Some topics on Project Human Resource Management that Project Managers Should Understand understand.<\/p>\n
Maslow’s Hierarchy of Needs:<\/b>Basic theory of motivation. Five levels of motivation:<\/p>\n
Lower needs
1. Physiological – food, clothing, shelter
2. Security – freedom from fear, job protection, safety
3. Acceptance – being a part of the team<\/p>\n
Higher Needs
4. Esteem – feeling of importance
5.Self actualization – Live and work with full potential<\/p>\n
McGregor’s Theory X and Theory Y<\/b>Applies to management approach
X: People are selfish, unmotivated, dislike work, must be forced to work, constant supervision required<\/p>\n
Y: People are naturally motivated to work, team members need very little external supervision required.<\/p>\n
Assembly line organizations may benefit from X type of managers.<\/p>\n
Contingency Theory:<\/b>
Managers may be task oriented or relationship oriented. In stressful situations task-oriented managers become more successful. While in calm situations relationship-oriented managers perform better. <\/p>\n
Herzberg’s Motivation-Hygiene Theory<\/b>Some factors are not directly motivating but their absence will make some people unsatisfied. <\/p>\n
Hygiene Factors:
Supervision
Work Condition
Relationship with co-workers
Paycheck
Company Policy<\/p>\n
Motivational Factors:
Achievement
Recognition
Work
Responsibility
Growth<\/p>\n
Expectancy Theory:<\/b>Anticipation of a reward or good outcome is a motivation. But the motivation only works if the target is achievable\/practical. If a person is told if he can sale 100,000 in 4 weeks, he will get 10000$ as bonus. The person will feel motivated only if he can think it is possible but if he feels it is impossible, no motivation will be there.<\/p>\n
Achievement Theory:<\/b>People need achievement, power, and affiliation.<\/p>\n
achievement: Desire to accomplish something
Power: Desire to influence the behavior of others
Affiliation: Desire to belong to a group<\/p>\n
Forms of Power<\/b>
The project manager may enjoy the following forms of power<\/p>\n
Reward: reward a team member
Expert: When the manager is an expert, people will listen to him[best form of power]
Legitimate: Power due to the position.
Referent: Example: A manager very close to the CEO may feel\/enjoy higher power than he really has.
Punishment: worst type
Best Form: Reward and Expert<\/p>\n
Conflict Resolution:<\/b>
Methods of Conflict Resolution<\/b>
Problem-solving: Solve the problem (root cause of the problem)
Compromise
Forcing: never good in the long run
Smoothing:not recommended. Does not solve the issue
Withdrawl: ignore the issue. not a resolution<\/p>\n
Constructive Team Roles<\/b>
Initiators
Information seekers
Information givers: not confidential information
Encouragers:
Clarifiers:
Harmonizers:
Summarizers:
Gate Keepers:<\/p>\n
From: http:\/\/sitestree.com\/?p=4769
Categories:PMP – Project Management
Tags:
Post Data:2007-12-11 09:18:59<\/p>\n
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