Hot jobs 2016: Project management

Dari proyeksi data PMI, tahun 2020 akan ada lebih dari 1,5 juta new jobs project management baru pertahun ,

dan project management juga merupakan hot jobs, dari survey gaji di kelly service, download :  Indonesia Employment Outlook and Salary Guide 2016

. The salary ranges in this Guide are based on actual transactions between employers and employees of Kelly Services Indonesia and represent a reflection of the job marketplace

 

Hot Jobs - Project management

How to Work Together on a Family Project

​WORK & FAMILY : 

How to Work Together on a Family Project
Getting children and parents to team up seems impossible but worthwhile; Here are some strategies to foster teamwork

Can families translate sibling competitiveness into teamwork skills?
        

By Sue Shellenbarger

July 12, 2016 2:13 p.m. ET, Wall street Jurnal


Time to clean out the garage. Anyone game for a family project?
For plenty of parents, the response will be: Have you met my children? The idea of getting the whole family to team up on a shared project and pull it off without squabbling can seem like an almost mythical ideal.
It is possible to instill teamwork in a family, and psychologists say it is important to try. Patterns of collaboration set in childhood go a long way toward shaping children’s future behavior in the workforce.

Michael Sheehan used to challenge his three young daughters years ago to compete to “see who can get ready and in bed first,” says Mr. Sheehan of Walnut Creek, Calif. The tactic worked at first but soon led to tears and accusations of unfairness, says Mr. Sheehan, who blogs at HighTechDad.com.
He dropped the ploy after noticing that his wife Sylvia got better results by encouraging the girls to collaborate, Mr. Sheehan says. When Natasha, now 17, Alexandra, 14, and Sally, 12, were younger, Ms. Sheehan pressed them to help each other get ready for school on time, telling the older girls, “if Sally’s late, then everyone is late.” After Natasha and Alexandra taught Sally to lay out her clothes the night before and allow time in the morning to brush her hair, all three made it to school on time.
Ms. Sheehan rewarded them by allowing them to adopt a Chihuahua named Rufus. The girls are responsible for Rufus’s care. They’re also expected to team up weekly to help their parents clean the house, divvying up tasks among themselves. Ms. Sheehan hopes they’re laying the groundwork for close lifelong bonds.
“Cleaning is a lot harder” if one of them is away, Alexandra says. Sally says collaborating “definitely gets the job done faster, and it makes things more fun when you have somebody to talk to.” The sisters are pooling their savings in hopes of buying a car to share.
When Alexandra and Sally recently redecorated the bedroom they share, a wall collage of photos they created made the room seem cluttered to Alexandra. The sisters disagreed, then came up with a compromise—hanging Polaroids on a string from the ceiling instead, Alexandra says.
From left, Alexandra, Natasha and Sally Sheehan. Ms. Sheehan schedules the three sisters’ breakfasts and after-school snacks together so they have “plenty of time to bond together,” she says. Natasha, a ballerina, is studying near home with the San Francisco Ballet rather than at a boarding school abroad, in hopes that the sisters remain close.

From left, Alexandra, Natasha and Sally Sheehan. Ms. Sheehan schedules the three sisters’ breakfasts and after-school snacks together so they have “plenty of time to bond together,” she says. Natasha, a ballerina, is studying near home with the San Francisco Ballet rather than at a boarding school abroad, in hopes that the sisters remain close.
A common pitfall for parents is “falling into the trap of thinking that everyone in the family must assign the same importance to a project as they do,” says Dave Anderson, a clinical psychologist at the Child Mind Institute, a nonprofit mental-health organization in New York City. “If kids don’t see the point, they’re going to start arguing,” Dr. Anderson says.
He suggests figuring out incentives that will motivate each child. One child might see gaining more space for sports gear as reason enough to help clean the garage. Another might like making room to park the car, clearing the driveway so she can shoot hoops.
When Cara Stevens ’ 14-year-old daughter Alexa suggested holding a family tag sale next week, Ms. Stevens says, her response was, “Let’s do it.” Alexa’s brother Brandon, 9, had no interest in helping until Ms. Stevens offered both children a share of the proceeds. Brandon quickly began sorting through games and DVDs and offered dozens of items for sale, says Ms. Stevens, a Greenwich, Conn., marketing consultant.
Many parents regard school or youth sports as the primary places for learning teamwork, and fail to notice opportunities to teach it at home. Positive reinforcement works best. It’s better to “catch kids being good and reinforce it” by taking note and praising them for helpfulness or maturity, says Dr. Anderson.
Eddie Garcia, a youth-sports coach from Henderson, Nev., says he uses the same techniques he uses with young athletes to teach teamwork to his two children, Haley, 13, and Ryan, 9. He takes pains to catch them doing something well, even if it’s as simple as Haley’s getting a bottle of water from the refrigerator for Ryan. “There is constant praise around our house for the behavior we want to see,” reinforcing an overall message of “together, we’re better,” he says.
He also models the behavior he wants, working side-by-side with his children on even the most mundane projects, such as cleaning up the backyard after their two dogs.
Of course, many children’s schedules are so jammed with activities and homework that parents wonder, “How on earth can we ever get everybody together on board at the same time to do anything?” says Richard Rende, a Paradise Valley, Ariz., developmental psychologist and co-author of “Raising Can-Do Kids.”
Fostering teamwork doesn’t require setting aside blocks of time, Dr. Rende says. Children can learn to collaborate by negotiating everyday disputes. Ms. Stevens and her husband Larry step back and let Alexa and Brandon work out a compromise on such questions as choosing a restaurant on a family vacation.
Don’t assign roles, and resist jumping in to broker an agreement when conflicts arise, Dr. Rende says. Give children a chance to find a compromise. If the talk turns aggressive, suggest problem-solving tactics from the sidelines. If two siblings are watering the garden and start battling over whether the younger sibling knows how to use the hose correctly, try coaching the older one: “Do you think you can show your brother how to use it?”
The way parents talk with children and each other sets an example. Children can learn collaboration by watching parents share decision-making or cooperate on tasks. Parents also can set a cooperative climate by working side-by-side with children on everyday tasks, such as clearing and rinsing dinner dishes and loading them into the dishwasher.
The Sheehan sisters in the kitchen at home. They team up to help with weekly housecleaning and other chores.

The Sheehan sisters in the kitchen at home. They team up to help with weekly housecleaning and other chores.
If the family begins a project and starts squabbling right away, try creating a shared mission, such as, “if we all work together well enough, we can finish in time to go out to dinner.” 
Then applaud any moves toward collaboration: “Yes! What a team!”
 Another workaround is to put siblings on a team against the grown-ups and see who can finish first. Above all, be patient: No family succeeds in every attempt at teamwork. Also, children’s collaboration skills typically improve as they get older.
Parents can assess their own family climate by running an informal experiment at home such as suggesting everyone plan a meal together. Notice how often family members argue for what they want compared with trying to find foods that please everyone, Dr. Rende says. If you find yourself dictating the menu, or if everyone is out for him or herself, try slowing down, listening more and modeling collaboration yourself.
Write to Sue Shellenbarger at sue.shellenbarger@wsj.com

Office politics, how to get people to focus on the work, not politics

​How Facebook Shuts Down Toxic Office Politics

how to get people to focus on the work, not politics

Humans are political animals, so there’s probably no way we’ll ever completely stop building alliances, tracking power, and lobbying for resources. And why should we? Getting along in groups and making your voice heard are essential skills for success.
But there is definitely such a thing as too much politics. If you’ve ever worked in an environment where everyone was intensely focused on their own status, you probably don’t need a study to confirm that. But if you do, research exists. Excessive politicking is both bad for your career personally and, taken to extremes, for productivity overall.
This is a fact the smart folks at Facebook know well. Rather than scheming for promotions or undermining office rivals, the company wants their people focused on building great products. So how do they shut down office politics before it gets out of control? Jay Parikh, Facebook’s global head of engineering and infrastructure, recently shared a bevy of tips in a long and detailed HBR blog post. Here are just a few of his ideas:
1. Don’t hire self-centered people.

All the tips and tricks in the world won’t help you shut down status jockeying if your team consists largely of drama queens and self-interested empire builders. Which is why Facebook’s first piece of advice is simple–don’t hire them. How can you avoid it? Parikh suggests you use these questions when you interview:
“Describe your responsibilities as a leader.”

“Can you tell me about four people whose careers you have fundamentally improved?”

“Describe a few of your peers at your company and what type of relationship you have with each of them.”

“What did you do on your very best day at work?”

“What does office politics mean to you, and do you see politics as your job?”

“Tell me about a project that you led that failed. Why did it fail and what did you learn?”

“Successful candidates should clearly demonstrate that their priorities are company, team, and self–in that order,” he explains.
2. Move the goal posts.

If you make getting into management the ultimate career prize, people will fight to get into management. But is that really where you want your people directing their energies? Probably not. Therefore, Facebook makes management a career option, not a status symbol.
“At Facebook, moving into management is not a promotion. It’s a lateral move, a parallel track. Managers are there to support people and to remove barriers to getting things done,” Parikh explains. “They are put in those positions because of their strong people skills.”
How do you keep your people keen if they’re not focused on earning a promotion to management? “You still have to provide a way for ICs [individual contributors] to have career challenges and growth opportunities outside of becoming managers. We provide different opportunities for growth by empowering employees to work on new projects or in new groups when interested,” Parikh says, explaining different ways the company has for employees to “broaden their areas of expertise and expand or focus their scope.”
3. Train managers to defuse politics.

“This may be the hardest thing to do, but it’s probably the most important,” says Parikh, who notes that employees often blame “politics” when they’re frustrated, even if politics isn’t really the problem. For instance, someone might think a decision didn’t go their way because of a personal rivalry when really the cause was insufficient resources or a change in strategy.
Managers need to nudge people to see things more clearly. How?

“When someone does cite politics as the cause of an issue, our managers dig in and try to find out what’s really going on. Simply asking, ‘What do you mean by that?’ or ‘Can you tell me about the specifics of the situation?’ is often a good place to start. We’ve found digging in and asking for specifics on what the person is seeing and feeling usually will help get to the root of the issue–and it’s usually not politics,” writes Parikh.

Failure in managing change

Recognizing the factors for failure in managing change:

  • Lack of consistent leadership
  • Demotivated staff kept in the dark
    • “it’s not my job”
    • “I haven’t got time”
    • “the boss doesn’t care anyway”
  • Lack of capacity: budget cuts, no spend-to-save policy, short-term approach to investment, stressed out staff working hard just to stand still
  • Lack of initiative to “do something different”

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These  factors for failure then lead to the ‘tread-mill effect:

  • No time for reflection, planning and learning
  • No improvement in design and implementation
  • Decreasing need to do something
  • Increasing failure and unplanned consequences

 

Implementing Change

The four key factors for success when implementing change within an organization are:
! Pressure for change – demonstrated senior management commitment is essential
! A clear, shared vision – you must take everyone with you.This is a shared agenda that benefits the whole organization
! Capacity for change – you need to provide the resources: time and finance
! Action – and performance – “plan, do, check, act” – and keep communication channels open