Notesale: Turn your study into money

Document Preview

Extracts from the notes are below, to see the PDF you'll receive please use the links above

---

Effect of Team Dynamics on Project Success with Moderating Role
of Project Manager’s Support
Abstract
The study explores the effect of team dynamics on project success with a moderating role of
project manager’s support
...
In an effort to determine that team
dynamics contribute to the success of a project, a survey was distributed among different teams
working on projects
...
Data was analyzed using regression and
correlation analysis
...
Project manager’s support moderates positively the relationship of team
dynamics and project success
...
However firms recognize that managing teams that work
well together is à difficult challenge
...
Roy and Abraham (2008)
...

According to Dorwin and Zander (1968), “If it were possible for the overworked hypothetical
man from Mars to take a fresh view of the people of Earth, he would probably be impressed by
the amount of time they spend doing things together in groups
...
Some researchers have studied its origin and

many others have studied about its relationship with success of projects
...
L
Thompson (2008), “building a team that can exhibit teamwork through positive dynamics is
important for project success”
...

The Standish Group reported in 2004 that 18% of ICT projects failed (i
...
, projects that were
cancelled at some point during development), 53% of the projects were challenged (i
...
, the
project was completed and operational but failed to meet budget, time and functionality criteria),
and that only 29% were successful on all three performance measures
...

This study opens up new research perspectives
...
Some types of support
may be needed to a greater extent at the beginning of the project
...
This
may de- motivate them and diminish communication and involvement in the team project
...
The question arises to what extend the project
manager’s support influence the effectiveness of teams dynamics (behavior, performance etc)
working on a project
...
“A virtual team is a group of dispersed
workers with distinct skills who focus on a specific goal on a temporary or ongoing basis”
Suzanne (2001), p
...
The virtual team is defined as a group of knowledge workers who are
geographically dispersed but not necessarily distributed across expansive geographic locations
...
Gignac (2005), p
...
For the purposes of this study, a team is only
recognized as such if all of the team members perform the majority of their work from different
locations
...
In addition, a single team member choosing to perform
some of his or her work from a remote site does not create a team arrangement
...

According to multiple empirical studies, a company’s effectiveness partly depends on the
success of its projects (Kerzner, 2000 )
...

Effective teams work better for their organization which results in ultimate success of the
projects going on in the organization
...
When a careful
consideration is given to the team and the organization consider the team themselves, it
contributes to amount and quality of work done by them and as a end result this quality of work
increase the success of projects within those organizations
...
L Thompson
(2008), “building a team that can exhibit teamwork through positive dynamics is important for
project success”
...
According
to Thompson (2007), building a team that can exhibit teamwork through positive dynamics is
important for project success
...

Project Manger’s Support and project Success:
The concept of organizational support posits that employees develop general beliefs concerning
the extent to which their organization values and appreciates their contribution and cares about

their well-being
...
Three psychological processes underlie perceived organizational
support (Eisenberger, Huntington, Hutchison , & Sowa, 1986)
...
Second, perceived organizational
support signifies caring, approval and respect, all of which are channels through which an
individual’s socio-emotional needs can be fulfilled
...

Third, perceived organizational support augments beliefs that the organization recognizes and
rewards employees who exhibit high performance (i
...
, performance-reward expectancies)
...
The manager who values the contribution of the employees in the well being of the
organization affects the employees and as a result they contribute to the success of the project
...


Project Manager’s Support Positively Moderates the relationship between Team Dynamics
and Project Success:
Team dynamics are important for project success
...
Although we expect a
positive relationship between team dynamics and project performance, this condition is not
sufficient because lack of support can delay and even undermine the entire project regardless of
the teamwork quality within the team
...

Accordingly, the following hypothesis is suggested:
H3: Project Manger’s support will moderate the relationship between team dynamics and project
success
...


Methodology
Participants, sample, data collection procedure
To test the research model, a survey was conducted, identified from a list of participants selected
...
Construction, IT management and educational organizations were
selected on the basis of personal contacts and also because the organizations were working on
project base activities which were relevant to the research topic
...
Most of the participants were
those employees which were working in teams
...
Their primary work assignments ranged from short-term projects to
long-term projects
...
165
questionnaires were received, out of which 140 were considered valid, thus an 80
...


Measures/ Scales
Measuring Project Success
This measure assessed the success of a project
...
The scale consists of 9 items
...
Some of the sample items are “Project schedules were
adhered to
...
”, “Technical problems were successfully identified and resolved
...
774
...
Team dynamics
was measured using a scale by J
...
Lurey, M
...
Raisinghani
...
It concentrated on the specific information about the team and how it was
formed, the characteristics of the job and how people were selected to be the member of this
team, team member relations within the team and team’s process
...
One of the sample items is “Team

Mean

S
...
”
The reliability of this scale was 0
...

Measuring Project Manager’s Support
PSS was measured by 36 items adapted from Eisenberger, Hunsington, Hutchison, and Sowa’s
(1986) scale for perceived organizational support, replacing the word organization by manager
...
g
...
Some of
the items from the scale are “The manager strongly considers my goals and values”, “The
manager is willing to extend itself in order to help me perform my job to the best of my ability”,
and “The manager cares about my general satisfaction at work”
...
935
...


Results
Table 1 shows the descriptive statistics (i
...
, means, standard deviations, and correlations) of the
demographic variables and measured variables
...

Table 1: Mean (M), Standard Deviation (S
...
GENDER

1
...
44254

1

2
...
6786

1
...
044

1

3
...
2643


...
375


...
PS_Mean

3
...
39330


...
028

-
...
774)

5
...
8194


...
050

-
...
080


...
941)

6
...
8512


...
048

-
...
077


...
994***

1(
...
Correlation is significant at the 0
...

Total Sample Size, n=140

Hierarchical regression is the most common method to test moderation models
...
Step 1 and Steps 2 controlled
the influences of the independent variable-TD and the moderating variable-PSS, respectively;
and Step 3 tested whether TD interacted with PSS to affect project success (PS)
...
As presented in Step 3, the interaction
term of TD and PSS was significant (Beta =
...
000), suggesting that PSS could moderate
the relationship between TD and PS
...
1
...


Table 2 for moderated hierarchical regression

PS
B
Step-I
TD


...
961***


...
969***


...
083

1
...
947***

Step-II
PSS

R2


...
05, *** p ≤ 0
...
5
4
3
...
5
2
1
...

Results of the regression analysis show that the TD has a significant positive relationship with
PS having β value of 1
...
000 and fulfill the requirements
that p value should be ≤0
...
R2 and ∆R2 were also observed at

...
000
...

H2: PSS has significant Positive impact on PS
...
465*** at significance level at value of p≤
...
001, which is acceptable range
...
677*** and
...
001
...


H3: PSS moderates the relationship between TD and PS so that the higher or lower value of
PSS strengthens or weakens the relationship respectively
...
562*** where
value of p is ≤
...
005
...
969*** and
...
000
...

Discussions
The primary objective of this study was to analyze the interactive effect of group dynamics and
Project manager’s support on project success
...
Similar results were found concerning project manager’s support which was absolutely
connected with project success measures
...

This study additionally adds to a better understanding of the intricacy of project success
...
This recommends that associations and their management
teams must cultivate a steady connection that can empower team dynamics to endeavor the
project success to its fullest degree
...

Our study opens up new research viewpoints
...
Likewise, it is not clear how much project manger’s
support is required in the different phases of the task
...

Our findings certainly recommend that in instances of low project manager’s support colleagues
may be more prone to feel that the association is oblivious to their needs and does not esteem the
task they are chipping away at
...
Also, we require a more dynamic perspective of execution
assessment of project success
...
This exploration requires
legitimacy
...
Team dynamics are greatly affected by the project manager’s support and their
interactive effect increase the success of the project, so in order to make project successful and to
increase project performance, the managers need to give value to the contribution made by teams
in the well being of the organization
...
Our dependence on single source,
self-reports to gauge the investigation develops may have prompted artifactual inflation of the
effects
...
The last is
especially significant and imperative, as we have to better see how project manager’s support
and team dynamics advance and their relative effect on different phases of the project

Directions for future research:

We did not quantify target project performance
...
We note, notwithstanding, that quantitative systems to
evaluate project success may not be fitting for all projects (e
...
, improvement of new advances)
...

Also, one can't discount reverse-causal request
...

References
Gelbard, R
...
(2009)
...
International Journal of Project Management, 27(5), 464-470
...
, & Zander Alvin
...
Origins of Group Dynamics
...
2000
...
L
...
Making the Team: A Guide for Managerd
...
The chaos report
...


Gignac, F
...
Building successful virtual teams
...
(2001)
...
Network World , 18 (39), 45
...
R
...

Kerzner H
...
NewYork: Wiley; 2000
...
Critical factors in successful project implementation
...
One size does not fit all projects: exploring classical contingency domains
...


Lovelace K, Shapiro DL, Weingart LR
...
A conflict communications perspective
...


Thompson LL
...
Englewood Cliffs, NJ: Pearson Prentice
Hall; 2007
...
Perceived organizational support
...


Appendix

Section- 1
Scale

Neutral

Agree

1

2

3

4

5

1

2

3

4

5

3
...


1

2

3

4

5

4
...

5
...

6
...

7
...


1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

8
...


1

2

3

4

5

Strongly
agree

Disagree

Strongly
Disagree
1
...

2
...


Project success 9 items by Pinto and Prescott

9
...


1

2

3

4

5

Section- 2
Scale

Strongly
agree

Agree

Neutral

Disagree

Strongly
Disagree

Project Manger’s Support 36 items by EISENBERGER, HUNTINGTON, HUTCHISON, AND SOWA
1
...


1

2

3

4

5

2
...

3
...


1

2

3

4

5

1

2

3

4

5

4
...


1

2

3

4

5

5
...


1

2

3

4

5

6
...


1

2

3

4

5

7
...

8
...


1

2

3

4

5

1

2

3

4

5

9
...


1

2

3

4

5

10
...

11
...

12
...

13
...


1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

14
...

15
...

16
...


1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

17
...


1

2

3

4

5

18
...

19
...

20
...


1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

21
...


1

2

3

4

5

22
...


1

2

3

4

5

23
...


1

2

3

4

5

24
...


1

2

3

4

5

25
...


1

2

3

4

5

26
...


1

2

3

4

5

27
...


1

2

3

4

5

28
...


1

2

3

4

5

29
...


1

2

3

4

5

30
...

31
...


1

2

3

4

5

1

2

3

4

5

32
...


1

2

3

4

5

33
...

34
...


1

2

3

4

5

1

2

3

4

5

35
...


1

2

3

4

5

36
...


1

2

3

4

5

Scale

Section- 3

Not
Applicable

Disagree
3

Strongly
Disagree

Agree

Strongly
Agree

2

Team Dynamics by J
...
Lurey, M
...
Raisinghani
Question 1-9 ask you for specific information about your team and how it was formed
1
...


1

4

5

2
...
Careful consideration was given to the team’s objectives during the
1
2
3
4
5
design of this team
...
Those who designed the team considered the larger organization as
1
2
3
4
5
well as the team itself
...
I received sufficient information to understand the team’s purpose
1
2
3
4
5
when I was notified about being a member of this team
...
My role on the team was clearly explained to me during this
1
2
3
4
5
notification
...
New team members are quickly brought up to speed when they join the
1
2
3
4
5
team
...
New team member can access critical information to learn about the
1
2
3
4
5
team’s history and earlier work
9
...
Please mark all that apply
...

10
...

1
2
3
4
5

11
...


1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

14
...

15
...

16
...

Question 17-25 ask about the team member relations within your team

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

17
...

18
...

19
...

20
...


1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

21
...

22
...
Knowledge and information sharing is understood to be a group norm
within team
...
Our team is very cohesive unit
...
When disagreements occur, they usually addressed promptly in order
to solve them
...
My job gives me the opportunity to to develop my
skills
...
I am able to add value to team’s work
...
Face to face team meeting are held whenever possible so people can
discuss things together
...
Time is dedicated to developing social relations as well as addressing
projects issues during these face to face meetings
28
...

29
...
The team established a trend of success early on
...
The team celebrates it successes
...
Team members were able to recognize our collective talents and
utilize them from the beginning
...
Team members have a shared understanding of what the team is
supposed to do
...
We are clear on how best to perform our works tasks
...
Our team has an established process of making decisions
...
Team members use their own judgement in solving problems
...
The team’s leader offer new ideas or approaches to do our jobs better
...
The team leaders are friendly and can be easily approached
...
Team members feel that the team’s leaders are helpful and supportive
...
The team’s leader makes sure team members have clear goals to
achieve
...
The team’s leader keep individuals working together as a team
...
Male

2

---