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3 years ago

Managing World Bank Projects, Diploma - HRODC.com

Managing World Bank Projects, Diploma - HRODC.com

Advanced_Project_Management_Team_Dynamics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Management_Counterparty_Risk_Risk_Mitigation_Conflict_Resolution_L itigation_Contract_Procurement_Goods_Services_CourseProject Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MScwhen it should be encouraged; Outline the steps that they will take to avert groupthink and promote teamthink; Demonstrate their understanding of the ‘risky shift syndrome’, outlining the steps thatthey will take to avert them; Demonstrate their ability to employ transactional analysis in a team context; Internalise the dysfunctional effect of ‘resonation’ in a team context; Suggest how they might employ an effective diversity management that discouragesresonation; Demonstrate their grasp of the fundamentals of performance management; Illustrate how they might resolve interpersonal problems among team members; Indicate how they will help team members to channel their energies into taskperformance, establishing realistic goals; Develop effective communication strategies that might be applied to team settings,minimising technical language; Clarify roles in team settings; Provide a basis for team standard setting - establishing standards and evaluatingprogress; Illustrate how they will determine the contribution of each team member to team goalaccomplishment; Recognise and acknowledge performance improvement in teams; Indicate how they will reward exceptional performance in their teams; Indicate how they will establishing key competencies in teams; Suggest how to establish acceptable performance levels in teams, noting performanceindicators; Propose standards of measuring competence in teams; Suggest how to determine which individual members of a team can improve theirperformance – and subsequently, their contribution to the team as a way of harnessingteam synergy; Illustrate how they will enhance the issue of ‘gatekeeping’ to ensure that teammembers, in general, participate in team meetings, extending support to the weak,ensuring that introverted team members are not intimidated or ‘crushed’ by theP. 8

Advanced_Project_Management_Team_Dynamics_Team_Leadership_Risk_Management_Financial_Risk_Management_Worker_motivation_World_Bank_World_Bank_Finance_IBRD_IDA_Conflict_Management_Counterparty_Risk_Risk_Mitigation_Conflict_Resolution_L itigation_Contract_Procurement_Goods_Services_CourseProject Management in Action: Managing World Bank Projects – Leading to Diploma-Postgraduate,Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MScextroverted; Recognise the ineloquent team members without relevant current information, whomight, nevertheless, be able to perform evaluative role; Resonation as an issue in team effectiveness; Indicate how they will recognise resonation in their teams, outline the steps that theywill take to avert or reduce its occurrence, outlining how they will ‘cautioning’resonators; Suggest ways to counteract the effect of the informal hierarchy - in teams other thancommand teams; Demonstrate their appreciation of the fact that workers belong to different classes, insociety; Demonstrate an understanding of the notion that societal socio-economic hierarchymight be informally represented in teams; Provide an indication of their awareness of the fact that team members’ classconsciousness might relate to the positions that they occupy in the organisation orsociety; Exhibit a knowledge of the intimidating effect that class might have on team members,and, hence, the leader’s responsibility to ensure that this informal hierarchy isdispensed with in the promotion of a ‘classless team;’ Describe the effort that they will make to enhance the ‘critical faculty’ of their team; Demonstrate their awareness of the value of team cohesiveness and team solidarity,and the dangers of over-cohesiveness; Demonstrate their understanding of the concept of project management; Illustrate the pertinent issues associated with project sustainability; Portray a heightened understanding of project development; Highlight and internalise crucial project planning issues; Deconstruct team management in a problem solving setting; Apply the most appropriate project management methodology to both real andhypothetical settings; Recommend a project control system that may be applied to a given scenario ; Devise a viable sourcing strategy, relevant to a particular project setting;P. 9

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