Assignment Sample on U20589 People Management and Risk
Introduction
The report will discuss various requirements of project management. It will throw light on the case of the Mayor of London’s Electric Vehicle Infrastructure Delivery Plan. The report will utilise Hofstede’s cultural dimension framework, three project management leadership theories, and the change management model for implementing the project successfully. At last, a risk register is developed identifying 10 common risks that can occur.
Significance of culture in project
Organisational culture plays a critical role in delivering the projects as the culture helps in creating a healthy work environment for employees. It helps in shaping the way people work unanimously to achieve and support others in meeting the common goal (Odor, 2018). An organisational culture that actively works for improving the project management process will probably achieve great success and organisational growth. In concern with the Mayor of London’s Electric Vehicle (EV) Infrastructure Delivery Plan, it is must that have strong organisational culture as bringing sustainable innovation requires great support from every employee and stakeholder involved in the project. For the successful delivery of the project, the section will use Hofstede’s cultural dimension framework so they can have strong organisational culture.
Hofstede’s cultural dimension framework
Hofstede’s cultural dimension theory is being developed by Greet Hofstede’s to understand the cultural differences between countries worldwide. As globalisation is increasing, analysing the culture is essential for establishing the plan, business, and strategy adequately. Other than that, the framework is also being used for differentiating between dimensions of culture, different national cultures, and analysing its impact on the business (Minkov & Kaasa, 2020). It has segregated the cultural dimensions into six elements that include power distance, collectivism vs. Individualism, uncertainty avoidance index, femininity vs. Masculinity, short-term orientation vs. long term orientation, and restraint vs. Indulgence. Each cultural dimension will be critically analysed with the Mayor of London’s Electric Vehicle (EV) Infrastructure Delivery Plan.
Power distance index: It defines the extent to which the power and inequality in any organisation are being tolerated. Hofstede’s has considered and viewed these dimensions as per the viewpoints of followers that are working at a lower level. Countries having a high-power distance index signify that they support inequality and there have power differences. On the other hand, a low power distance index indicates that they encourage a flat organisational structure and follow decentralised decision-making responsibility. They believe in distributing power equally among organisations and don’t accept inequality (Talalova & Werthschulte, 2020). The United Kingdom has a low power distance index at 35 indicating that they believe in reducing the inequalities that need to be minimised among people and employees. Mayor’s approach to implementing sustainable operations in the transport strategy would be achieved effectively if they have a low power distance index in their culture. Looking at the strategy, it seems that they want to build a society that improves public transport and develops opportunities for new jobs and homes. As per The Mayor’s Transport Strategy, (2022) they are not aiming to achieve this for people having high authority or power; Mayor is wishing to encourage every individual to walk, cycle and utilise public transport for the environment.
Individualism vs. Collectivism: It indicates the degree to which societies are included in groups and their dependence on groups. Individualism signifies the importance that is given to achieving personal desires, whereas; collectivism reflects on the importance given to the group work, achieving a common goal, and well-being of the group. The UK falls at 89 in this dimension, indicating that they have individualism in their culture. Based on Hofstede’s, individuals living in the society are private people and highly individualist (Minkov et. al. 2018). It could act as an obstacle in achieving the delivery plan Mayor is aiming at. It is because they require continuous support and involvement of all the stakeholders and employees for achieving the project aim and goals. Looking at the culture of the UK, they must focus on building collaborative and collective organisational culture so their employees can work together in achieving the goal.
Uncertainty avoidance index: It described the extent to which uncertainties and ambiguity are being tolerated. In other terms, the way of an individual or organisation deal with unknown and unpredictable events is measured using this dimension (Beugelsdijk & Welzel, 2018). The low uncertainty avoidance index states that culture has a high tolerance for uncertainty, risk-taking, and ambiguity, while; high uncertainty index indicates low tolerance for ambiguity, uncertainty, and risk-taking. In the case of the UK, they have a low uncertainty index falling at 35 indicating that they are highly capable of tolerating unexpected events, ambiguity, uncertainty and can take risks. Concerning the Mayor’s transport strategy, it can be stated that they can achieve the project aims and goals successfully if their organisational culture is prepared to accept ambiguity, uncertainty and handle the risk effectively. The plan they are working on is a big project and it is not easy to achieve them. Various risks will also occur in the entire plan and they have to plan to mitigate them adequately.
Masculinity vs. Femininity: It indicates about the culture of society to be driven by achievements, success, and competition. A high score in these dimensions indicated masculinity describing that society will work hard to achieve success and goals. On the other hand, a low score indicates femininity describing that they will offer dominance to societal values that are caring for others and quality of life (Jackson, 2020). The UK has a high score falling at 66 indicating a masculine society. The highly success-oriented culture will be beneficial for the Mayor’s strategy to achieve project aims and goals as this project requires hard work and highly skilled employees that can commit to this achievement.
Long term orientation: It indicates the way of maintaining the past incidents along with dealing with the issues of the future and present. The UK stays at 51 in this dimension indicating that their dominant preference cannot be determined (Peixoto et. al. 2018). But looking at the case of Mayor’s Transport strategy it can be seen that they are aiming to achieve long-term success looking at the environmental challenges the Londoners are facing (The Mayor’s Transport Strategy, 2022). They want to use technologies and electric vehicles to build a sustainable living place with zero carbon emissions by 2024. They have decided to address two major issues including environmental pollution and premature death due to poor quality of air.
Restraint vs. Indulgence: It describes the extent and tendency of society to fulfil its desires. Relatively strong control is restraint, whereas; weak control indicates indulgence. The culture of the UK is described as indulgent scoring at 69. The people in society believe in identifying their impulses and desires along with enjoying life (Adnan, Hay & van Staden, 2018). The culture can help achieve success as their impulse of achieving goals and desires would be beneficial for involving them in the project.
Project management leadership
Project management leadership can be described as the process that helps the project manager in guiding, directing, and influencing the work and behaviour of the project team for accomplishing the common goal. The major responsibility of the project manager is to understand the vision and communicate it with the team so they can implement the strategies into action (Thoha & Avandana, 2020). It is must to have effective leadership capabilities for implementing the strategic goals throughout the program successfully. Project management and leadership are two different concepts and project management leadership requires successful leadership skills that can complement project management skills.
The Mayor’s EV strategy plan aims at developing an electric vehicle that could benefit the Londoners in living a healthy life as the environmental concerns are increasing. It would be an initiative towards achieving zero carbon emission by transforming their vehicles into electric vehicles (Sadiq Khan launches plan for London’s EV infrastructure, 2019). They are launching a delivery plan that will work best for the public as well as the private sector in removing the barriers they are facing for transitioning from petrol and diesel vehicles to electric vehicles. For achieving this, there is a requirement of collaboration between the people involved. It requires huge leadership skills that are described below utilising three project management leadership theories.
Visionary leadership theory
The major objective of this leadership style is to offer long-term vision and direction to the people. It helps people in achieving the common goal effectively. The leadership style helps gather the perspectives of the other on the vision. Many of the times project managers are only communicating about the direction they have decided but are it not known to be visionary (Fard et. al. 2020). It is all about selling the vision and it is must to implement the strategies adequately. The leadership style is beneficial for communicating the goal of the project to the team members. It is defined by charisma, persuasion, and high emotional IQ. Project managers that inhibit this leadership style would be able to articulate the vision for the future and the way that can be used to achieve the goals.
Furthermore, some of the qualities that needs to be in visionary leaders. They must be persistent which means that it will not be easy to achieve the vision but they know the way to navigate challenges and encourage the team in tougher times (Mascareño, Rietzschel & Wisse, 2020). The visionary leaders must be magnetic and inspirational as it would help in bringing the best out of their team members. It is necessary to support and inspire the ability of team members. They must be innovative to achieve the goals. Visionary leadership style requires great collaboration and communication so the vision can be communicated with every individual.
Transformational leadership theory
A transformational leadership style is an approach that helps in bringing change using innovative ideas. Transformational leaders are also visionary, risk-taking, daring, inspiring, and thoughtful thinkers (Asbari, 2020). The leadership style supports the change and allows leaders to take the risk for achieving the goals. The model of transformational leadership has described the qualities in four factors that include inspirational motivation, intellectual stimulation, idealised influence, and individualised considerations.
Inspirational motivation: It describes the quality of leaders that are motivating and willing to commit to achieving a vision. In project management, it is must that leaders encourage and motivates team members so they can also commit to a shared vision by raising team spirit, and have to develop a sense of purpose (Nusari et. al. 2018). It requires effective communication skills so they can communicate the plan, vision and motivate the team members to work for it. Leaders must have the ability to analyse the things that can push and encourage the team to achieve goals.
Idealised influence: This ability describes that a leader must be charismatic, curious, and delivers messages with clarity and simplicity. Leaders having this quality became role models and easily being trusted by their team members (Waham, 2020). Charisma is the quality of a leader to listen to their team members patiently and stay focused. Curiosity is all about developing innovative solutions to develop new and dynamic paths for achieving the vision.
Intellectual stimulation: It described the quality of leaders to motivate team members so they can think outside the box and brings the best out of them. It will promote the development of problem-solving skills and critical thinking that will improve the group and organisation (Ma & Jiang, 2018). In this, leaders must not criticise the thoughts and viewpoints of other members as it could hurt them and they won’t be able to share their ideas in the future. They must adopt new innovative ideas for achieving the goal.
Individual consideration: It is the degree to which a leader attains the needs of each follower. It is all about valuing the desires and needs of the team member so they can drive success (Eliyana & Ma’arif, 2019). This is the ability to allow team members to learn and grow in the environment they are comfortable.
Situational leadership style
The leadership style suggests that there is no single leadership style to complete a project. It states that leaders must have the quality to adapt to leadership style as per the particular task or situation. According to Walls, (2019) Situational leadership style suggests about four leadership styles including telling (S1), selling (S2), Participating (S3), and delegating (S4) that must be adopted based on the maturity level of individuals working on the project.
The maturity levels are group’s members have lack of skills, knowledge, and willingness for completing the task (M1), the team is enthusiastic and will but lack the ability (M2), the team have the skills and capability but are not willing to take responsibility (M3), and a team that is highly skilled and possesses the willingness to complete the task (Henkel & Bourdeau, 2018). The leadership theory suggests that leaders must select the leadership style as per the maturity level of individuals so they can be guided and supported effectively.
Recommended leadership style
As per the vision and innovation that Mayor’s EV delivery plan is aiming to bring they must follow a transformational leadership style. It is because they have described that in achieving the goal there is a requirement of a skilled and talented workforce with great collaboration so it is must that their leader can influence and motivate the team to bring change. They aim to develop a delivery plan for the public and private sector to address the issues of climate emergency and health crisis among Londoners due to air pollution. They aim to develop an electric vehicle to have zero carbon emissions. Looking at their goals and vision, it can be observed that they are planning to bring huge change using innovative solutions and they are aiming to implement a long-term plan. In the opinion of Islam, Furuoka & Idris, (2021) they have to follow the transformational leadership style so they can encourage and motivate the team to achieve the vision effectively.
Managing change models
Kotter’s 8-step change management model
Step-1 Create a sense of urgency: For bringing change it is must for the organisation to understand the need for change and the way it would be beneficial. In this, leaders must communicate the urgent requirements for bringing the change (Galli, 2018). For example, in the case of the Mayor’s EV delivery plan, it is necessary to develop e-vehicle to address two major issues including health crisis among Londoners due to air pollution and climate emergency. It will be an opportunity for them to reduce the use of petrol and diesel vehicle.
Step-2 Form a powerful coalition: It is all about convincing people so they can contribute to achieving the change. Managing such huge change requires effective leaders that can formulate a team to support the change management process.
Step-3 Create a vision for change: After analysing the need for change it is necessary to develop a vision that can be easily understood by every people linked to this process (Radwan, 2020). Having a clear vision helps in understanding every team member about their responsibility and what are their roles to achieve the goals.
Figure 5: Kotter’s 8-step change management model.
(Source: Kotter’s 8-Step Change Model, 2020)
Step-4 Communicate the vision: Once the vision is developed it is necessary to communicate it with every team member and stakeholder (Tang, 2019). It is not only about delivering the vision but utilising it in making decisions and resolving the issues.
Step-5 Remove obstacles: In implementing the vision into action, there will be various obstacles that can restrict the change to occur. It is must to remove them and move forward.
Step-6 Create short-term wins: The thing that will highly motivate the team member is achieving short-term success. In achieving the long-term objectives there will be various short-term targets that need to be achieved (Kotter’s 8-Step Change Model, 2020). Achievements of short-term targets can be motivating for the team.
Step-7 Build on the change: It depicts that building on change is must and analysing the things that could be improved. It is must for the team to identify what went wrong and what can be improved after every short win.
Step-8 Anchor the changes in corporate culture: According to Hillebrand, (2019) after implementing change, it is must make it stick and it is necessary to make a continuous effort to make the change successful.
Kurt-Lewin’s change management model
Unfreeze: The initial step is all about preparing the organisation to accept the change, understand the need for change and that involves the breaking down of the status quo to implement a new way of operating (Memon, Shah & Khoso, 2021). The step will help in understanding the reason for adopting change, stakeholder analysis, developing vision and strategy, communicating the vision, and responding to queries of stakeholders.
Figure 6: Lewin’s change management model.
(Source: Raza, 2019)
Change: It requires constant communication to implement the change plans and strategies adequately (Raza, 2019). In this, leaders need to support and encourage team members to implement the change adequately.
Refreeze: After implementing change, it is necessary to help people and employees internalise the change. It means to ensure that change is utilised and are incorporated in every individual’s life (Hussain et. al. 2018). For instance, developing e-vehicle is not enough, every individual must be using them in their daily life to address the problem.
Recommended model
As per the above analysis, it has been recommended that the Mayor of London’s EV Infrastructure Delivery Plan needs to utilise Kotter’s 8-step change management model as it helps in making the team understand the change more clearly and broadly. It will also help them understand that there is an essential requirement to address the health crisis and climate emergency in London. The model also helps in making the team understand their vision of developing EV’s to have zero carbon emission vehicles. It will help them in developing plans and strategies for implementing the change adequately. The model will also help in breaking down the long-term goal into short-term targets that are essential for improving motivation (Babin & Ghorashy, 2019). Further, the change management model will be proven to be motivating and encouraging for the team involved in the Mayor’s EV delivery plan. The last step of the model helps in incorporating the change in the daily lives of individuals that will help in improving consumer awareness and perceptions of EV’s. As the change is elaborated properly, it can be justified among stakeholders that will help in achieving their support as well.
Risk Register
| Risk | Risk description | Risk impact | Risk mitigation strategies | ||
| Low | Moderate | High | |||
| Collaboration in team | As the project is huge so there is change that many of the members don’t understand the goals and objectives that can result in lack of collaboration (Willumsen et. al. 2019). | Moderate | · Constant communication
· Proper management of conflicts among team members · Resolve their issues and queries |
||
| Technological advancements | As technologies are increasing, it is must for Mayor’s EV delivery plan to have latest technologies | Moderate | · Identify the latest technologies
· Adopt them if it suits the project goals and aims |
||
| Charging facilities | The trend of electric vehicle is in market nowadays so it can be a risk if they are not offering proper charging facilities for car drivers. It is the most common factor restricting individuals to buy EVs over petrol and diesel cars. | High | · Focus on developing supercharging stations
· Provide a secondary battery to charge till they reach charging stations · Use technologies to bring innovation in charging facilities
|
||
| Financial | Improper budget planning can affect the entire implementation of project and its plans (Hugo, Pretorius & Benade, 2018). | High | · Analyse the resource required and assign budget required
· Develop a financial plan · Keep some finance to handle unpredictable risks. |
||
| Poor leadership | Lack of leadership can affect the motivation and encouragement of team to achieve the project goals. It could also be a major reason for project failure. | High | · Provide training about the leadership skills and capabilities required.
· Change the leader if they are not meeting the project criteria initially. |
||
| Poor implementation of strategies | Poor implementation of strategies can destruct the employee’s vision and mission to attain the objectives and increase the chances of project failure (Reed & Angolia, 2018). | High | · Communicate about the strategies regularly and analyse it in context with the vision
· Change strategy quickly if it is not working |
||
| Lack of Communication | Communication can be a major reason for arising lots of issues like conflicts, poor team work, lack of vision understanding and more. | Moderate | · Organise regular meetings
· Communicate about issues and queries · Communicate about the plans and obstacles
|
||
| Lack of customer acceptance | It is must to convince customer to use EVs in place of petrol and diesel vehicles. Their acceptance is must for project success and for goal achievement as well. | Moderate | · Advertise about the product and its benefits
· Survey customers and address their issues regarding to EVs |
||
| Improper information | Circulating half or improper information can result in showing wrong roadmap to team members (Kliem & Ludin, 2019). | Moderate | · Communicate regularly about the information that is necessary for implementing the change | ||
| Restricting to change | Many of the team members will restrict the change and it can become a major barrier in the project success. | Low | · Utilise change management model to make them understand about the need of change
· Make them understand about the benefits after change implementation |
||
Conclusion
It has been concluded from the analysis that while managing the project there is a requirement of strong organisational culture that has a low power distance index, low uncertainty avoidance, and long-term orientation. Transformational leadership is beneficial for managing the Mayor’s EV delivery plan and they must utilise Kotter’s 8-step change management model as it explains and implements the change precisely.
References
Adnan, S. M., Hay, D., & van Staden, C. J. (2018). The influence of culture and corporate governance on corporate social responsibility disclosure: A cross country analysis. Journal of Cleaner Production, 198, 820-832.
Asbari, M. (2020). Is Transformational Leadership Suitable for Future Organizational Needs?. International Journal of Social, Policy and Law, 1(1), 51-55.
Babin, P., & Ghorashy, A. (2019, June). Leveraging Organizational Change Management to Strengthen Benefit Delivery in Innovation. In 2019 IEEE Technology & Engineering Management Conference (TEMSCON) (pp. 1-8). IEEE.
Beugelsdijk, S., & Welzel, C. (2018). Dimensions and dynamics of national culture: Synthesizing Hofstede with Inglehart. Journal of cross-cultural psychology, 49(10), 1469-1505.
Eliyana, A., & Ma’arif, S. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144-150.
Fard, H. D., Hajiani, M., Fatemifar, K., & Khabbaz, M. G. (2020). Leadership in project management: a scoping review. International Journal of Project Organisation and Management, 12(1), 74-116.
Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE Engineering Management Review, 46(3), 124-132.
Henkel, T., & Bourdeau, D. (2018). A field study: An examination of managers’ situational leadership styles. Journal of Diversity Management (JDM), 13(2), 7-14.
Hillebrand, T. M. (2019). The critical role of leadership in implementing the adequate change management model for effective organizational change (Doctoral dissertation).
Hugo, F. D., Pretorius, L., & Benade, S. J. (2018). Some aspects of the use and usefulness of quantitative risk analysis tools in project management. South African Journal of Industrial Engineering, 29(4), 116-128.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.
Islam, M. N., Furuoka, F., & Idris, A. (2021). Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia Pacific Management Review, 26(2), 95-102.
Jackson, T. (2020). The legacy of Geert Hofstede. International Journal of Cross Cultural Management, 20(1), 3-6.
Kliem, R. L., & Ludin, I. S. (2019). Reducing project risk. Routledge.
Ma, X., & Jiang, W. (2018). Transformational leadership, transactional leadership, and employee creativity in entrepreneurial firms. The Journal of Applied Behavioral Science, 54(3), 302-324.
Mascareño, J., Rietzschel, E., & Wisse, B. (2020). Envisioning innovation: Does visionary leadership engender team innovative performance through goal alignment?. Creativity and Innovation Management, 29(1), 33-48.
Memon, F. A., Shah, S., & Khoso, I. U. (2021). Improving Employee’s Engagement in Change: Reassessing Kurt Lewin’s Model. City University Research Journal, 11(1), 144-164.
Minkov, M., & Kaasa, A. (2020). A test of Hofstede’s model of culture following his own approach. Cross Cultural & Strategic Management.
Minkov, M., Bond, M. H., Dutt, P., Schachner, M., Morales, O., Sanchez, C., … & Mudd, B. (2018). A reconsideration of Hofstede’s fifth dimension: New flexibility versus monumentalism data from 54 countries. Cross-Cultural Research, 52(3), 309-333.
Nusari, M., Al Falasi, M., Ghosh, A., & Isaac, O. (2018). Impact of transformational leadership on project management assets. International Journal of Management and Human Science (IJMHS), 2(4), 38-51.
Odor, H. O. (2018). Organisational culture and dynamics. Global Journal of Management and Business Research.
Peixoto, P. S., Furlong, E., Meaders, M., Abney, D., Parr, C., Becker, H., … & Nguyen, N. (2018). ETHICS & HOFSTEDE IN CHILE AND THE UK. Copyright 2018 by Institute for Global Business Research, Nashville, TN, USA, 253.
Radwan, A. (2020). Lead transformational change, minimize resistance with 8‐step model. Dean and Provost, 21(7), 1-5.
Reed, A. H., & Angolia, M. (2018). Risk management usage and impact on information systems project success. International Journal of Information Technology Project Management (IJITPM), 9(2), 1-19.
Talalova, L., & Werthschulte, D. K. (2020). Adapting two cultures (a glance through the Hofstede’s cultural dimensions model). In FUNCTIONAL ASPECTS OF INTERCULTURAL COMMUNICATION. TRANSLATION AND INTERPRETING ISSUES (pp. 12-18).
Tang, K. N. (2019). Change management. In Leadership and Change Management (pp. 47-55). Springer, Singapore.
Thoha, N., & Avandana, I. M. N. W. (2020). Project Managers’ Leadership Styles and Their Effects on Project Management Performance. Pertanika Journal of Social Sciences & Humanities, 28(2).
Walls, E. (2019). The value of situational leadership. Community practitioner: the journal of the Community Practitioners’& Health Visitors’ Association, 92(2), 31-33.
Willumsen, P., Oehmen, J., Stingl, V., & Geraldi, J. (2019). Value creation through project risk management. International Journal of Project Management, 37(5), 731-749.
Country Comparisons. (2020). [Online]. Accessed through: <https://www.hofstede-insights.com/product/compare-countries/>
Hofstede’s Cultural Dimensions Theory. (2020). [Online]. Accessed through: <https://corporatefinanceinstitute.com/resources/knowledge/other/hofstedes-cultural-dimensions-theory/>
Kotter’s 8-Step Change Model. (2020). [Online]. Accessed through: <https://expertprogrammanagement.com/2021/02/kotters-8-step-change-model/>
Raza. M. (2019). Lewin’s change management model. [Online]. Accessed through: <https://www.bmc.com/blogs/lewin-three-stage-model-change/>
Sadiq Khan launches plan for London’s EV infrastructure. (2019). [Online]. Accessed through: <https://tv.theiet.org/?videoid=13236>
Situational Theories of Leadership. (2020). [Online]. Accessed through: <https://courses.lumenlearning.com/suny-principlesmanagement/chapter/situational-theories-of-leadership/>
The Mayor’s Transport Strategy. (2022). [Online]. Accessed through: <https://tfl.gov.uk/corporate/about-tfl/the-mayors-transport-strategy>
Waham. A. (2020). Four I’s of Transformational leadership. [Online]. Accessed through: <https://www.researchgate.net/figure/The-fours-Is-of-transformational-leadership-Bass-1985-1990-1995-2008_fig1_343513714>
Assignment Services Unique Submission Offers:
