People are an organisation’s most important assets. The tasks of a manager are essentially people- oriented. Poor people management is an important contributor to project failure. Consider the following cases:
Case 1: Alan is an exceptional programmer. Testing his software modules reveals very few errors, are fewer than the team’s average. He keeps his schedule promptly, and only rarely is he late in completing his task. He always finds original ways to solve programming difficulties, and uses original, individual versions of the coding style. He dislikes preparing the required documentation, and rarely does it according to the team’s templates. A day after completing a challenging task, on time, he was called to the office of the department’s chief software engineer. Instead of being praised for his accomplishments, he was warned by the company’s chief software engineer that he would be fires unless he began to fully comply with the teams coding and documentation instructions.
Explain your answer with strong justification to support the situation taken by the department’s chief software engineer.
Case 2: Alice’s assistive technology project starts well. Good working relationships develop within the team and creative new ideas are developed. However, some months into the project, Alice notices that Dorothy, the hardware design expert starts coming into work late, the quality of her work deteriorates and, increasingly, she does not appear to be communicating with other members of the team. Alice talks about the problem with other team members to try to find out if Dorothy’s personal circumstances have changed and if this might be affecting her work. They don’t know of anything so Alice decides to talk with Dorothy to try to understand the problem.
Give THREE (3) activities(with elaboration) that Alice could introduce to ensure that other members of the team could remain motivated.