The context of your TMA
• The context of your TMA is
• Provide a brief overview of your organisation to explain the business context eg. business goals, sector, size etc.
• Confirm your project proposal’s aim ie to investigate your organisation’s recruitment and selection processes to improve their cost effectiveness and quality of talent to take the business forward
• Consider the scope of your proposed project and develop specific project objectives, following the SMART model (specific, measurable, achievable and timeframed). You need to ensure that your objectives are realistically achievable within the 6 month timeframe. You may already have lots of ideas for areas of improvement but you may need to narrow these down further so that you develop realistic project objectives for your proposal
• Remember you are developing your ideas at this stage – not implementing them!
• Confirm how you would plan to carry out a situational analysis to assess the broader context of your proposed project. Tools you could apply here include PESTLE, SWOT, Stakeholder Analysis, Fishbone diagram (Ishiwaki), Drill Down technique (page 102 of your workbook) and Porter’s Five Forces (page 101)
• Identify at least two examples of potential risks associated with your proposed project- assess their level of probability and impact on the success of your proposed project outcome. Examples of risk could relate to aspects such as organisational, reputational, financial, technical and procedural. Use the outputs from this assessment to confirm where problems with your proposed project could arise and explain how you would identify and resolve them. You may find the Probability of Impact (box) model on page 109 of your workbook a useful guide.
Project proposal planning
• Devise a plan to meet your proposed project objectives, indicating key project activities against timescales; roles and responsibilities of those involved; and key milestones/ stages of your proposed investigations.
You need to consider key stages of your project which may include the following elements:
• carrying out situational analysis & project scoping
• develop project objectives
• seek and secure resources
• select and recruit your project team
• team building and creative thinking
• allocate roles and responsibilities within the project team
• problem solving and decision making
• progress review meetings
• carry out the investigative work according to your project objectives
• collate and analyse findings
• present project proposal findings to the CEO at the end of the 6 month timescale.
• You may decide to use a Gantt chart to present this plan but other options such as Excel and or a table using Word would be equally effective. What is important is that you clearly and concisely communicate the project objectives; key project activity areas against timescales and indicate key milestone targets in an effective and efficient way.
• You may import your proposed project plan into the body of your text or attach as an appendix (this would not form part of your word count)
Promoting creative thinking
• Describe potential areas of your proposed project which may benefit from using creative thinking techniques. Explain how you would encourage your team members to contribute and describe the techniques you would use to draw on their expertise and generate ideas.
• You need to underpin your discussions to relevant theories so that you confirm your knowledge of the theoretical concepts and show understanding of how their principles can be applied in practice.
• Some examples of useful theories you could draw on here include De Bono’s 6 Thinking Hats, Mind mapping (Tony Buzan) and Brainstorming.
• Describe the steps you would take to help your project team to work effectively together and how as Project Leader you would resolve any inter-personal conflicts.
• You need to draw on relevant theories to support your discussions on group development, group dynamics and conflict resolution in order to confirm your knowledge and understanding of the theory and how you could apply these principles in practice in the context of your project team.
• You need to ensure that you describe the specific skills and techniques you would use as Project leader to resolve any conflict within the team and encourage members to develop into a cohesive and performing work group.
• Useful theories you could draw on here include Belbin (team roles), Tuckman (forming, norming, storming and performing), Thomas Kilman (competing, collaborating, compromising, avoiding and accommodating), IBR (Interest Based Relationship) and HEAT model (hear the person, empathise, ask questions and take action).
Managing political behaviour
• Determine at least two examples of how other people/team’s political behaviour from within your organisation could impact on the success of your proposed project. You may find it useful to refer back to the earlier section on risk assessment and also the section above on team building for ideas on potential political behaviour relevant to your project’s context. You need to specify what potential impact these political behaviours may have on the success of your project.
• You need to describe the specific skills and techniques you would use to manage these political behaviours so that your proposed project stays on track. You need to ensure that you cover each of the skills you would employ relating to influencing, persuading and negotiating with others.
• You need to underpin your discussions to relevant theory so that you confirm your knowledge of both theoretical concepts and their practical application to your proposed project’s context.
• Useful theories you draw on to support your work include: Kruger Iceberg model (promoters; opponents) French and Raven’s power sources (coercive, reward, legitimate, referent, expert, informational), Cialdini’s Six Principles of Influence (reciprocity, commitment, social, liking, authority and scarcity), IBR (Interest Based Relationship), RMP (Rational Model of Persuasion formula- B + V/M= A ie beliefs plus values and/or motives produce attitudes that influence behaviour) and Lewin and Kotter’s change management models.
Problem solving and decision making
• Describe the techniques you would use to help support problem solving and decision making throughout your proposed project- explaining why these are most appropriate to use.
• Your discussions need to be supported by reference to particular problem solving and decision making techniques. Examples of techniques include: Ishikawi (Fishbone diagram), Five Whys, SWOT, PESTLE, Force Field Analysis, Stakeholder Analysis, Mind mapping, Risk Analysis and Cost Benefit Analysis.
• You need to think about the potential context where, at the end of your project investigations, there might be more than one option to take forward to improve future recruitment and selection processes.
• At this stage, you need to think about what decision making tools/techniques you could use to evaluate and select an appropriate option to take forward and recommend to the CEO- for future implementation. Examples of decision making tools/techniques which could be used in this context include: Cost benefit analysis, Force Field Analysis, 5 Whys (see lesson 4 of you workbook for further guidance and examples of techniques).
• Although you are not required to present recommendations as you haven’t carried out your project investigations, it is good practice to summarise your report by drawing overall conclusions. To help you do this, you could refer back to the TMA brief and briefly summarise what you were aiming to achieve through your project proposal ie present ideas on what could be investigated to improve the cost effectiveness and quality of talent to take your business forward.
Word count and Referencing
• Please ensure that you work closely to the wordcount guideline which is 2,500 words for this TMA. Appendices, tables and your Reference section do not form part of this wordcount.
• You should refer to the Harvard Referencing notes (available from your Tutor Group Notice Board) for further guidance.