Kate is facing an ethical dilemma in her new job. Her test results found that the air pollution monitoring app her company CarbTech developed does not fully meet standards, though only by a small margin. Her boss Ben instructed her to approve the app anyway to avoid delays. Kate must decide whether to follow Ben's instructions or go against them, as approving inaccurate results would be fraudulent. Her colleague Jack suggests talking to senior management or convincing Ben that fixing errors is safer. Kate must carefully consider the facts, ethical issues, stakeholders, consequences, and obligations to make the best decision.

1. ISYS90050 IT Project and Change Management – Semester 1,
2020
Assignment 2, Ethical Challenges - Rubrics
Poor Adequate Good Very Good Outstanding
Question 1A
[2%]
Analyzing
information to
present facts to
make an ethical
decision
Poor attempt at
presenting facts from the
case study. A poor
assessment of the
situation at hand in the
presentation of
arguments.
A sufficient attempt has
been done in identifying
and presenting facts from
the case study. Lacks rigor
in understanding the entire
scenario as a whole.

2. A good attempt at
assessing and reviewing
the situation to presents
facts from the case study.
Some key facts may be
missing.
A very good attempt at
assessing the information and
presenting the facts from the
case study. Main facts have
been identified.
An insightful and thorough
assessment of the case study
to present the facts. A
thorough rigor exhibited in
analyzing the entire case
study in bringing the facts to
the argument.
Question 1B
[2%]
Defining the
ethical issue
A poor attempt in
presenting the main
ethical issue in the case
study. A poor assessment
of the scenario in the case
study and presenting the
arguments.
A reasonable attempt has

3. been done in identifying
the main ethical from the
case study. Lacks rigor in
understanding the entire
scenario as a whole.
A good attempt at
identifying and discussing
the ethical issues from the
case study.
A very good attempt at
assessing the information
identifying and discussion of
the ethical issue.
An insightful and thorough
discussion of the ethical issue
from the case study . A
thorough rigor exhibited in
analyzing the entire case
study in bringing the facts to
the argument.
Question 1C
[2%]
Identifying
affected
stakeholder
Poor attempt at
identifying the affected
stakeholder or the
stakeholder is wrongly
identified. Weak analysis
of the case study and

4. weak arguments in
support of the identified
stakeholder.
Correct identification of the
stakeholder. Weak analysis
of the case study and
thereby weak arguments in
support of the identified
stakeholder
Correct identification of
the stakeholder. Good
argument to support the
identified stakeholder, but
a few key arguments in the
analysis may be missing.
Correct identification of the
stakeholder. Most of the
arguments to support the
identified stakeholder are
valid with minor
inconsistencies or missing
information in the
identification.
Correct identification of the
stakeholder. Thorough and
insightful arguments in
support of the choice made.
Question 1D
[2%]
Identifying
consequences

5. Poor attempt at
identifying the
consequences or the
arguments are unrelated
to the consequences of
the ethical decision.
Argument in support of
the decision missing
A reasonable attempt has
been made to identify the
consequences, but one or
more of the consequences
from the case study are still
missing incomplete.
Argument in support of the
decision very weak
A good attempt has been
made at identifying the
consequences. The
argument is reasonable,
but can be improved.
A very good attempt at
identifying the consequences.
The argument is presented
well in terms of the choices
made. Very minor
inconsistencies in the entire
presentation.
A thorough attempt at
identifying the consequences.
A well-balanced discussion

6. that handles all critical aspects
from the case study in the
justification in making the
argument.
Question 1E
[2%]
Identifying
obligations
Poor attempt at
identifying the obligations
or the arguments are
unrelated to the
obligations or missing
completely.
A reasonable attempt has
been made to identify the
obligations, but one or
more of the consequences
from the case study are still
missing incomplete.
Argument in support of the
decision very weak.
A good attempt has been
made at identifying the
obligations. The
supporting argument is
acceptable, but can be
improved.
A very good attempt at

7. identifying the obligations.
The argument is presented
well in terms of the
obligations. Very minor
inconsistencies in the entire
presentation.
A thorough attempt at
identifying the obligations. A
well-balanced discussion that
handles all critical aspects
from the case study in the
justification in making the
argument.
Question 2
[4%]
Following or
Ignoring Ben’s
instructions
A poor attempt at
strategizing and
reasoning around the
choice made, or there are
no arguments made in
support of the choice, or
the arguments are
completely unrelated to
the choice made.
An insufficient attempt at
strategizing and reasoning
to present the choice made.
Poor attempt at supporting
arguments or the

8. arguments lack sufficient
reasoning from the case
study in support of the
choice made.
A good attempt at
strategizing and reasoning
to present the choice
made. A good attempt at
presenting the arguments,
but there are missing
elements from the case
study that had to be
accommodated in making
the choice.
A well-structured argument
and reasoning in terms of the
choice made. The arguments
have been presented in a
systematic manner with good
reasoning for the choice.
An excellent and precise
choice of the action made.
Clear and succinct articulation
of the arguments and excellent
reasoning in justification of
the choice made. Best
interests of the client is
central theme of arguments.
Question 3
[4%]
Approaching
Senior

9. Management
A very poor explanation
and reasoning for
approaching senior
management, or the
arguments made are
completely unrelated to
the choice or completely
missing.
A reasonable attempt at
explaining the choice of
approaching the senior
management. The
arguments made in support
of the choice lacks
sufficient reasoning.
A good attempt at
explaining the choice of
approaching the senior
management. A good
attempt made in support
of the arguments, but there
are missing elements from
the case study and the
argument can be improved
A well-structured argument
and reasoning for the choice
of approaching the senior
management. The arguments
have been presented in a
logical manner with depth of
arguments for the choice.

10. An excellent argument for the
choice of approaching senior
management. Clear and
systematic approach in
presenting the arguments,
taking into account the best
interests of the client in
making the choice.
Question 4
[4%]
Convincing Ben
to take the right
approach to
address the
problem.
A very poor explanation
and reasoning for
convincing Ben, or the
arguments made are
completely unrelated to
the choice or completely
missing.
A reasonable attempt at
explaining the choice of
convincing Ben. The
arguments made in support
of the choice lacks
sufficient reasoning.
A good attempt at
explaining the choice of
convincing Ben. A good

11. attempt made in support
of the arguments, but there
are missing elements in
the approach and the
argument can be improved
A well-structured argument
and reasoning for the choice
of convincing Ben. The
arguments have been
presented in a logical manner
with depth of arguments for
the choice.
An excellent argument for the
choice to fix app and convince
Ben. Clear and systematic
approach in presenting the
arguments, taking into
account the best interests of
the client in making the
choice.
Presentation,
Style and
Grammar
[3%]
Major inconsistencies in
grammar and spelling.
Presentation style is a
major impediment to the
readability of the report.
Structure of the argument
can be improved. Some

12. inconsistency / minor
defects in grammar and
spelling. Acceptable style of
presentation.
Reasonable structure and
flow in the document and
consistent style of
presentation across the
entire document.
Document is well structured
and flow of information very
good. Presentation and
formatting style enhances
readability of the report.
Exceptional structure, flow
and presentation style adds
significantly to the readability
and understanding of the
report.
School of Computing and Information Systems
ISYS90050 – IT Project and Change Management
Semester 1, 2020
Assignment 2, ISYS90050 Semester 1, 2020
1 Dr. Antonette Mendoza

13. Assignment 2: Managing Ethical Challenges
This assignment is aimed at:
• gaining a practical understanding of the issues involved in
project management, including the handling of conflict
situations and experiencing ethical dilemmas; and
• developing the ability to resolve project management issues
under pressure and within a short time frame, as project
conditions change.
This assignment is worth 25% towards your final assessment for
this subject. The assignment will be made available on the LMS
on Monday 18th May 2020 at 11am.
Due date for submission by: 10am on Monday 1st June 2020 via
Canvas LMS.
Late submissions: A 10% penalty will be applied for each 'late'
day and no late submissions will be accepted after 5 days from
the deadline.
Requirement: You are required to address each question
separately. Although there is no word limit, you may use at
least 2000

14. words to address all questions.
Assessment (learning outcomes): Assessment is based on the
quality of your:
• analysis of the information provided;
• depth of understanding of the scenarios involved;
• ability to assess a situation and suggest different strategies
and;
• reasoning as to how and why you will use one or more
strategies to resolve the situation / deal with the ethical
dilemma.
This is an individual project. While you may discuss the
problems with your classmates, you must not show written
solutions to
another student or use written solutions from another student.
Failure to reference sources or using the work of another
student are
examples of plagiarism, and may result in zero marks for this
assignment, and you will be reported to the Course Coordinator,
with possible further referral to the Discipline Committee. You
are reminded that your submission for this project is to be your
own individual work (University of Melbourne library guide to
referencing: http://library.unimelb.edu.au/recite). For most
people,
collaboration will form a natural part of the undertaking of this

15. project. However, it is still an individual task, and so re-use of
others’ information will be considered misconduct. We will
check submissions for originality and will invoke the
University’s
Academic Misconduct policy
(http://academichonesty.unimelb.edu.au/policy.html) where
inappropriate levels of collusion or
plagiarism appear to have taken place.
Make sure to have your Student ID and Name on each page of
your submission. A cover sheet is provided. You are required to
sign and submit the cover sheet as part of the assignment.
http://library.unimelb.edu.au/recite
http://academichonesty.unimelb.edu.au/policy.html
apple
apple
apple
apple
apple

16. apple
School of Computing and Information Systems
ISYS90050 – IT Project and Change Management
Semester 1, 2020
Assignment 2, ISYS90050 Semester 1, 2020
2 Dr. Antonette Mendoza
Scenario - An Ethical Dilemma
Kate’s first job after graduation from the University of
Timbuktwo is to begin work as a quality assurance (QA)
engineer with a
highly respected technology company CarbTech, based out of
Melbourne. The sole focus of CarbTech is the design and
development of integrated technology solutions (both hardware
and software) that help towards reducing the pollution and
carbon
footprint in Australia.
Kate’s role as a QA engineer is to test and ensure that
integrated technology solutions developed by CarbTech meet
the customer
specifications. Just three months into her position, the company
has signed a very large deal with a strategic customer AusLab,

17. thereby helping CarbTech to consolidate its dominance in the
industry. AusLab provides expert advice to the Australian
Government on carbon emissions. Specifically, Kate’s company
CarbTech is contracted to design and develop an air pollution
monitoring application that would be integrated into AusLabs’
digital platform. AusLab has contracted out this work to
CarbTech
because they are experiencing rapid growth and cannot meet the
demand of developing this new solution themselves. They chose
Kate's company because of its good reputation and fast
turnaround time to deliver integrated technology solutions.
Kate’s role was
to test the new air pollution monitoring application, and make
sure it accurately measures the air pollution levels. These
measures
have to be in alignment with prescribed technical and
environmental specifications provided by the Australian
government.
Accurate monitoring is all the more important in areas prone to
extreme weather conditions, such as high humidity areas near
the
Queensland coal mines.
Following the guidelines and quality measures provided, her
test results showed that the air pollution monitoring application
did

18. not meet the quality standards agreed upon, but only by a very
small margin. This impacts the reliability of the application to
make
accurate measurements of the air pollution during extreme
weather conditions. She informed her immediate boss Ben Shaw
and
he instructed her to push it through anyway, stating that the risk
of failure was not great enough to delay production and the roll
out date. Moreover, the likelihood of the product ever being
placed in such extreme situations was so small that the manager
did
not feel jeopardizing the contract was worth it. She was faced
with the choice of ignoring company protocols or going against
management. Sweeping the problem under the rug would require
Kate to sign off on a report that she knew to be fraudulent. Not
to mention, the company would have to delay production and
possibly lose the contract. Kate is in an ethical dilemma.
She talks to one of her team members Jack about her dilemma.
Jack suggests two aspects: (1) to talk to Ben’s senior manager
about this dilemma; and (2) she find a way to convince her boss
Ben that fixing the errors is a better approach to signing an
inaccurate report. What should Kate do?
Instructions: Before answering this question, students should

19. seek to understand the case study and create a visualization of
the
dilemma. Put yourself in this situation to answer the question.
1) (10 marks) As your first step, reflect on the approach
mentioned in the lecture on how to go about making a sound
ethical
decision and address each point listed below – use a couple of
sentences to briefly explain each point below:
a. What facts will you use to make an ethical decision in this
case?
b. Define the ethical issue in a few sentences
c. Identify the affected stakeholder in this scenario
d. Identify the consequences
e. Identify the obligations if any
2) (4 marks) Once you have assessed the situation, explain
whether or not you will follow your immediate boss Ben’s
instruction? Justify your answer.
3) (4 marks) Should Kate go to the senior management although
her immediate boss Ben has asked her to sweep the problem
under the rug? Why/Why not? Justify your answer.
4) (4 marks) If you were Kate, how would you go about
convincing Ben that fixing the errors is a safer option?
Note: To get the full 25%, 3 marks are allocated to writing and
presentation style.

20. apple
apple
apple
apple
apple
apple
apple
apple
apple
apple
AusLab把整合平台工作外包给了CarbTech
Aus快速增长 自己做不完 所以外包
apple
apple
apple
apple
apple
apple

21. apple
apple
apple
是否遵从ben的指令
apple
apple
apple
Teamwork and ethics
Dr Antonette Mendoza
Sem 1, 2020
Learning objectives and agenda
• Describe teams, roles and behavior
• Explain how to use meetings effectively
• Ethics and ethical decisions
• leadership(add – on material) – not examinable but
useful for your future
2Sem 1 2020 Dr Antonette Mendoza

22. Teams and teamwork
Managing a team - What do you do
if ?
• A team member’s performance and contribution
is consistently poor is a ‘slacker’? What are you
going to do about it? And how are you going to
deal with it?
*A common scenario you will see – as part of
working with a team – someone does not do
4 Sem 1 2020 Dr Antonette Mendoza
What is a ‘Team’
• A small group of people (2- 12 usually)
• Bring complementary skills & experience
• Committed to a common purpose or goal
• Committed to a common approach
• Mutual accountability
5Sem 1 2020 Dr Antonette Mendoza
apple

23. 互补的
apple
互相问责
apple
致力于一个目的，目标，通用的方法
The Wisdom of Teams - Jon R. Katzenbach
• Work Groups
• Real Teams
• Pseudo Teams
• Potential Teams
• High Performance Teams
6Sem 1 2020 Dr Antonette Mendoza
apple
虚假团队
Work Groups
• Members interact to share information,
best practices or ideas
• No shared performance goals (individual
performance)

24. • No joint work-products
• No mutual accountability
7Sem 1 2020 Dr Antonette Mendoza
apple
成员之间 分享信息，达成最佳的实践，想法。
个人做个人的
没有需要合作的产品
没有互相问责
Real Teams
• Small number of people
• Complementary skills
• Committed to a common purpose/goals
• Common approach
• Hold themselves accountable
8Sem 1 2020 Dr Antonette Mendoza
apple
现实团队
人少
能力互补

25. 目标一致
每人都重要
apple
互补的
apple
他们都很重要，负责任
Potential Teams
• Significant performance potential
• Requires more clarity about purpose,
goals, work-products, and common
approach
9Sem 1 2020 Dr Antonette Mendoza
apple
潜在团队
有巨大潜能
需要清晰的目标，目的，工作产品和方法
High Performance Teams
• Meet all the conditions of a real team
• PLUS:
– Members are deeply committed

26. – Perform above all reasonable expectations
10Sem 1 2020 Dr Antonette Mendoza
apple
Pseudo Teams
• Weakest of all groups
• Not focused on collective performance (&
not trying to achieve it)
• No interest in shaping a common purpose
• Confusion & dysfunctional behaviours
11Sem 1 2020 Dr Antonette Mendoza
apple
The Team Performance Curve
Katzenbach and Smith (1993)
Working
group
High-performing
team

27. Real team
Potential
team
Pseudo-
team
Team effectiveness
P
e
rf
o
rm
a
n
c
e
i
m
p
a
c
t
12Sem 1 2020 Dr Antonette Mendoza

28. Question
Think back to a great team you have worked
in University or in your work place!!
– What made the team work well?
– What were the problems encountered?
– What was it about the people in the team that made
it good?
– How did individuals behave differently from other
times you worked with them?
13Sem 1 2020 Dr Antonette Mendoza
Dysfunctions of a team model
14
Sem 1 2020 Dr Antonette Mendoza
apple
团队模型失调
Team Leader (Project Manager)
• Acts To:

29. – Clarify purpose & goals
– Build commitment & self confidence
– Strengthen team’s collective skills
– Remove external obstacles
– Create opportunities for others
• Creates the Project Environment
– Work space
– Team culture and values
– Project administration
– Ethical Conduct
15Sem 1 2020 Dr Antonette Mendoza
apple
建立互信，和自信
apple
加强团队的集体能力
apple
项目的管理，行政
apple
道德准则
TEAM

30. • A team is not a bunch of people with job
titles, but a congregation of individuals, each
of whom has a role which is understood by
other members
• Members of a team seek out certain roles and
they perform most effectively in the ones that
are most natural to them.
Dr. R. M. Belbin (2012)
16Sem 1 2020 Dr Antonette Mendoza
What is a team role?
• A tendency to behave, contribute and interrelate
with others in a particular way
Dr Meredith Belbin, www.belbin.com
• Myers-briggs and other psychological measures
underpin analysis of individual team member traits
http://www.mypersonality.info/personality-types
17Sem 1 2020 Dr Antonette Mendoza
http://www.belbin.com/
http://www.mypersonality.info/personality-types/
Team roles and behaviors

31. • Why is it important to know about the
roles that team members might take up -
by their nature/behavior?
• Why is it important to know yourself
first?
18Sem 1 2020 Dr Antonette Mendoza
Behaviors of Team members
• Three main types of behaviors
– Task-related
– Group-related
– Hindering
19Sem 1 2020 Dr Antonette Mendoza
Yes to ‘Positive’ Task related
behavior
• Give directions
– I think we should discuss this first
• State information and opinions
– One way we could reduce expenses is by …
• Engage in problem solving
– These are the options as I see them

32. • Reality testing – realistic/logical
– Will our budget allow for that?
• Summarizing
– What we have covered so far is …
20 Sem 1 2020 Dr Antonette Mendoza
Yes to ‘Positive’ group behavior
• Encouraging participation
– Eg; That’s a great idea! Can we take it further?
• Listening effectively
– Paraphrase
– Question
– Empathy
– Applies critical thinking
• Mediating
– Eg; It seems that we have reached a stalemate.
• Relieving tension
– Eg; Time for a coffee break.
• Monitoring group performance
– Eg; We keep getting caught up on this one issue.
21 Sem 1 2020 Dr Antonette Mendoza

33. No to ‘Hindering’ behavior
• Aggression
– Eg; Come on, let’s see if you can do better
• Blocking
– Eg; It won’t work
• Dominating
– Eg; This is the way it should be done
• Showing off
– Eg; This is all such a yawn
• Recognition seeking
– Eg; What you don’t understand is …
• Inappropriate actions
– Eg; Cracking a joke at the wrong time
22 Sem 1 2020 Dr Antonette Mendoza
Best team ?
• What types of people would you choose for
your project team – if given an opportunity?
NOTE: Team formation
– An issue, but out of scope many a times!!!
– A Project Manager may not have the opportunity

34. to select his/her team!!!!
23 Sem 1 2020 Dr Antonette Mendoza
Think again !!!!
Give at least one behaviour that you observed in
your team members?
- good ?
- hindering ?
24 Sem 1 2020 Dr Antonette Mendoza
Classification of team roles
• Action-oriented roles
– Shaper, Implementer/Completer Finisher
• People-oriented roles
– Coordinator, Team worker, Resource Investigator
• Cerebral roles
– Plant, Monitor Evaluator, Specialist
25

35. Action-oriented - Shaper
• Contributions
– Challenging individuals; provides the necessary drive to
ensure that the team kept moving and did not lose
focus or momentum.
• Allowable weaknesses
– Prone to provocation. Offends people’s feelings. Could
risk becoming aggressive and bad-humoured in their
attempts to get things done
26
Action-oriented – Implementer/
completer finisher
• Contributions
– Disciplined, reliable, conservative and efficient. Turns
ideas into practical actions
• Allowable weaknesses
– Somewhat inflexible. Slow to respond to new possibilities.
– slow to relinquish their plans in favour of positive changes
– Inclined to worry unduly. Reluctant to delegate.
– could be accused of taking their perfectionism to

36. extremes
27
People oriented - Co-coordinator
• Contributions
– Mature, confident, a good chairperson. Clarifies
goals, promotes decision making, delegates well.
• Allowable weaknesses
– Can often be seen as manipulative. Off loads
personal work.
28
People oriented - Team worker
• Contributions
– Cooperative, mild, perceptive, diplomatic. Listens,
builds, averts friction. Help the team to gel, using
their versatility to identify the work required and
complete it on behalf of the team.
• Allowable weaknesses
– Indecisive in crunch situations
29

37. People oriented - Resource Investigator
• Contributions
– Extrovert, enthusiastic, communicative. Explores
opportunities. Develops contacts.
• Allowable weaknesses
– Over-optimistic. Loses interest once initial
enthusiasm has passed. Might forget to follow up
on a lead.
30
Cerebral roles - Plant
• Contributions
- Creative, imaginative, unorthodox. Solves difficult
problems. Similar to a shaper!
• Allowable weaknesses
– Ignores incidentals. Too preoccupied to communicate
effectively.
– Plants could be unorthodox or forgetful
31

38. Cerebral roles - Monitor Evaluator
• Contributions
– Sober, strategic, discerning. Sees all options. Judges
accurately. Needed to provide a logical eye, make
impartial judgements where required and to weigh up
the team’s options in a dispassionate way
• Allowable weaknesses
– Lacks drive and ability to inspire others. Could be overly
critical and slow moving.
32
Cerebral roles – Specialist
• Contributions
– Single-minded, self-starting, dedicated. Provides
knowledge and skills in rare supply.
• Allowable weaknesses
– Contributes only on a narrow front. Dwells on
technicalities.
33

39. Reflect - So what?
• What role did you play in your team?
• Why is it so important for us to know about
the classification of team roles?
34
Meetings
• Is it important?
• Why is organizing a meeting important for a PM?
• What makes a good meeting?
35
Meetings can...
• be one-on-one or as a group
• provide information
• clarify information
• give and receive feedback
• provide training
• allow discussion

40. • encourage problem solving
• Individual responsibility for actions
36
Questions
• Think about good meetings you have
experienced
• What made these meetings good?
• What made a meeting bad in your
experience?
https://www.youtube.com/watch?v=SnJVEpyy-Bw
https://www.youtube.com/watch?v=oPhKhTI0Lss
37
https://www.youtube.com/watch?v=SnJVEpyy-Bw
Elements of effective meetings
• A collaboratively prepared agenda
• Agenda distributed before meeting
• Minutes of previous meeting distributed
• Key people present

41. • Begins on time, and runs to time
• Chaired effectively avoiding distractions
– Parking lot
• Group dynamics problems avoided
38
Chairing effective meetings
1. Plan – be clear about the objectives/aims of the meeting,
make a list
of topics to be discussed (perhaps construct this collaboratively)
2. Prepare & Inform – make sure everyone at the meeting
understands
what will be discussed and why. Circulate agenda to the team
in
advance.
3. Structure & control – when trying to get decisions made at a
meeting,
explore evidence & look for reasons before deciding on actions
to be
taken.
4. Summarize & record – make a list of agreed actions, who is
responsible for carrying them out, and timelines. Distribute this
to all
meeting attendees
39

42. Managing People at Meetings
• Unite the group
✓Allow people to let off steam by asking why things are
bothering
them – be careful you don’t spread negativity!!!! Decide one-
on-one or group meetings!!!!!
✓Don’t take sides in a disagreement
✓Bring in other people to help explore and solve the issue
✓Stick to the facts
• Focus the group
✓Stay alert and aware during the meeting
✓Keep your hand on the wheel – you are in charge
✓Test comprehension – make sure you and others understand
what is being said
✓Paraphrase and check back
40
Managing People at Meetings
• Mobilize the group
✓ Protect the weak and control the strong group members so
everyone
has their say
✓ Check round the group to see if everyone has said what they

43. wanted to
say
✓ Record suggestions so nothing gets missed
✓ Build up ideas to make for better solutions
• Help with decision making
✓Agree how decisions will be made:
• Consensus
• Taking a vote
✓All participate in decision making
✓Individual responsibility for actions
41
Managing a team - What do you do
if ?
• A team member’s performance and contribution
is consistently poor is a ‘slacker’? What are you
going to do about it? And how are you going to
deal with it?
(Question for discussion/workshop)
42 Sem 1 2020 Dr Antonette Mendoza

44. Ethics
43
Ethics in Projects
• Ethics can be defined as a set of moral principles and values
• Ethical dilemmas arise when our personal values come into
conflict
• Employers should establish guidelines for ethical conduct just
as they do for other work-related behaviors such as what
time to arrive and leave the workplace, whether smoking is
allowed, how customers are to be treated, etc.
• Leaders should identify appropriate and inappropriate
conduct and then communicate their expectations
Eg., Juien asange/edward snowden!!!!
44
apple
一些道德准则和标准
apple
个人利益有冲突的时候 有ethic dilemmas
apple
apple
apple

45. 雇主应该建立道德规范准则
apple
领导应该判断识别 合适与不合适的行为。然后传达他们的期望
Approach for making ethical decisions
• Gather facts – about project, people, timelines, problem under
consideration, how did we get to this?
• Define ethical issue – be clear about the ethical issue is!
• Identify the affected stakeholder – list them out/use the
stakeholder analysis report/ what's their role/values/motivations
– how are they affected/why?
• Identify the consequences – effect of this action on you;
stakeholders!
• Identify the obligations –yours/stakeholders/other parties
concerned
• Consider your character and integrity – reflect on self!
45
apple
收集事实：关于活动，人员，时间轴，考虑的问题。
apple
清楚定义 这里的到道德问题是什么
apple
识别后果，此操作对你的影响，还有对利益相关者的影响

46. apple
确定（法）义务
apple
apple
确定利益相关者：列出来
apple
apple
Example : How to handle ?
• Your project is up to the stage where a Business Case
must be put to the board for sign off. After the first
draft of the Business Case it is clear the project wont
stack up. The sponsor asks you to remove the
internal costs to make the Business Case look more
attractive.
• Tutorial question – on ethics
46
Leadership (add-on material for your reading)
NOT part of the lecture – I will not cover this
section. Its only for your reading benefit.
NOT EXAMINABLE
47

47. Leadership and Successful projects
• A successful project requires effective Leadership
This involves:
✓ Direction
✓ Aligning people
✓ Motivating and inspiring people
The guest lecture covered the quadrants and leadership skills!!!
48
Leadership skills and behavior
Most of the skills required for Project Management are common
sense-“The
problem with common sense is that it is not common” - Will
Rogers
•People skills
– Communication skills
– Empathy
– Intelligence (Intelligence Quotient –IQ and Emotional
Quotient - EQ)
•Positive behavior

48. •Goal focused behavior
•Consistent
•Resilient
•Self motivated
•Passionate
“Leadership is a combination of strategy and character. If you
must be without one,
be without the strategy.” – General H. Norman Schwarzkopf
49
Leadership Styles
• Many effective leaders have a collection of distinct leadership
styles
• A study of 3,871 executives worldwide by Daniel Goleman in
2000 – best leaders
do not rely only on one leadership style, but may use a several
different styles
depending on the situation
• The following six styles can be used in influencing
performance and results
– The Coercive Style (do as I say; effective in crisis; dealing
with problem employees, extreme top-down
approach- obstructs new ideas, limits communication; people
lack sense of ownership)

49. – The Authoritative Style (come with me; defines goals and
allows people choose their means of
achieving it; vision, enthusiasm; not great with working with
experts, experienced people)
– The Affiliative Style (people come first; happy; flexibility;
create perception that mediocrity is tolerated;
no direction, lenient, feeling that standards/rules are not
important)
– The Democratic Style (getting consensus, what do you think;
collect ideas, build trust, openness, morale
high, leading to endless meetings, committees, conflicts among
leaders)
– The Pace Setting Style (do as I do now; setting a pace for
himself and others, poor communication of
goals and objectives leading to confusion)
– The Coaching Style (try this ; able to identify strengths and
weaknesses; help with long-term goals; people
should be up for it; not good when people are resistant to
change)
50
Leaders and emotional intelligence
What is emotional intelligence?
It is the ability to understand and manage our relationships and
ourselves better
(or)

50. It is the capacity for recognizing our own feelings and those of
others…and for managing emotions effectively in others and
ourselves
- David Goleman
The ability to recognize and then control our emotions is key to
making intelligent decisions!
EI includes 4 competencies: self awareness; self management;
social
skills and awareness - watch out who you are; who the people
you
work around are; where you are and how you would relate to the
people!!!!
51
Leadership Is Different From
Management
“Leadership is different from management, but not for the
reasons most people think. Leadership is not mystical and
mysterious. It has nothing to do with having “charisma” or
other exotic personality traits. It is not the province of a chosen
few. Nor is leadership necessarily better than management or a
replacement for it.
Rather, leadership and management are two distinctive and
complementary systems of action. Each has its own function
and characteristic activities. Both are necessary for success in
an increasingly complex and volatile business environment”.
(Kotter, 2001: p.3)

51. 52
Leadership vs Management
1. Leaders work from an elected base, Managers are appointed
to position
2. Leadership - continually thinks beyond the horizon,
Management strives to
reach the horizon
3. Leadership is a quality, Management is a science and an art
4. Leadership provides vision, Management provides realistic
perspectives
5. Leadership deals with concepts, Management relates to
functions
6. Leadership exercises faith, Management deals with facts
7. Leadership seeks for effectiveness, Management strives for
efficiency
8. Leadership challenges the status quo, Management
administers
9. Leadership provides direction, Management is concerned
with control
Author: Paul McLoughlin of Intellectual Dynamics
53

52. Leadership vs Management
10. Leadership thrives on finding opportunity, Management
succeeds on
accomplishment
11. Leadership determines policy, Management devises
procedures
12. Leadership motivates people, Management provides
structure for people
13. Leadership determines true culture, Management follows
true culture
14. Leadership embraces & adapts to change, Management
provides the
process of change
15. Leadership is about having confidence in people,
Management defines
performance accountabilities
16. Leaders review position, Management measures
achievement
Author: Paul McLoughlin of Intellectual Dynamics
54
Summary

53. • Be aware of personality styles
• Where possible, match roles to personality
• Be aware of individual and group behavior, especially
in meetings
• Encourage the positive and avoid the negative
57
Wrap up
Reading for this lecture – parts of chapters 4 and 13
Ref: Jack T. Marchewka
Next week – Negotiations and conflict resolution
58