National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
Government of the Russian Federation
Federal State Autonomous Educational Institution of Higher Professional
Education
National Research University
Higher School of Economics
Faculty of Management
Course Syllabus “Managing Project Team”
for “Master in Management” curriculum (area of study code 080200.68)
Program author:
Candidate of Sciences, Senior Lecturer Konstantin A. Bagrationi, kbagrationi@hse.ru
Approved at the Department of Project Management meeting «___»____________ 2015
Deputy Chair _____________________ Valery M. Anshin
Approved by «Management» section of The Teaching Methodology Board «___»____________ 2015
Chair _____________________ Nikolay B. Filinov
Approved by the Faculty of Management Academic Council «___»_____________2015
Secretary _____________________ Olga N. Balayeva
Moscow, 2015
This document may not be reproduced or redistributed by other Departments of the University
without permission of the Authors.
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
1
Course summary
The influence of project manager’s skills in team management on the performance of employees is particularly acute if the team’s product is the result of combining the individual efforts of all participants in the collaborative work. The course is theoretical-methodological and instrumental in nature
and aims to create theoretical and practical knowledge in the field of project team management and to
introduce students to modern socio-psychological theories that can be applied in management practice.
A feature of this class is an in-depth study of potential team members’ behavior patterns, the
conflict situations’ typology and team management by the “rules of thumb”; various factors’ influence
on the development of relations within the team will be discussed. The course provides examples from
practice demonstrating the effective use of socio-psychological methods within the project approach.
2
Area of Application and Regulatory References
This Course Program establishes minimum requirements for skills and knowledge of the student and determines the content and the forms of educational activities and reporting.
The Course Program is designed for lectures, teaching assistants and Master Program students
080200.68 “Management”, “Project Management” curriculum, Course “Project Team Management”
The Course Program has been developed in accordance with:
•
National curriculum standard FGROS-3;
•
Education Program 080200.68 «Management»;
•
University Academic Plan of the Education Program “Project Management” (approved
in year 2013).
3
Course Goals
The main goal of the present course is to form necessary amount of basic and applied
knowledge and practical skills required for successful project team management.
In particular, the goals of this class are to:
enhance understanding of socio-psychological theories connected with team management;
enhance understanding of high-performing project team needs and ways to satisfy its
requirements;
improve the knowledge of the group dynamics’ internal mechanisms relevant to the project team management;
improve ability to resolve conflicts and design an appropriate approach to motivating
team members with different behavior patterns.
4
Students' Competencies to be Developed by the Course
Learning outcomes include the following:
 the student will know:
o the root causes of project conflict;
o ways of coping with stress;
o project conflicts’ typology within the business interactions;
o universals of nonverbal communication;
o behavior patterns’ typology;
o negative and positive consequences of project conflicts;
o universals of space communication;
o factors influencing the project conflict escalation.
 the student will be capable of:
o influencing the course of project conflict;
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
o using the principle of consistency and other socio-psychological techniques
within the human resource management;
o reducing the risk of predisposing to conflict situations;
o reducing the time it takes to resolve conflicts through optimization of business
interaction within the project;
o translating project conflicts in a constructive way (“healthy competition”);
o identifying employees who are predisposed to conflict behavior;
o using methods of psychological mediation;
o managing the project team.
The Course develops the following competencies:
NC/NR
Descriptors - the learning outCompetencies
U-HSE comes (the indicators of achieveCode
ment)
Ability to organize and
СК-7 РБ, СД Capable of organizing and
manage multilateral commanaging multilateral communimunications (including
cations (including multicultural)
multicultural)
Ability to conduct profes- СК-8 РБ, СД, МЦ Capable of conductsional and research activiing professional and research acty in the international entivity in the international envivironment
ronment
Ability to use social and
multicultural differences
in order to solve problems
in a professional and social activities
Ability to take a deliberate
decision on the personal
interaction strategy
ПК-2
РБ, СД Capable of using social
and multicultural differences in
order to solve problems in a professional and social activities
ПК-4
РБ, СД, МЦ Capable of taking a
deliberate decision on the personal interaction strategy. Capable of
exercising effective leadership
and motivation for the project
team.
Ability to resolve the
ideological, social and
personally-significant
challenges
ПК-6
РБ, СД, МЦ Capable of resolving
the ideological, social and personally-significant challenges
3
Teaching methods that contribute to the development
of a competence
Participation in group and
individual discussions during lectures and seminars
Preparation of reports and
presentations on the course
topics by means of reviewing the articles in foreign
scientific journals
In-depth study of potential
team members’ behavior
patterns at the lectures and
communication skills practice at seminars.
Transactional analysis practice at seminars. In-depth
study of potential team
members’ behavior patterns
at the lectures and communication skills practice at
seminars. Business games
and analysis of practical situations at seminars in which
the student uses the sociopsychological techniques to
manage the project team in
a game situation and allocates powers and responsibility among his colleagues.
Practical situations analysis
and business games at seminars in which the student
uses the socio-psychological
techniques to manage the
project team in a game situation. Transactional analysis
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
Competencies
Ability to present results
of a study in a research
report, academic article,
executive summary or in
oral presentation with
multi-media presentation
support tools
NC/NR
Descriptors - the learning outU-HSE comes (the indicators of achieveCode
ment)
Teaching methods that contribute to the development
of a competence
practice at seminars.
Preparation of reports and
presentations on the course
topics by means of reviewing the articles in foreign
scientific journals and participation in group and individual discussions during
lectures and seminars
Preparation of reports and
presentations on the course
topics by means of reviewing the articles in foreign
scientific journals and participation in group and individual discussions during
lectures and seminars
ПК-14 РБ, СД, МЦ Ability to present
results of a study in a research report and academic article or in
oral presentation
Ability to retrace the last
ПК-26 РБ, СД, МЦ Ability to specify
trends in management
relevant approaches to business
techniques and tools, to
simulation
select relevant tools and to
master them constantly;
willingness and ability to
participate in development
of new management techniques and tools
5
№
Course Outline
Topic
Total
workload
1
Motivating the Project Team
1.1 The principle of consistency: «social obligation» manipulation in PM
1.2 Engaging through motivation: principle of
reinforcement
1.3 Limitations of the methods
2
Project Leadership
2.1 Four steps towards the project leadership
2.2 “Obedience to authority” phenomenon: “authoritative opinion” manipulation
2.3 Leadership vision
3. Project Conflict Management
3.1 Causes of conflict
3.2 The conflict, which leads to the optimization
of business interaction within the project
3.3 Methods of project conflict management
4
Psychology of Project Management
4.1 High-performing project manager: developing
social psychological competence
4.2 Transactional analysis
4.3 Optimizing team communication
TOTAL FOR THE COURSE:
4
Class hours
Self-study
Lections
Seminars
35
14
3
1
2
1
30
12
14
1
1
12
7
40
21
7
1
4
2
1
1
-
6
35
19
6
12
31
6
4
1
5
1
1
1
3
1
10
23
5
2
21
40
14
3
4
2
2
8
2
16
28
10
20
6
144
1
1
14
5
1
14
14
4
116
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
6
Course Content
Part 1. Motivating the Project Team
Topic 1.1 The principle of consistency: «social obligation» manipulation
How does the principle of consistency work? “Eye of Society”. Internal mechanism: the vital
needs of the individual, conditioning the "principle of consistency. “Social obligation”. Type “A” and
type “B” behavior patterns. “Socially approved” reason. Group dynamics.
Topic 1.2 Engaging through motivation: principle of reinforcement.
The process of motivation. Types of motivation. Motivation theories. The key message of motivation theory. Skinner’s model. Internal mechanism, conditioning the "principle of reinforcement”.
Social facilitation, inhibition and laziness. “Rules of thumb”. Methods of influence. «Instant» influence (primitive consent in the age of automation). «Mental fatigue» by means of the large information
flow. Give and take: the Rule of reciprocation.
Topic 1.3 Limitations of the methods.
Coping with stress. Stress and illness. Heart disease. Reward systems. Approaches to rewarding
people. Myers-Briggs Type Indicator (MBTI). Attitudes: extraversion/introversion (E/I). Functions:
sensing/intuition (S/N) and thinking/feeling (T/F). Lifestyle: judging/perception (J/P). Managing without a reward system.
Reading:
1) Zhu, Mengxiao; Huang, Yun; Contractor, Noshir S. (2013) Motivations for self-assembling
into project teams. SOCIAL NETWORKS Volume 35, Issue 2, Pages 251–264.
2) Sulea, Coralia; Virga, Delia; Maricutoiu, Laurentiu P.; et al. (2012) Work engagement as
mediator between job characteristics and positive and negative extra-role behaviors. CAREER DEVELOPMENT INTERNATIONAL Volume: 17 Issue: 2-3 Pages: 188-207.
3) Mount, Michael; Ilies, Remus; Johnson, Erin (2006) Relationship of personality traits and
counterproductive work behaviors: The mediating effects of job satisfaction PERSONNEL
PSYCHOLOGY Volume: 59 Issue: 3 Pages: 591-622
4) Hekman, David R.; Steensma, H. Kevin; Bigley, Gregory A.; et al. (2009) Effects of Organizational and Professional Identification on the Relationship Between Administrators' Social
Influence and Professional Employees' Adoption of New Work Behavior. JOURNAL OF
APPLIED PSYCHOLOGY Volume: 94 Issue: 5 Pages: 1325-1335.
Additional reading:
5) Sulea, Coralia; Virga, Delia; Maricutoiu, Laurentiu P.; et al. (2012) Work engagement as
mediator between job characteristics and positive and negative extra-role behaviors. CAREER DEVELOPMENT INTERNATIONAL Volume: 17 Issue: 2-3 Pages: 188-207.
6) Balducci, Cristian; Cecchin, Monica; Fraccaroli, Franco. (2012) The impact of role stressors
on workplace bullying in both victims and perpetrators, controlling for personal vulnerability factors: A longitudinal analysis. WORK AND STRESS Volume: 26 Issue: 3 Pages: 195212
7) Zhang, Yixiang; Fang, Yulin; Wei, Kwok-Kee; et al. (2013) Cognitive elaboration during
wiki use in project teams: An empirical study. DECISION SUPPORT SYSTEMS 55 792–
801.
5
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
Part 2. Project Leadership.
Topic 2.1 Four steps towards the project leadership.
Primacy Effect. First impression. Causal attribution. Information shortage. “Provability” and
“prosociality”. Halo effect. The influence of the primary image. System of concepts. Novelty effect:
rumors “working” for the project managers reputation. Figure-ground organization. Social stereotyping.
Topic 2.1 “Obedience to authority” phenomenon: “authoritative opinion” manipulation.
«Symbols of Authority»: title, dress and paraphernalia. Effects of perception. Manipulation
"Authoritative opinion" within the framework of causal attribution. Lasswell’s Communication model.
Reinforcement of the established image.
Topic 2.3 Leadership vision.
The meaning of leadership. Temporal leadership. Future time perspective. Leadership styles
and types of leaders. Delegating. Advantages and disadvantages of delegation. Developing leadership
skills. Generic leadership traits and essential qualities. Aiming. Ways of time structuring.
Reading:
1) Lundy, Valerie; Morin, Pierre-Paul. (2013) Project Leadership Influences Resistance to
Change: The Case of the Canadian Public Service. PROJECT MANAGEMENT JOURNAL
Volume: 44 Issue: 4 Pages: 45-64.
2) Oren, Lior; Tziner, Aharon; Sharoni, Gil; et al. (2012) Relations between leader-subordinate
personality similarity and job attitudes. JOURNAL OF MANAGERIAL PSYCHOLOGY
Volume: 27 Issue: 5-6 Pages: 479-496.
3) Graen, George B.; Schiemann, William A. (2013) Leadership-motivated excellence theory:
an extension of LMX. JOURNAL OF MANAGERIAL PSYCHOLOGY Volume: 28Issue: 5
Pages: 452-469.
4) Hassan, Shahidul; Mahsud, Rubina; Yukl, Gary; et al. (2013) Ethical and empowering leadership and leader effectiveness JOURNAL OF MANAGERIAL PSYCHOLOGY Volume:
28 Issue: 1-2 Pages: 133-146.
5) Giessner, Steffen R.; van Knippenberg, Daan; van Ginkel, Wendy; et al. (2013) TeamOriented Leadership: The Interactive Effects of Leader Group Prototypicality, Accountability, and Team Identification JOURNAL OF APPLIED PSYCHOLOGY Volume: 98 Issue: 4
Pages: 658-667.
Additional reading:
6) Bredin, Karin; Soderlund, Jonas. (2013) Project managers and career models: An exploratory comparative study INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT
Volume: 31 Issue: 6 Special Issue: SI Pages: 889-902.
7) Carroll, Brigid; Levy, Lester. (2008) Defaulting to management: Leadership defined by
what it is not. ORGANIZATION Volume: 15 Issue: 1 Pages: 75-96.
8) Zhang, Feng; Zuo, Jian; Zillante, George. (2013) Identification and evaluation of the key social competencies for Chinese construction project managers. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT Volume: 31 Issue: 5 Special Issue: SI Pages: 748759.
Part 3. Project Conflict Management.
Topic 3.1 Causes of conflict.
6
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
Cognitive Dissonance. The nature of selection interview. Preparing for the interview:
the content, techniques. Assessing the data collected. Factors of Interaction; perceptual barriers of
communication. Encoding information in accordance with the characteristics of the communication
participants. Conflict typologies. Sherif’s Robbers Cave Experiment. Ash’s experiment. Cognitive
Dissonance Experiment. Milgram Experiment. Social Judgment Theory Experiment. Infamous Stanford Prison Experiment (Zimbardo).
Topic 3.2 The conflict, which leads to the optimization of business interaction within the project.
Ways to respond to stress. Stages: alarm, resistance, exhaustion or recovery. Ways to arrange a conflict, which leads to the optimization of business interaction within the project: from cooperative to competitive.
Topic 3.3 Methods of project conflict management.
Group think. Transfer of responsibility. Psychogenesis of conflicts within the business
interaction. Methods of prevention frustration conflicts in projects. Methods of prevention valuesemantic conflicts in projects. Methods of prevention conflicts of aggressiveness in projects. Methods
of prevention conflicts of anxiety in projects. Methods of prevention deprivation conflicts in projects.
Problem solving.
Reading:
1) Thomas A. O'Neill , Natalie J. Allen & Stephanie E. Hastings (2013) Examining the “Pros”
and “Cons” of Team Conflict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict, HUMAN PERFORMANCE, 26:3, 236-260
2) Raver, Jana L. (2013) Counterproductive Work Behavior and Conflict: Merging Complementary Domains. NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH
Volume: 6 Issue: 3 Pages: 151-159
3) Balducci, Cristian; Cecchin, Monica; Fraccaroli, Franco; et al. (2012) Exploring the relationship between workaholism and workplace aggressive behaviour: The role of job-related
emotion. PERSONALITY AND INDIVIDUAL DIFFERENCES Volume: 53 Issue: 5
Pages: 629-634
4) Kisamore, Jennifer L.; Jawahar, I. M.; Liguori, Eric W.; et al. (2010) Conflict and abusive
workplace behaviors The moderating effects of social competencies. CAREER DEVELOPMENT INTERNATIONAL Volume: 15 Issue: 6-7 Pages: 583-600
Additional reading:
5) Kessler, Stacey R.; Bruursema, Kari; Rodopman, Burcu; et al. (2013) Leadership, Interpersonal Conflict, and Counterproductive Work Behavior: An Examination of the StressorStrain Process NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH Volume:
6 Issue: 3 Pages: 180-190
6) Sprung, Justin M.; Jex, Steve M. (2012) Work Locus off Control as a Moderator of the Relationship Between Work Stressors and Counterproductive Work Behavior. INTERNATIONAL JOURNAL OF STRESS MANAGEMENT Volume: 19 Issue: 4 Pages: 272-291
7) Rosen, Christopher C.; Levy, Paul E. Stresses, (2013) Swaps, and Skill: An Investigation of
the Psychological Dynamics That Relate Work Politics to Employee Performance. HUMAN
PERFORMANCE Volume: 26 Issue: 1 Pages: 44-65
Part 4. Psychology of Project Management.
Topic 4.1 High-performing project manager: developing social psychological competence.
7
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
Gaining respect. Persuading people. Performing well in meetings. Political behavior. The process of managing performance. Enhancing engagement. Process of organizing people. Managerial effectiveness. Using feedback for success. Competent manager: exercising authority and being decisive.
Assessing leadership skills. Disciplinary issues. Handling negative behavior. Dealing with underperformers. Dealing with absenteeism. Handling poor timekeeping.
Topic 4.2 Transactional analysis.
The ego-state (Parent-Adult-Child) model. Four life positions that a person can hold. Analysis
of systems and organizations. Positive reinforcement. “Exteropsyche”, “neopsyche” and “archaeopsyche”. Diagnosis of ego states. Transactions and Strokes. Reciprocal/complementary transactions.
Crossed transactions. Ulterior - duplex/angular transactions. Life script.
Topic 4.3 Optimizing team communication.
Individual needs. Hierarchy of needs. Conditions for effective learning. Developing and rewarding people. Being prepared, proactive and reflective. Finding greatness in people. Syntones and
conflictogenes. Drivers of engagement.
Reading:
1) Gonzalez-Mule, Erik; DeGeest, David S.; Kiersch, Christa E.; et al. (2013) Gender differences in personality predictors of counterproductive behavior. JOURNAL OF MANAGERIAL PSYCHOLOGY Volume: 28 Issue: 4 Pages: 333-353.
2) Rosen, Christopher C.; Levy, Paul E. (2013) Stresses, Swaps, and Skill: An Investigation of
the Psychological Dynamics That Relate Work Politics to Employee Performance. HUMAN
PERFORMANCE Volume: 26 Issue: 1 Pages: 44-65.
3) Balducci, Cristian; Cecchin, Monica; Fraccaroli, Franco. (2012) The impact of role stressors on workplace bullying in both victims and perpetrators, controlling for personal vulnerability factors: A longitudinal analysis. WORK AND STRESS Volume: 26 Issue: 3 Pages:
195-212
Additional reading:
1) Mackey, Jeremy; Martinko, Mark J. (2013) The role of gender and attributional style in
counterproductive aggressive work behaviors. GENDER AND THE DYSFUNCTIONAL
WORKPLACE Book Series: New Horizons in Management Pages: 43-60
2) Spector, Paul E.; Fox, Suzy. (2010) Theorizing about the deviant citizen: An attributional
explanation of the interplay of organizational citizenship and counterproductive work behavior. HUMAN RESOURCE MANAGEMENT REVIEW Volume: 20 Issue: 2 Pages: 132143
3) Bowling, Nathan A.; Burns, Gary N.; Beehr, Terry A. (2010) Productive and Counterproductive Attendance Behavior: An Examination of Early and Late Arrival to and Departure
From Work HUMAN PERFORMANCE Volume: 23 Issue: 4 Pages: 305-322
4) Balducci, Cristian; Schaufeli, Wilmar B.; Fraccaroli, Franco. (2011) The job demandsresources model and counterproductive work behaviour: The role of job-related affect. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY Volume:
20 Issue: 4 Pages: 467-496
7
Educational technologies
Preparation of reports and presentations on the course topics by means of reviewing the articles
in foreign scientific peer reviewed journals, business games and analysis of practical situations at seminars in which the student uses the socio-psychological techniques to manage the project team in a
game situation and allocates powers and responsibility among his colleagues will be conducted within
the course.
8
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
8
Grading Procedures
Type of
testing
Current
Form of
testing
Home assignment
Essay
Final
Presentation
Deadlines
Parameters
Forth week of
the course
Fifth week of
the course
Last week of
the course
Presentation of first draft
of the report
Written essay
Presentation of the final
version of the report
8.1
Grading Criteria
Evaluation of all forms of monitoring is set on a 10-point scale. The minimum amount of the
printed version of the report is at least5 pages. In assessing the tutor is guided by the following criteria:
 that the content of the work is in accord with the selected topic;
 compliance with the requirements of the design, including title page, as well as spelling, punctuation and style errors;
 clarity and consistency of presentation;
 depth analysis of the situation;
 deadline;
 conclusions and reasoning of decisions;
 introduction and conclusion, which reflect changes in the system of "before the proposed solutions" in "after the proposed solutions".
Given the above basic criteria for evaluation of homework and home assignment the teacher
evaluates it on a 10-point scale.
Grading Table
ECTS Grades
A+
Excellent
10-points
scale
10
A
Very good
9
A-
Very good
8
Criteria
This grade can be given for the oral presentation in class
only when the report includes the elements of the studied
material, analysis of at least 6 other scientific sources and
endeavor to make practical application of the new knowledge
acquired (peer reviewed journals’ article analysis is
welcomed).
This grade can be given only when work is consistent with
all the requirements and the highest rating for all criteria.
This grade can be given for the oral presentation in class
only when the report includes the elements of the studied
material and analysis of at least 6 other scientific sources
(peer reviewed journals’ article analysis is welcomed).
This grade can be given only under the condition of all
compliance requirements and high scores for all criteria.
This grade can be given for the oral presentation in class
only when the report includes the elements of the studied
material and analysis of at least 4 other scientific sources
(peer reviewed journals’ article analysis is welcomed).
This grade can be given only under the condition of all
9
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
B+
Good
7
B-
Good
6
C+
Satisfactory
5
C-
Satisfactory
4
F
F
F
F
Fail
Fail
Fail
Fail
3
2
1
0
compliance requirements and high scores for all criteria.
This grade can be given for the oral presentation in class
and analysis of at least 6 other scientific sources (reading of
the prepared report is acceptable; peer reviewed journals’
article analysis is welcomed) with oral reflection on the report
presented.
This grade can be given only under the condition of full
compliance with six of seven criteria.
This grade can be given for the oral presentation in class
and analysis of at least 6 other scientific sources (reading of
the prepared report is acceptable; peer reviewed journals’
article analysis is welcomed) or this grade can be given for the
oral presentation in class when the report includes the
elements of the studied material (reading of the prepared
report is unacceptable).
This grade can be given only under the condition of full
compliance with six of seven criteria.
This grade can be given for the oral presentation in class
and analysis of at least 2 other scientific sources (reading of
the prepared report is acceptable; peer reviewed journals’
article analysis is welcomed).
This grade can be given only with the full compliance of
analytical review five of seven criteria requirements.
This grade can be given for the oral presentation in class
when the report includes the elements of the studied material
(reading the prepared report is acceptable).
This grade can be given only with the full compliance of
analytical review three of seven criteria requirements.
The work does not meet the requirements for most of the
criteria
The work is not provided or the work is plagiarized. Author's
contribution to the work is less than 80% (see Regulations of
use of the "Anti-plagiarism" for the collection and verification
of written learning activities at the State University - Higher
School of Economics (approved by the Academic Council of
the State University - Higher School of Economics (Minutes
of 20.03.2009, № 56))).
If the homework was not put in time, for it is reduced estimate as follows:
penultimate (next to last) class – a downgrade by 1 point;
last class – a downgrade by 1 or 2 points (depending on the quality).
Home assignment
Homework assignment consists in preparation of reports and presentations on the course topics
(chosen by the student or offered by the lecturer) by means of reviewing the articles in foreign scientific journals and participation in group and individual discussions during lectures and seminars
Essay
The topic of essay is chosen by the student or offered by the lecturer.
Possible topics of essay:
1) Procrastination in project
10
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
2) Project leadership
3) Motivation in project management
4) Social psychological factors affecting the project team
5) Methods of project team management
6) Project conflict management
7) Time management and its influence on project performance
8) High performing project team
9) Project team management: best practice
10) Evaluating project team performance
11) Evaluating the project team: an approach based on the theory of planned behavior
12) Evaluating stakeholder satisfaction
13) Psychological influences on individual decision-making in project team management
14) Project team management: interdisciplinary approach
15) Transformational and transactional leadership behavior
The resulting grade for the current control is calculated using the following formula:
ОCurrent = 0,2·ОHome assignment + 0,5·ОEssay + 0,2·ОDiscussion+ 0,1·ОAttendance
Where O Home assignment stands for the grade for the presentation of first draft of the report, OEssay stands
for the presentation of the written essay, ODiscussion stands for the participation in the discussion on others’ essays and presentations during the class (based on the evaluation of each session, only seminars:
0 can be given for silence and questions not related to the subject, 10 - for discussion on others’ essays
and presentations).
The Diploma Certificate contains the final grade for the course, which is calculated using the
following formula:
ОFinal =0,5·ОCurrent + 0,5·ОPresentation
Where ОCurrent stands for resulting grade for the current control, ОPresentation stands for presentation of the final version of the report.
9
9.1
Required Text
Basic textbook
There is no basic textbook for this course.
9.2
Main Reading
1) Zhu, Mengxiao; Huang, Yun; Contractor, Noshir S. (2013) Motivations for self-assembling
into project teams. SOCIAL NETWORKS Volume 35, Issue 2, Pages 251–264.
2) Sulea, Coralia; Virga, Delia; Maricutoiu, Laurentiu P.; et al. (2012) Work engagement as
mediator between job characteristics and positive and negative extra-role behaviors. CAREER DEVELOPMENT INTERNATIONAL Volume: 17 Issue: 2-3 Pages: 188-207.
3) Mount, Michael; Ilies, Remus; Johnson, Erin (2006) Relationship of personality traits and
counterproductive work behaviors: The mediating effects of job satisfaction PERSONNEL
PSYCHOLOGY Volume: 59 Issue: 3 Pages: 591-622
4) Hekman, David R.; Steensma, H. Kevin; Bigley, Gregory A.; et al. (2009) Effects of Organizational and Professional Identification on the Relationship Between Administrators' Social
11
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
Influence and Professional Employees' Adoption of New Work Behavior. JOURNAL OF
APPLIED PSYCHOLOGY Volume: 94 Issue: 5 Pages: 1325-1335.
5) Lundy, Valerie; Morin, Pierre-Paul. (2013) Project Leadership Influences Resistance to
Change: The Case of the Canadian Public Service. PROJECT MANAGEMENT JOURNAL
Volume: 44 Issue: 4 Pages: 45-64.
6) Oren, Lior; Tziner, Aharon; Sharoni, Gil; et al. (2012) Relations between leader-subordinate
personality similarity and job attitudes. JOURNAL OF MANAGERIAL PSYCHOLOGY
Volume: 27 Issue: 5-6 Pages: 479-496.
7) Graen, George B.; Schiemann, William A. (2013) Leadership-motivated excellence theory:
an extension of LMX. JOURNAL OF MANAGERIAL PSYCHOLOGY Volume: 28Issue: 5
Pages: 452-469.
8) Hassan, Shahidul; Mahsud, Rubina; Yukl, Gary; et al. (2013) Ethical and empowering leadership and leader effectiveness JOURNAL OF MANAGERIAL PSYCHOLOGY Volume:
28 Issue: 1-2 Pages: 133-146.
9) Giessner, Steffen R.; van Knippenberg, Daan; van Ginkel, Wendy; et al. (2013) TeamOriented Leadership: The Interactive Effects of Leader Group Prototypicality, Accountability, and Team Identification JOURNAL OF APPLIED PSYCHOLOGY Volume: 98 Issue: 4
Pages: 658-667.
10) Thomas A. O'Neill , Natalie J. Allen & Stephanie E. Hastings (2013) Examining the “Pros”
and “Cons” of Team Conflict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict, HUMAN PERFORMANCE, 26:3, 236-260
11) Raver, Jana L. (2013) Counterproductive Work Behavior and Conflict: Merging Complementary Domains. NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH Volume: 6 Issue: 3 Pages: 151-159
12) Balducci, Cristian; Cecchin, Monica; Fraccaroli, Franco; et al. (2012) Exploring the relationship between workaholism and workplace aggressive behaviour: The role of job-related emotion. PERSONALITY AND INDIVIDUAL DIFFERENCES Volume: 53 Issue: 5 Pages:
629-634
13) Kisamore, Jennifer L.; Jawahar, I. M.; Liguori, Eric W.; et al. (2010) Conflict and abusive
workplace behaviors The moderating effects of social competencies. CAREER DEVELOPMENT INTERNATIONAL Volume: 15 Issue: 6-7 Pages: 583-600
14) Gonzalez-Mule, Erik; DeGeest, David S.; Kiersch, Christa E.; et al. (2013) Gender differences in personality predictors of counterproductive behavior. JOURNAL OF MANAGERIAL PSYCHOLOGY Volume: 28 Issue: 4 Pages: 333-353.
15) Rosen, Christopher C.; Levy, Paul E. (2013) Stresses, Swaps, and Skill: An Investigation of
the Psychological Dynamics That Relate Work Politics to Employee Performance. HUMAN
PERFORMANCE Volume: 26 Issue: 1 Pages: 44-65.
16) Balducci, Cristian; Cecchin, Monica; Fraccaroli, Franco. (2012) The impact of role stressors
on workplace bullying in both victims and perpetrators, controlling for personal vulnerability
factors: A longitudinal analysis. WORK AND STRESS Volume: 26 Issue: 3 Pages: 195-212
9.3
Additional Reading
1) Sulea, Coralia; Virga, Delia; Maricutoiu, Laurentiu P.; et al. (2012) Work engagement as
mediator between job characteristics and positive and negative extra-role behaviors. CAREER DEVELOPMENT INTERNATIONAL Volume: 17 Issue: 2-3 Pages: 188-207.
2) Balducci, Cristian; Cecchin, Monica; Fraccaroli, Franco. (2012) The impact of role stressors
on workplace bullying in both victims and perpetrators, controlling for personal vulnerability factors: A longitudinal analysis. WORK AND STRESS Volume: 26 Issue: 3 Pages: 195212
12
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
3) Zhang, Yixiang; Fang, Yulin; Wei, Kwok-Kee; et al. (2013) Cognitive elaboration during
wiki use in project teams: An empirical study. DECISION SUPPORT SYSTEMS 55 792–
801.
4) Bredin, Karin; Soderlund, Jonas. (2013) Project managers and career models: An exploratory
comparative study INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT Volume: 31 Issue: 6 Special Issue: SI Pages: 889-902.
5) Carroll, Brigid; Levy, Lester. (2008) Defaulting to management: Leadership defined by what
it is not. ORGANIZATION Volume: 15 Issue: 1 Pages: 75-96.
6) Zhang, Feng; Zuo, Jian; Zillante, George. (2013) Identification and evaluation of the key social competencies for Chinese construction project managers. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT Volume: 31 Issue: 5 Special Issue: SI Pages: 748-759.
7) Kessler, Stacey R.; Bruursema, Kari; Rodopman, Burcu; et al. (2013) Leadership, Interpersonal Conflict, and Counterproductive Work Behavior: An Examination of the StressorStrain Process NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH Volume:
6 Issue: 3 Pages: 180-190
8) Sprung, Justin M.; Jex, Steve M. (2012) Work Locus off Control as a Moderator of the Relationship Between Work Stressors and Counterproductive Work Behavior. INTERNATIONAL JOURNAL OF STRESS MANAGEMENT Volume: 19 Issue: 4 Pages: 272-291
9) Rosen, Christopher C.; Levy, Paul E. Stresses, (2013) Swaps, and Skill: An Investigation of
the Psychological Dynamics That Relate Work Politics to Employee Performance. HUMAN
PERFORMANCE Volume: 26 Issue: 1 Pages: 44-65
10) Mackey, Jeremy; Martinko, Mark J. (2013) The role of gender and attributional style in
counterproductive aggressive work behaviors. GENDER AND THE DYSFUNCTIONAL
WORKPLACE Book Series: New Horizons in Management Pages: 43-60
11) Spector, Paul E.; Fox, Suzy. (2010) Theorizing about the deviant citizen: An attributional explanation of the interplay of organizational citizenship and counterproductive work behavior.
HUMAN RESOURCE MANAGEMENT REVIEW Volume: 20 Issue: 2 Pages: 132-143
12) Bowling, Nathan A.; Burns, Gary N.; Beehr, Terry A. (2010) Productive and Counterproductive Attendance Behavior: An Examination of Early and Late Arrival to and Departure From
Work HUMAN PERFORMANCE Volume: 23 Issue: 4 Pages: 305-322
13) Balducci, Cristian; Schaufeli, Wilmar B.; Fraccaroli, Franco. (2011) The job demandsresources model and counterproductive work behaviour: The role of job-related affect. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY Volume: 20
Issue: 4 Pages: 467-496
10 Material and technical support for the Course
Computer (laptop) and LCD projector are required at lectures and seminars
11 Academic Honesty Policy
11.1 Each student is required to obey the rules of academic honesty policy of the Higher School of
Economics. For this discipline allowed joint work of students on the following tasks: Business
games and analysis of practical situations at seminars in which the student uses the sociopsychological techniques to manage the project team in a game situation and allocates powers
and responsibility among his colleagues.
11.2 The University encourages students to work together in order to discuss the information and
knowledge acquired during lectures and seminars. Student can provide or receive "consulting"
help from their fellow students. However, such cooperation in no way implies plagiarizing another student’s work or any part of it whether in the form of an e-mail, e-mail attachment, com13
National Research University - Higher School of Economics
“Project Team Management” course syllabus
for “Master in Management” curriculum (area of study code 080200.68)
puter floppy disk or printed text on paper. In the case of plagiarizing or "cheating" both students
receive the failing grade (“0”) for that task. For violation of the rules of the University student
can receive a failing grade for the entire course in the discipline, as well as incur other disciplinary action.
11.3 During the exam, each student performs the task independently. During the exam any talk or discussion, comparison of assignments, “cheating” or any other interaction with the other students
is prohibited. Violation of these rules leads to failure in the exam and for the entire course, as
well as to other disciplinary actions.
12 Providing conditions for students with disabilities
Higher School of Economics is committed to providing students with disabilities equal
opportunities for education based on the principles of availability. The tutor creates all the conditions that may be necessary for the education of students with disabilities. Requests of students with disabilities for providing educational conditions are accepted within three weeks
from the beginning of the semester (except in emergencies). Students can leave a request for
their need for appropriate learning conditions at the faculty’s office of the head of studies.
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