Process for keeping good behavior

Culture in Project Management

Culture means different things to different people based on the environment in which they are addressed. From the standpoint of project management, culture refers to how individuals interact with one another and how they behave while working on the project as part of a team (Griffin, Phillips & Gully, 2017). A project management team should grasp the culture of the organization and interpret it to the employees because, with today’s globalization, organizations have teams that include personnel from many cultures who must collaborate to complete projects successfully. The Company should ensure that the organizational culture adopted is supportive of employees’ efforts without which it becomes difficult to complete the project because in this way the employees develop revolting behaviors (Griffin et al. 2017).

Adjustment of Project Implementation Processes

Most of the time, team leaders tend to enforce processes in their own manner without having a proper understanding of the culture of stakeholders. Team leaders should adjust project implementation processes to fit behavioral and cultural responses so that team members can cooperate without coercion.

Emotional Management and Motivation

Emotions play a key role in employee motivation which implies that the emotions can either negatively or positively impact on the motivation of employees. The emotional aspect of employees working on the project should be adequately managed for successful project implementation (Griffin et al. 2017). This calls for the project manager to be intelligent in dealing with moods, feelings, and actions of employees and not only focus on management of technical factors. Proper management of technical and emotional factors by the team leaders will ensure that the cost of implementing the project is low and efficient (Griffin et al. 2017).

Engagement of Every Employee or Member of the Project Implementation Team

The company must engage all the members of the project implementation team including all the stakeholders for the sustainable and successful implementation of the project. Engagement levels of the team, as well as individual members, must be monitored. This includes addressing the personal and emotional expectations of team members so that the best of the individuals is brought out.

Identifying Bad Behaviors and Addressing Them

The first way of identifying bad behavior is to have employees provide weekly written down status reports of their work to supervisors for scrutiny. These reports should include tasks that were done the previous week, tasks that are due in the current week and those tasks that are planned for the next week and any other pending issue. Although these reports are a tedious task, they make sure that the supervisor and employee have a mutual understanding of the progress of work and this helps in proper planning. Through these reports, the supervisor can tell tasks that were supposed to have been done by the employee but have not been accomplished thus supervisors can detect some bad behaviors in employees.

Another way of detecting unbecoming or bad behaviors in an organization is through the encouragement of employees to report any form of bad behaviors to the management through a secretive manner with an assurance of protection. Employees become their keepers because no one is willing to engage in bad behavior for fear of being reported. But in case one engage in bad behavior during the project implementation, the supervisor gets the information and an appropriate action taken against them.

Addressing the Behavior

The first step to address bad behaviors at the workplace is to identify the bad behavior by comparing what the employee does and what the code of conduct of workplace states. This ensures that the problem at hand is specifically defined which makes it easier for easier dialogue with the employee.

Analysis of the behavior: the manager or supervisor should then embark on analyzing the problem to determine whether the behavioral problem is worth addressing. The supervisor further determines whether there are obstacles to addressing the problem and whether the employee knows how to behave accordingly or understands the code of conduct for the company (Griffin et al. 2017). Also, management/supervisor should evaluate the impact of the behavior on the company before any discussion is held between management and the employee.

Discussion of the bad behavior with the employee: this is the last but most critical step of addressing bad behavior of an employee. The main purpose of holding a discussion meeting with the disruptive employee is to affirm with the employees that a problem exists and it needs to be addressed (Griffin et al. 2017). The supervisor/manager then specifically attempts to make the employee recognize the existence of the problem and explore various ways through which the problem can be addressed. Finally, the employee and management agree on a firm solution to the problem, and the employee must commit themselves that they will change their behaviors.

Dealing with Difficult People

For a difficult employee engaging in bad behaviors and hard to change, the best way to handle such an employee is through the company’s code of conduct or organization’s policies (Griffin et al. 2017). The company is supposed to take disciplinary action against the employee in consultation with the Company lawyer so as to avoid litigation by the employee.

Reference

Griffin, R. W., Phillips, J., & Gully, S. M. (2017). Organizational Behavior: Managing people and organizations.