Lecture 07 hr_management

PROJECT MANAGEMENT, PMI APPROACH (PMP)
PROJECT HUMAN RESOURCE MANAGEMENT
Sayed Ahmed
BSc. Eng. in CSc. & Eng. (BUET, Bangladesh)
MSc. in CSc. (University of Manitoba, Canada)
http://sayed.JustEtc.net
http://www.JustETC.net
sayed@justetc.net,www.justetc.net
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Just E.T.C for Business, Education, Technology, and Entertainment Solutions
References:
Book: PMP in Depth by P. Sanghera
Book: The PMP Exam, How to Pass on Your First Try
Project Management Lessons in Undergraduate Study

REFERENCES & SOURCES
 Book: PMP in Depth by P. Sanghera
 Read on 2007
 Book: The PMP Exam, How to Pass on Your First Try
 Read on 2007
 Project Management Lessons in Undergraduate Study
 Articles from the Internet
 Originally created these notes back on 2007
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PROJECT HUMAN RESOURCE MANAGEMENT
 Some topics on Project Human Resource
Management
 that Project Managers Should Understand
 Maslow's Hierarchy of Needs
 McGregor's Theory X and Theory Y
 Contingency Theory
 Herzberg's Motivation-Hygiene Theory
 Achievement Theory
 Conflict Resolution
 Constructive Team Roles
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MASLOW'S HIERARCHY OF NEEDS
 Maslow's Hierarchy of Needs
 Basic theory of motivation.
 Five levels of motivation
 Lower needs
 Physiological - food, clothing, shelter
 Security - freedom from fear, job protection, safety
 Acceptance - being a part of the team
 Higher Needs
 Esteem - feeling of importance
 Self actualization - Live and work with full potential
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MCGREGOR'S THEORY X AND THEORY Y
 McGregor's Theory X and Theory Y
 Applies to management approach
 Theory X
 People are selfish, unmotivated, dislike work
 People must be forced to work
 Constant supervision required
 Theory Y
 People are naturally motivated to work
 Team members need very little external supervision
 Assembly line organizations may benefit from
 X type of managers
 Better that you avoid Theory X for Knowledge
Workers
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CONTINGENCY THEORY
 Contingency Theory
 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
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HERZBERG'S MOTIVATION-HYGIENE THEORY
 Herzberg's Motivation
 Hygiene Theory
 Some factors are not directly motivating but their absence will
make some people unsatisfied.
 Such as
 Hygiene Factors
 Motivational Factors
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HERZBERG'S MOTIVATION-HYGIENE THEORY
 Hygiene Factors
 Supervision
 Work Condition
 Relationship with co-workers
 Paycheck
 Company Policy
 Motivational Factors
 Achievement
 Recognition
 Work
 Responsibility
 Growth
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EXPECTANCY THEORY
 Expectancy Theory
 Anticipation of a reward or good outcome is a motivation
 But the motivation will only work 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
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ACHIEVEMENT THEORY
 Achievement Theory
 People need achievement, power, and affiliation
 Achievement
 Desire to accomplish something
 Power
 Desire to influence the behavior of others
 Affiliation
 Desire to belong to a group
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ACHIEVEMENT THEORY
 Forms of Power
 The project manager may enjoy the following forms of power
 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 11

CONFLICT RESOLUTION
 Conflict Resolution
 Methods of Conflict Resolution
 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
 Withdraw
 ignore the issue. not a resolution
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CONSTRUCTIVE TEAM ROLES
 Constructive Team Roles
 Initiators
 Information seekers
 Information givers
 But not confidential information
 Encouragers
 Clarifiers
 Harmonizers
 Summarizers
 Gate Keepers
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Lecture 07 hr_management

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