Project Resource Management includes the processes to identify, acquire and manage, the resources needed to successfully complete the project.

Transcription

1 CTC-ITC 310 Program Management California State University Dominguez Hills Spring 2018 Instructor: Howard Rosenthal Assignment 6 Lesson 6 Human Resources Management Overview Answer Sheet 1. What is Project Resource Management? Project Resource Management includes the processes to identify, acquire and manage, the resources needed to successfully complete the project. 2. What are two additional skills needed for human resource management beyond those required for physical resource management? Motivational, decision-making and conflict resolution skills 3. Identify three physical resources that need to be accounted for. Equipment Materials Facilities Infrastructure 4. List three negative impacts if physical resources are not managed and controlled correctly. Failure to secure critical equipment or infrastructure on time may result in delays in the manufacturing of the final product Ordering low-quality material may damage the quality of the product with any or all of the bad effects of poor quality previously described Over ordering and keeping too much inventory can lead to increased costs and reduced profitability Low inventory of required materials can lead to slips in delivery, canceled orders, other liabilities, all of which reduce profitability 5. Who is a member of the Project team? The project team is comprised of the people with assigned roles and responsibilities for completing the project. 6. List 4 factors influencing human resources management. Emerging corporate rules with respect to personnel interaction Constant organizational changes in matrix organization 1

2 Internal and external politics Legal requirements Communication between stakeholders Geographical location Cultural issues especially when dealing across countries 7. What does the Resource Management Plan sections on Human Resources describe? How the roles and responsibilities, reporting relationships, and staffing management will be addressed and structured within a project Contains the Staffing Management Plan including Timetables for staff acquisition and release Evolving skill mix Resource Histograms Identification of training needs Team-building strategies 4 motivational theories that can be applied Which one would you choose? McGregor s Theory of X and Y Maslow s Hierarchy of Needs David McClelland s Theory of Needs Herzberg s Theory of Hygiene Factors and Motivational Agents Plans for recognition and rewards programs Compliance considerations Safety issues Impact of the Staffing Management Plan on the organization 8. Describe four things described in a project role. All the qualities and skills required The preferred grade level Available salary for the role Duration Projected start and end dates Location Travel requirements 9. What does RACI stand for? Responsible, Accountable, Consult, and Inform 2

3 10. What are the four motivational theories used in team-building strategies? For each one describes its meaning and features (10 points each/40 total) The four theories are: Ø McGregor s Theory of X and Y Douglas McGregor states that (his book The Human side of Enterprise ) people inside an organization can be managed in two ways. The first is which falls under the category negative X and the other one is positive Y. Under the assumptions of theory X: Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work until formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition. Under the assumptions of theory Y Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed to those goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. People have potential. Ø Maslow s Hierarchy of Needs Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. Needs can be categorized as: Physiological: These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow believed that until these needs were satisfied to a degree to maintain life, no other motivating factors can work. Security or Safety: These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. Social: Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship. Esteem: According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention. Self-Actualization: Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving one s 3

4 potential and self-fulfillment. It is to maximize one s potential and to accomplish something. Ø David McClelland s Theory of Needs Need for Power People whose need for power is socially oriented are effective leaders and should be allowed to manage others. These people like to organize and influence others. People who have a high need for power are inclined towards influence and control. Power seekers want power either to control other people (for their own goals) or to achieve higher goals (for the greater good). They seek neither recognition nor approval from others, only agreement and compliance Need for Affiliation These people work best when cooperating with others. They seek approval rather than recognition. Affiliation seekers look for harmonious relationships with other people. They will thus tend to conform and shy away from standing out. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation. Need for Achievement These people should be given projects that are challenging but are reachable. They like recognition They are driven by the challenge of success and the fear of failure. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see at least some chances of success. Achievers seek to excel and appreciate frequent recognition of how well they are doing. They will avoid low risk activities that have no chance of gain. They also will avoid high risks where there is a significant chance of failure. Ø Herzberg s Theory of Hygiene Factors and Motivational Agents Herzberg Distinguishes between hygiene factors and motivational agents. Hygiene Factors Working Conditions Salary Personal Life Relationship at work Security Status Company's policies and administration Job security 4

5 Poor hygiene factors may destroy motivation, but improving them, under most circumstances, will not improve motivation. They do not lead to higher levels of motivation but dissatisfaction exists without them. Hygiene factors are not sufficient to motivate people. Motivation Factors: What motivates people is the working itself, including such things as: Responsibility Self-Actualization Professional Growth Recognition Preferably, the two approaches, hygiene and motivation, must be carried out simultaneously. Treat people so they obtain a minimum of dissatisfaction. Use people so they achieve, get recognition, grow and advance in their careers. Based on Maslow's Hierarchy, Herzberg theorized that the factors that motivate the worker or are likely to satisfy their needs, lead to positive job attitudes. 11. Describe 3 of the 6 management style discussed in the briefing. Include when each is effective and ineffective. (10 points each) DIRECTIVE The DIRECTIVE (Coercive) style has the primary objective of immediate compliance from employees: The do it the way I tell you manager Closely controls employees Motivates by threats and discipline There is a crisis When deviations are risky Not effective when: Employees are underdeveloped little learning happens with this style Employees are highly skilled they become frustrated and resentful at the micromanaging. AUTHORITATIVE The AUTHORITATIVE (Visionary) style has the primary objective of providing long-term direction and vision for employees: The firm but fair manager Gives employees clear direction Motivates by persuasion and feedback on task performance Clear directions and standards needed The leader is credible Ineffective when: Employees are underdeveloped they need guidance on what to do 5

6 The leader is not credible people won t follow your vision if they don t believe in it AFFILIATIVE The AFFILIATIVE style has the primary objective of creating harmony among employees and between manager and employees: The people first, task second manager Avoids conflict and emphasizes good personal relationships among employees Motivates by trying to keep people happy Used with other styles Tasks routine, performance adequate Counseling, helping or managing conflict Least effective when: Performance is inadequate affiliation does not emphasize performance There are crisis situations needing direction PARTICIPATIVE The PARTICIPATIVE (Democratic) style has the primary objective of building commitment and consensus among employees: The everyone has input manager Encourages employee input in decision making Motivates by rewarding team effort Employees working together Staff have experience and credibility Steady working environment Least effective when: Employees must be coordinated There is a crisis no time for meetings There is a lack of competency close supervision required PACESETTING The PACESETTING style has the primary objective of accomplishing tasks to a high standard of excellence: The do it myself manager Performs many tasks personally and expects employees to follow his/her example Motivates by setting high standards and expects self-direction from employees People are highly motivated, competent Little direction/coordination required When managing experts Least effective when: When workload requires assistance from others When development, coaching & coordination required COACHING 6

7 The COACHING style has the primary objective of long-term professional development of employees: The developmental manager Helps and encourages employees to develop their strengths and improve their performance Motivates by providing opportunities for professional development Skill needs to be developed Employees are motivated and wanting development Ineffective when: The leader lacks expertise When performance discrepancy is too great coaching managers may persist rather than remove a poor performer In a crisis 12. List and describe 4 of the 6 conflict resolution techniques. (20 points) Confronting (Problem Solving) Solving the problem so that it goes away, creating a win-win situation Compromising Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This is considered lose-lose and is not considered as good confronting Withdraw/Avoidance Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others. This is not what a good PM does in most situations Smoothing/Accommodating Emphasizing areas of agreement rather than areas of difference; conceding one s position to the needs of others to maintain harmony and relationships. Collaborating Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment Force/direct Pushing one s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. 7