Relationship Between Project Management And Leadership Management Essay

Relationship Between see to it c ar And lead counsel EssayExecutive SummaryThe side trace report is everywherecritical analysis of Lenovo Groups attractership accession, problems, sound labor proviso and finiss do by attracters in the companionship. Lenovo Groups predecessor was founded in Beijing by few scientists as an enterprise of the electronic estimator Institute of the Chinese Academy of Sciences in 1981. dell and HP who were the masters in person-to-person calculation machine intersections were facing difficulties in localizing their business before 2004 in the Chinese grocery store. At that condemnation they were non a sincere issue to Lenovo. They did not ca engagement any bane to Lenovo. But when Lenovo started its elaborateness in 2004 its schema was affected by the strategies followed by HP and dingle. Lenovo than modify its strategies in request to gain war-ridden advantage, profit its market share and improve its doing. We will see in following report that how Lenovo adopted roll focus and leading strategies in purchase order to overcome the challenges faced in establishing its place in the Personal calculator market. How Lenovo foc expenditured on nodes, resisting bureaucracy, and cold shoulder across boundaries thinking world(prenominal)ly, demonstrating enormous efficacy and being able to come alive and invigorate others. lead demeanor at Lenovo is in habitual of two types state oriented depict as populistic. confinement passenger vehicles at Lenovo formation are both(prenominal) leaders and followers. The purport managers leaders position at Lenovo encompasses interpersonal fiber, informational role and a decision maker role. Lenovo sent many managers to observe highly conquestful system where the leading incidentors of speed, the bias of action and utter customer fixation wee helped drive this high discount store to victory. In the result of adaptation of lead strategies they i mproved the team up contri besidese and finally cypher-oriented approach of confederacy improved world-wide integration.1. INTRODUCTIONBackgroundWorking TitleThe importance of team deed in communicate circumspection- A case study of LenovoIntroduction to drop way fox worry is a disciple that in draws to co-ordinate, plan, and verify and organizes the assorted and complex activities of todays commercial, industrial, worry and Information Technology views. There is bingle general characteristic shared in publicalty by all the suffers the switchion of thoughts, concepts and reports into new endeavors.Project LeadershipPulling together the science of see management with efficacious leadership judgment is the essence of render leadership. The dizzying phalanx of suggestions for leadership combined with the time sensitive take for completion challenges arrive at a fate for a new model. The model developed offers instruction on how and when to apply leadership patterns to the various forms of a cipher. The definition of confuse leadership is the systematic application of leadership understanding and skills at apiece stage of a project lifecycle.Statement of the ProblemGiants like Dell and HP who were the masters in Personal Computer products were facing difficulties in localizing their business before 2004 in the Chinese market. At that time they were not a serious issue to Lenovo. They did not hit any terror to Lenovo. When Lenovo started its expansion in 2004 its competitive strategy was affected by the strategies followed by HP and Dell. Lenovo had to modify its strategies in order to gain competitive advantage, increment its market share and improve its performance. This essay discusses how Lenovo adopted project management and leadership strategies in order to overcome the challenges faced in establishing its mug in the Personal Computer market.Background of the studyThe Personal Computer industry has been ontogeny by boun ds and leaps nowadays. In 2007 the sales of Personal Computers around the world were estimated to about 250 billion units. This represents 10% profit over the previous year. Lenovo is angiotensin-converting enzyme of the starring(p) Personal Computer manufacturers. It has a product line which includes servers, storage devices, projectors, and printer supplies, computing accessories, mobile handsets, printers, digital products and computing services. The primary business of Lenovo is Personal Computer. It was estimated to yield about 98% of the perturbation of the company Larson, 2009.In whitethorn 2005 Lenovo acquired IBMs Personal Computing Di day-dream. after(prenominal) that Lenovo has witnessed accelerating developing in business and expansion of market share. Its share penetrated into the overseas markets too. Lenovo transferred its home touch from mainland Chinaware to USA, Raleigh, North Carolina. Today, the Lenovo classify has branch topographic points in hal f a dozensomety six countries around the world. It has business trading operations in 170 countries and employs over 30,000 quite a little general. Lenovo is organized into 4 geographical units America, Europe, Middle East and Africa, greater China and Asia-Pacific. Within each geographical unit there are functional departments that include transportation, marketing and sales, production and give compass management. Outside of Greater China the sales compromises of 60% of the amount of money turnover of the company in the next quarter of 2008.About LenovoLenovo Groups predecessor was founded in Beijing in 1984 by Liu Chuanzhi and ten other computer scientists as an enterprise of the Computer Institute of the Chinese Academy of Sciences. In the first age Lenovo was a small distributor of imported foreign stigmatiseed computers then the company started producing its self deformityed desktops in 1990 and since then evolved into chinas leading computer firm. In 1997 the pock became chinas top selling PC desktop brand. By 2006 the brand holds the market leadership and over 25% share in china for more than eight consecutive years plus some brand presence in Asia, competing against brands much(prenominal) as Dell, HP and Toshiba. Over the years Lenovo has in like manner diversified into other PC products such(prenominal) as portables, prevailstations, and servers as fountainhead as into mobile phones and digital entertainment products Lewis, 2006.Due to the fact that Lenovo spun off its foreign branded distribution business, which accounted for a third of their revenues, as a new listed company at Hong Kong Stock Exchange in 2001, annual growth rates were moderate with 12% in 1998-2004. Lenovo group itself is already listed at Hong Kong Stock Exchange since 1994 and gained total revenues of United States $ 2.9bn in 2004, over 90% of thereof in china. In 2000 Lenovo Group procl get under ones skined to aim at total revenue of United States 10bn by 2005 and to get under ones skin one of the Fortune Global 500 companies by 2010 ate latest. Since 2003 they cave in also wanted to become a global leading brand and to generate 25% of their revenues in overseas markets by 2006.In May 2005 Lenovo already came closer to these goals when they acquired IBMs PC Di great deal for United States $1.7bn, including their global brands ThinkPad and ThinkCentre. The accomplishment made the Lenovo Group into the worlds third largest PC vendor, with around United States $13bn in annual revenue, 60% thereof abroad, and products serving enterprises and consumers in more than one hundred sixty countries. Lenovos new executive headquarters moved from Beijing to purchase, New York with lead-in operations in Beijing and Raleigh, North Carolina and an enterprise sales scheme worldwide, including sales headquarters in New York, Paris, Beijing and Sydney. The company operates six manufacturing sites in China and India and runs nine RD centres in disacc ordent countries, employing more than 19000 bulk. The on a lower floor figure shows the worldwide revenues of Lenovo find out 2 Worldwide revenues of LenovoSource Larson, 2009, Project precaution, Watermark Learning, Inc., New JerseyAccording to Meng Yutian (2006) Lenovos Group precedential supervisory program of brand management in Beijing, the new groups advantages lie in engineering science innovation and a strong combination of both consumer PC sell and b2b client handling. She admitted that Dell has a more efficient supply mountain range which is to be challenged by their ongoing post merger integrations with IBM PCs. Lenovo is also implementing a new global brand strategy to match its new worldwide reach. Lenovos priority is to maintain and extend the brand equities of the brands Lenovo, ThinkPad, ThinkCentre and Lianxiang in all major markets worldwide.Relevant searchRelationship between Leadership and Project steeringA project is a short term endeavor under take upn to create a unique service or product. both project has elements such as un certain(prenominal)ty and risk associated with it. They might sometime lead to the nonstarter of the project. Increase in project costs, lack of picks, erroneous development are few examples of risk in projects. These unforeseen circumstances and failures are reciprocal in all types of projects irrespective of their industry.The main objective of project management is to predict or forecast maximum number of risks and problems that would be encountered tour completing the project and plan, control and organize the project related activities such that the project is advantagefully completed despite all hindrances Davidson F J, 2003. The bring of project management should begin even before any resource is assigned and should last till the complete set of activities is done. The ultimate aim and objective of a project manager should be focused towards earning the contentment of purchaser, project spons or, principal stakeholders and customers and deliver the project within the promised time edge without incurring more cost and spending excess of resources than that were originally budgeted, plotted or allocated.Project management is the application of skills, tools, and techniques to project activities to meet project get hold ofments. This requires project managers to understand the project objectives, limitations, lifecycle and roles of the participants. It also suggests that project managers should possess a variety of essential skills. Every project has an objective that is a cogitate for performing the project. This objective discharge implement a new computer system, by constructing a create merging 2 companies or developing a new product. Each objective has 2 considerations Scope and quality. Every project has one or more limitations on how well and how pronto the objectives can be contactd. These limitations frequently include budget, resources, time and technology. The limitations create risks that the objectives may not be met and these risks need to be place.Project LifecycleAll projects sustain a lifecycle. That is there are certain predictable events that will take place in the life of every project. The wise project leader will understand this lifecycle and plan for it. The alternative is to be surprised when leading a project. Understanding the project lifecycle is part of the science of project leadership in that it can be studied, there is a definite operate that can be followed and project leaders can match what they need to do at each stage.A simple and a generic project lifecycle model is used. The basic stages of this model can be determine and the project leadership t directs must be accomplished during each stage will apply to most projects in most industries. Projects in certain may constitute additional unique project leadership responsibilities. level(p) on very small projects however the intent of the responsibilitie s identifies the needs to be understood and accomplished. By understanding the most typical project leadership responsibilities a skilled project leader can scale up or down the complexity depending upon the person who leads the project Harold, 2009.To touch success in the project the organization need to use a accruement of skills that demonstrate their ability to lead a team. The organization is working with others and use others skills to energize and direct a different group of muckle to forever give a high performance. These people come from different split of the organization, each having its own finishing through the leadership elan of the departmental manager. commonwealth have to overcome these cultural variations to create a climate of co-operation and co-ordinate the social movements of the team members without direct line authority. There is a diverse campaign of options about what makes an potent leader. There are no common characteristics that the organizati on must have to be effective, without which they are doomed to fail. At the effect of leadership is their skill at influencing the behavior of people to achieve their objectives Martin, 1997.Autocratic LeadershipOne extreme of leadership style is autocrat, where the leader should tell people about what they do to approach. The other extreme is the democrat where information is shared the organization will consult widely and ask people to do the work using a will you approach. The humankind is that they adopt a style that is much subconsciously directed byThe situation and the prevailing environmentThe type of work, its priority and urgencyThe counsel the team reacts and behaves in the environment.In the crisis most people will tend to adopt a more autocratic style in the reside of getting a quick result. No time make its for consultation, ideas and suggestions are not encouraged and consensus is avoided. The actions required are dictated in command and control mode.Democratic LeadershipThe democratic style is regarded as slower encourage people to give their ideas and opinions always seeking a consensus so the team is fully involved and well motivated to achieve results Jack M R, 2008.The leaders of an effective project leaderA list of desirable qualities includes tractableness and adaptabilityAbility to demonstrate significant initiativeAssertiveness, confidence and verbal suavityAmbition, drive and commitmentEffective communication and god listening skillsEnthusiasm, resource and creativity beingness well organized and self disciplined being a generalist rather than a specialist having technical sense beingness able to identify and facilitate problem solvingBeing able to make and take decisions promptlyAbility to promote a motivating climateAbility to keep everyone focused on the project objectivesHaving been trained in project management tools and techniquesBeing experienced in project management processes and proceduresBeing respected by peers an d managementBeing concerned to achieve success.A program or a project is a specialized situation because of the nature of the work, which is time and cost agonistic the diverse range of skills and experience of people the organization dont know well.To achieve the objectives the organization must see some particular skills toEnsure that the project tasks are completed on time to the quality desired construct co-ordination between the team members and develop team workSupport the undivided team members and develop their skills for the workThese three rouge elements of the leadership role are related and interdependent and the organization cannot ignore any one at the expense of the others. They are all directed in one fundamental direction towards the objectives.The actions which the organizations take at each stage of the work are focused on maintaining the balance of these three elements, adopting a range of styles according to the prevailing situation. However in any programme or project there are others involved Kathy, 2009.Dimensions of the leadership in project managementThe infra figure shows the relationship between the key elements of leadership, the objectives and the stakeholdersFigure 3 Relationship between the key elements of leadership, the objectives and the stakeholdersSource Harold, 2009, Project Management A Systems Approach to Planning, Scheduling, and Controlling, 10th edition, New YorkThe organization spends much of their time inner directed, focusing on the three key elements. They must also spend time outer directed to understand the needs and expectations of their stakeholders, use their skills when appropriate and keep them informed of progress. They must engage their stakeholders and ignore them. They can influence their programmes or project at any time with serious consequences to progress. They can change their minds at any time cause delays and implore changes to their plans Weiss, 1992.There are three essential dimensions of leadership in project management. They areIdentifying and managing the stakeholders until completion achievedManaging the project dynamic lifecycle from definition through planning and motion to closure all the tasks of the programme or projectManaging the performance and that of the team and the stakeholders.Success is directly related to balancing the time and effort they give to each of these dimensions from the start up until they hand over the results to their customer.Theories/ Principles of Leadership with reference to Project ManagementThe five leadership principles for project success are as followsBuild Vision Sharing a common imaginativeness and goals and having the same understanding about tracking the progress toward this vision is one of the key factors is the success of a project and team.Nurture collaborationism A performing team yields synergy effects the impossible becomes possible. This is wherefore active team collaboration is crucial.Promote Performance Plan ning is hefty and distinguished. At the end of the day the leader and their team have to perform. As a leader it is their responsibility to create an environment that promotes performance on both the individual and team levels.Cultivate Learning As human being everyone makes mistakes. Effective leaders encourage their teams to explore new avenues and to make mistakes and learn from them. An effective leader constitutes in sufficient time for the team to learn, create and innovate.Ensure results Delivering results is both a prerequisite and an outcome of effective project leadership. Project delivery is a team effort, not an individual effort. The effective project leader builds and guides the team to deliver results by incorporating the first quad leadership principles.All five leadership principles combined encompass the core of effective project leadership Richard L, 1995.Project Leadership PyramidThe below figure shows the Project Leadership PyramidFigure 3 Project Leadershi p PyramidSource Martin, 1997, The Project Management for Project Teams, capital of SingaporeTogether the five leadership principles described here we build the project leadership pyramid. The principles at the top of this pyramid are the first principle build vision is followed by nurture collaboration, promote performance, cultivate encyclopedism and at the base of the pyramid ensure the results.The pyramid is a sinewy hear. This image is used for a simple reason that is although think building vision is probably the most important principle of effective leadership. just about people see the bottom line as the results. Thus the vision is at the top and the results are at the foundation of the pyramid. They are inclose by vision and results. When a pyramid is approached from a far distance first the top should be seen. But in this case vision is the top of the pyramid. As we get closer we see more of the pyramid until we are standing in the first row of the building blocks. We opinion overwhelmed by the size of the pyramid. It is not possible to see the top of the pyramid.Lenovos leadership strategiesAs an MNC Lenovo is headquartered in Raleigh and has branches in 66 countries and sales operations in more than 50 countries around the world. Lenovo is a global company with major research centers in Beijing, Shanghai and Shenzhen, China Yamato, Japan and Research triangle Park, North Carolina and primary operational hubs in Beijing, Research Triangle Park, Singapore and Paris. Lenovo operates manufacturing and/or assembly facilities in China, India, the United States and Mexico with a total of approximately 25,000 employees in 2007. To tide over the recent economic crisis Lenovo proclaimed a global restructuring in January 2009, streamlining America which expected to result in a saving of US$ 300 million.In two decades go wrong Liu Chuanzhi has successfully transformed, Lenovo from a small state owned enterprise into a flagship joint stock conglomerate that is largely owned by overseas investors. Under Liu Lenovo established an option plan and incentive mechanism which enabled a large number of young people embarks on the first line of leadership positions. Meanwhile Liu combined the modern Western management theories with the approach pattern of Chinese enterprises, and put forward management ideas such as a roof model of incorporate governance theory. Lius core philosophy is to build a team, set a strategy and organize a team. People believe such as practical and effective approach has contributed to Lenovos success as a large modern company with international competitive edge.Leadership Style at LenovoAn important part of the leadership is the style of leadership with which the leader carries out the role. In todays environment where it is necessary to have good ideas from every position in the organization, those people whose management styles suppress and intimidate are not needed. Lenovo proclaims high priorities for foc using on customers, resisting bureaucracy, and cutting across boundaries thinking globally, demonstrating enormous energy and being able to energize and invigorate others.Lenovo sent many managers to observe highly successful organization where the leadership factors of speed, the bias of action and utter customer fixation have helped drive this high discount store to success Davidson, 1996.Leadership style at Lenovo is in general of two types people oriented described as democratic, permissive, consensus-seeking, participative, follower-oriented and considerate, and task centered, described as bodily structured, task dominated, restrictive, directive, autocratic and socially distant. Task oriented leadership style usually is associated with productivity but may depress follower satisfaction whereas people centered leadership tends to enhance group cohesiveness but not consistently increase productivity. The following are the leadership styles adopted at Lenovo for project managem entProject leadership is an interpersonal and strategic process, which seeks to influence the project stakeholders to work toward closure of the project purposes. Project leadership takes place through interaction not in isolation.Project managers at Lenovo organization are both leaders and followers, operating in a culture where both orchis and informal networking relationships proliferate. In such relationships networking goes beyond the project managers formal authority, often leading to the use of influence over peers and superiors to affect the outcome of the project.The project managers leadership position at Lenovo encompasses three fundamental roles an interpersonal role, which includes forepart and leader in liaison functions an informational role, which entails disseminating information and acting as a spokesperson and a decision maker role, in which the project manager acts as entrepreneur, resource allocator and negotiator.Project leaders are the people who do the ri ght thing project managers are the people who do the things right. Lenovo recognizes that both the roles are important in management but they differ profoundly Bagherpour M, 2010.There are according to Lenovo people in senior positions in organizations doing the wrong thing well. Part of the fault for having people do the wrong thing may well lie with their schools of management, where they teach people to be good management technicians but they fail to train people for leadership. Lenovo goes further to identify the competencies found in people who exhibit effective leadership in their proven track recordsManagement of attentionManagement of trustManagement of meaningManagement of self.Challenges faced by LenovoLenovo, which entered the US market, as a fresher, in 2004, did not have any idea about how to compete with the leaders HP and Dell in gaining the market share. Lenovo decided to follow a project- centric approach in order to find a place for itself in the personal computer market. The project-focused approach became the limelight of the companys success story in future.Conclusion RecommendationsSolutions to the problem identifiedIn order to address the challenges, Lenovo proposed different changes in its business strategy and model in 2004, by employing a project-focused approach to develop its corporate strategy. The particular steps taken to implement the project management as a tool to execute the corporate strategy areAfter the confirmation of the overall corporate strategy of company, Lenovo sets to organize the priority tasks which require co-operation of multi-department into projects, which is known as strategic projects. Strategic projects vary from the Research and goal projects. In Research and Design projects the cost and time will not be used as yardsticks for success of the project. Such projects will be about have a fiting them into new markets, solves the underlying problems, enhances the organizational efficiency, integrates the st rategic resources or improves the capabilities and satisfaction of an employee. In the past, some strategic planning was not followed up adequately but the strategic project management application solves this problem and the strategic projects started to execute and provides the necessary results.Lenovo selected strategic alliances or joint ventures with global corporations such as Visa, Coca-Cola, Disney, and Pacific Century Cyber Works and so on as its entry model which effectively reduced the risk of international expansion and shortened the time to enter the target market.Second Lenovo sought to perfect the process of supply chain. In order to increase the efficiency of its global supply chain, Lenovo made strong commitment to continuously improve its management process and has so far achieved remarkable progress. By simplifying its global supply chain infrastructure including its logistics network, Lenovo further enhanced its service capacity by 10% with each computers cost of end to end supply chain reduced by 17% as compared with 2008 Goodman R A, 1967.Third Lenovo strived to refocus its corporate attention on the key and rising markets in the world. In 2004 consumer PC accounted for above 42% of the global PC market. The key for Lenovo was to string out its business scale by replicating the successful experience in china to the other areas. In this regard Lenovo won an impressive array of contracts in India and ASEAN countries through effective marketing strategies. Lenovo also outperformed the industry in key emerging markets such as Russia, Mexico, Brazil and Turkey. Meanwhile Lenovo made important progress in adjusting to the changing market conditions and accelerated its expansion in the fast growing industry segments with a belief that such rapid growth is expected to continue in the coming years.Lenovo attempted to expand both relational and transactional business models. In 2006 Lenovos relational business increase in all areas. After making efforts on the adjustment of customer segmentation and customer relational management, Lenovos profitability raised by a large margin. In future Lenovos business focus is expected to repose on providing services to key customers and improving the share in the medium sized enterprises market. In contrast in 2006 Lenovos transactional business accounted for 35% of the sales of global PC market. Looking forward to maintain sustainable growth, Lenovo go on to develop its business partners through marketing activities, accelerate the development of emerging markets and enhance the performance ability in some countries as well as to expand the productivity and the channel coverage of its sales teams Gray C F, 2005.Lenovo aimed to establish a global brand. In 2006, Lenovo had done a splendid job in marketing and brand building by sponsoring the Olympic Games, ATT Williams Formula one team and the NBA games. To raise the awareness and image of the brand the group launched a publicity campaign for two of its major products which has in turn helped enhance Lenovos brand visualization ThinkPad ultra slim X300 made the cover of Business Week as soon as it appeared on the market and the Idea Pad U110 won three major awards on international consumer electronics show in Las Vegas, the United States. Through those efforts Lenovo had made a deeper impression in the international arenas and gained rapid recognition consequently the image of Lenovo brand had improved by 13% according to a survey.Project Management and Leadership SolutionsLenovo established a Project Management emplacement to coordinate the strategic projects. In 2004 and early 2005, Lenovo put the organizational structure and the processes for its Project Management powerfulness. It formalized the relationships between the Project Management slip and strategic leaders and budget resources for the office. Constantly all other departmental regulations of Lenovo needed to conform to the regulations of Proj ect Management Office, with brief regulations which was outlined by particular departments of business. However, the Project Management Office of Lenovo did not interfere with the projects often or it offered training and establishes standard procedures. The employees of Lenovo saw the Project Management Office as a resource rather than a installment of administration. intent a Project Management Office as a facility of administration was one of thing that had condemned such offices in the past, but Lenovos office thrived to win an excellent team award for the company. The company believed that specific conditions should exist to utilize the project management successfully First, the company has to face a challenge second, the office had to be prioritized by the leadership of the company third, the office had to be led by a professional team and they had to sanction that company-specific systems are developed and finally, they also required to confirm that the organizational cult ure of the company could be appreciated. Otherwise it was difficult to evaluate.Lenovo also earmarked money for strategic implementation. Previously, it finished the strategic plans which were not supported financially. But with the shift of strategy, the leadership team had to set aside extra money to evaluate the projects outdoor(a) the original budget and provided bonus for those who were involved and paved way for the execution of the strategic plans successfully.Identifying Valuing project management professionals- Lenovo sent their top talent in project management to take the certification exam of Project Management Professional and apply for project management standards Project Management Institute, 2008. The certification of Project Management Office is managed and developed by the Institute of Project Management, which is the biggest set for professional project management in the world. The certification of Project Management Profe