forge Vision Right Brain/Lateral Thinking Progress People are the Reason People More Important than Task Internal Frame of Reference Intuitive: Seek Internal Guidance Visionary, Dreamer, Romantic Goose: Production Capacity Panoramic Vision

Management Personality Traits Detail Oriented Tactical Cutting Trees Efficiently Goals, Projects, Tasks Efficiency Follow Vision Left Brain/Linear Thinking Process, Results People are the Means Task More Important than People External Frame of Reference Sensing: Seek External Data Level-headed, Realistic, Practical Golden Eggs: Productivity, Production Tunnel Vision

Leader vs Manager: Commonalities and Differences Leaders and managers share 6 things in common. They differ, however, in how they deal with those six things. 1. People Both leaders and managers work with people. However, for a leader, people are the reason, the cause for whom an endeavor is taken on, a vision attained or a project completed. For a manager, people are primarily a means to achieve a significant achievement, accomplishing an important task or completing a project. 2. Reality Both managers and leaders understand that there is a collective condition, a Reality, that's unacceptable to a group of people. A leader's intention, however, is to help those people believe in the Vision of a solution to their Reality. The manager's intention is to motivate them on a gradual path to a Vision. 3. Vision People often form a Vision of how they want things to be, which is important to both leaders and managers. Leaders help people forge a shared vision that they believe in and communicate it back to them to get their

agreement. Managers help people make that Vision actionable by breaking it down in incremental goals, projects and tasks and providing the necessary resources for moving forward in the direction of the Vision. 4. Gap or Cognitive Dissonance The gap between the Reality and the Vision, also known as Cognitive Dissonance in psychology, gives rise to an endeavor. Leaders use Cognitive Dissonance to help people carve out a path from Reality to Vision that they can believe in. Managers use Cognitive Dissonance to help people take specific action steps on a specific path. 5. Path Both leaders and managers understand that people need to choose a common path to go from their Reality to their Vision. Once the path is chosen, leaders make certain that people remain on the right path to the right Vision. Managers, however, make sure that their progress on that path is pursued efficiently - as quickly as possible and at the minimum expenditure of resources. 6. A Higher Purpose (Optional) People often share a sense of mission or purpose that transcends the avoidance of Reality and achieving of a Vision. Both leaders and managers make use of Higher Purpose. Leaders bring out the best in people, their higher angels, so they will give their whole beings to the achievement of the Vision. Managers tap into people's higher purpose and transform it into a selfless sense of persistence, endurance and perseverance.

MANAGING PROJECT TEAM Process Definition Manage Project Team is the process for "[...] tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance" (comp. PMBOK3, p. 199). The main task of the process is to observe the team behavior to manage conflicts to resolve issues to apraise team member performance Roles and Responsibilities Definition of responsibilities for a project should occur during the planning phase. However communication of those responsibilities must be continuous during the Implementation phase. There should be no ambiguity about roles and responsibilities. That means responsibilities must be defined in detail. The most useful investment of a Project Manager's time early in the Implementation phase is spent with individual project personnel to make sure they are clear about their responsibilities and have the required information and skill to carry out the work. It is the responsibility of the Project Manager to:

Identify the skills required for each part of the project. Locate appropriate project staff Arrange for training if necessary Keep staff up to date with regard to any changes Look after the morale of the project staff

FIVESTAGES OF TEAM DEVELOPMENT

Tuckman theorizes that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models. The five stages are as follows: Forming In the first stages of team building, the forming of the team occurs. The individual's behavior is driven by a desire to be accepted by the others, and avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines such as team organization, who does what, when to meet, etc. Individuals are also gathering information and impressions about each other, and about the scope of the task and how to approach it. This is a comfortable stage, but the avoidance of conflict and threat means that not much actually gets done. The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior but very focused on themselves. Mature team members begin to model appropriate behavior even at this early phase. Sharing the knowledge of the concept of "Teams - Forming, Storming, Norming, Performing" is extremely helpful to the team. Supervisors of the team tend to need to be directive during this phase. The forming stage of any team is important because in this stage, the members of the team get to know one another, exchange some personal information, and make new friends. This is also a good opportunity to see how each member of the team works as an individual and how they respond to pressure. Storming Every group will next enter the storming stage in which different ideas compete for consideration. The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open up to each other and confront each other's ideas and perspectives. In some cases, storming can be resolved quickly. In others, the team never leaves this stage. The maturity of some team members usually determines whether the team will ever move out of this stage. Some team members will focus on minutiae to evade real issues. The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences should be emphasized. Without tolerance and patience, the team will fail.

This phase can become destructive to the team and will lower motivation if allowed to get out of control. Some teams will never develop past this stage. Supervisors of the team during this phase may be more accessible, but tend to remain directive in their guidance of decision-making and professional behavior. The team members will therefore resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged, and will therefore share their opinions and views. Norming The team manages to have one goal and come to a mutual plan for the team at this stage. Some may have to give up their own ideas and agree with others in order to make the team function. In this stage, all team members take the responsibility and have the ambition to work for the success of the team's goals. Performing It is possible for some teams to reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions. However, even the most high-performing teams will revert to earlier stages in some circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as new people challenge the existing norms and dynamics of the team. Adjourning (and Transforming) In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the 4 stages: adjourning, that involves the process of "unforming" the group, letting go of the group structure and moving on. Some authors describe this stage as Deforming and Mourning, recognizing the sense of loss sometimes felt by team members. Adjourning involves dissolution. It entails the termination of roles, the completion of tasks and reduction of dependency. The process can be stressful, particularly when the dissolution is unplanned