1) Read each weeks scenario You have been given 4 alternatives to each weeks scenario. Check (circle) the style you would choose directly

a. Restate the problem or situation you faced as project manager for each week

b. Identify the style you choose and justify your choice

Week 4Situation You have just found out that the budget for the team project has been unexpectedly cut 25 percent. This cut will not affect the staffing or duration of the project, but it will reduce the scope, detract from the quality of the results, and limit the challenge. It would be a good idea to:

Style 3 Minimize the Impact of the budget cut on the project and those involved. Let the team members decide if any adjustments are necessary and when and how they should be made.

Style 4 Postpone action for the time being. There is always hope that the budget may be reinstated; even if it is not, you will have time to brief your staff and make adjustments before the halfway mark of the project is reached.

Style 2 Commiserate with the team members on wtat has happened to the budget, and start working with them immediately to set up a contingency plan.

Style I Advise the team members of the 25 percent budget cut, and give them instructions on how to accommodate the change.

Week 5Situation Ted Davis has confided tn you that the teams morale is low because of (1 ) the budget cut and (2) too many frustrating problems. You should:

Style 3 Call a special meeting of the team, let them know that you sense morale is low. Get them involved in discussing why the morale problem exists and try to work out a solution that everyone will be happy with.

Style 2 Meet with each staffer privately to reinforce what each is doing well, to review performance standards, and to gather suggestions for advancing the project.

Style 4 Advise Ted, tactfully, to wofry about his own problems; this might also be a good time to indicate that you are concerned about the leadership role he has assumed.

Style 1 At your earliest convenience, review the project in depth; if quality is off, or target dates are behind schedule, take action by redefining goals and standards of performance.

Week 6Situation Performance has slipped; the material submitted recently has been substandard (and late in arriving). In addition, you have observed some bickering and disagreement among the staff members. Now is the time to:

Style 3 Call a meeting to discuss the problems the team members are having. The disagreements are probably being caused by frustration over the budget cut, and if you let them ventilate these problems and give their suggestions, morale will improve.

Style 2 Use a consultative approach. The best way to implement this technique would be to consult with each staffer and have him or her outline any suggested changes or make recommendations for improving the overall productivity of the team. 558 / FAKT V DIRECTING THI SALES FORCE

Styk 4 Sit tight and kt the problems work themselves out. The team is reasonably maturehaving worked together for five weeksand should be able to get back on track and resolve any personal differences without your help.

Style 1 Exert strong leadership by getting directly involved in the teams work problems. For example, you might review the current inputs with the team members, point out deviations, and make recommendations for improvement.