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Chapter 9 Human Resource Management

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Chapter 9 Human Resource Management * Herzberg s theory also talks about motivating agents which include responsibility, self-actualization, professional growth and ... – PowerPoint PPT presentation

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Title: Chapter 9 Human Resource Management


1
Chapter 9Human Resource Management
2
Human Resource ManagementContents
  • Human Resource Management overview
  • Human Resource Management processes
  • Management and Leadership styles
  • Motivation theories

3
Human Resource ManagementLearning Objectives
  • By the end of this chapter, you should be able
    to
  • Articulate the importance of Human Resource
    Management on projects
  • Name the Human Resource Management process
  • Explain the activities that occur in each process
  • Summarize concepts such as motivation theories,
    management styles, etc.

4
Project Human Resource Management Processes
Please animate
Process Process Group
Plan Human Resource Management Planning
Acquire Project Team Executing
Develop Project Team Executing
Manage Project Team Executing
5
Review Quiz
  • All of the following are Human Resource
    Management processes except
  • A. Plan Human Resource Management
  • B. Execute Human Resource Plan
  • C. Acquire Project Team
  • D. Develop Project Team

6
Plan Human Resource Management
  • Identify and document project roles and
    responsibilities
  • Project organization charts
  • Staffing management plan includes
  • Acquisition
  • Resource calendars
  • Staff resource plan
  • Staff training
  • Recognition and rewards
  • Compliance
  • Safety
  • Output is Human Resource Management Plan

7
Plan Human Resource Management
  • Class Group Activity 30 Minutes
  • Divide Class into 3 groups (3 to 4 students in
    each group)
  • Discuss and brainstorm the inputs/outputs
  • Present your inputs/outputs to the rest of the
    teams
  • Check and compare your inputs/outputs with
    PMBOK Guide 5th edition

8
Human Resource Management Plan
  • Main output of Plan Human Resource Management
  • Defines how project human resources should be
    defined, staffed, and managed.
  • Includes
  • Roles and responsibilities
  • Role
  • Authority
  • Responsibility
  • Competency
  • Project organization charts
  • Staffing management plan

9
Acquire Project Team
  • Input is Human Resource management plan
  • Output is project staff assignments

10
Acquire Project Team
  • Class Group Activity 30 Minutes
  • Divide Class into 3 groups (3 to 4 students in
    each group)
  • Discuss and brainstorm the inputs/outputs
  • Present your inputs/outputs to the rest of the
    teams
  • Check and compare your inputs/outputs with
    PMBOK Guide 5th edition

11
Acquire Project Team Outcomes
  • Know that this task is never completed during a
    project.
  • Skills required from a Project Manager
  • Negotiation
  • Virtual teams
  • Administer appraisals
  • Hire / Fire team members

12
Develop Project Team
  • Improve competencies, team camaraderie, and
    overall team performance
  • Human resource management plan and project staff
    assignments are inputs
  • Team performance assessment is the main output

13
Develop Project Team
  • Class Group Activity 30 Minutes
  • Divide Class into 3 groups (3 to 4 students in
    each group)
  • Discuss and brainstorm the inputs/outputs
  • Present your inputs/outputs to the rest of the
    teams
  • Check and compare your inputs/outputs with
    PMBOK Guide 5th edition

14
Develop Project TeamTools and TechniquesStages
of team development
  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning

15
Review Quiz
  • Which one of the following is not one of the
    stages of team development?
  • A. Forming
  • B. Storming
  • C. Conflicting
  • D. Adjourning

16
Develop Project TeamTools and Techniques
  • Ground Rules
  • Colocation
  • Recognition and rewards

17
Manage Project Team
  • Assessing team member performance, providing
    feedback, and resolving conflicts
  • Change requests are an output of this process

18
Manage Project Team
  • Class Group Activity 30 Minutes
  • Divide Class into 3 groups (3 to 4 students in
    each group)
  • Discuss and brainstorm the inputs/outputs
  • Present your inputs/outputs to the rest of the
    teams
  • Check and compare your inputs/outputs with
    PMBOK Guide 5th edition

19
Powers of the Project Manager
  • Formal (Legitimate) based on position
  • Reward ability to give rewards in return for
    performance
  • Penalty opposite of reward
  • Expert power derived from experience and
    knowledge
  • Referent power of charisma or fame, or
    referring power to senior management.

20
Review Quiz
  • The power of the project manager that emanates
    from her knowledge and experience is called
  • A. Expert power
  • B. Knowledge power
  • C. Experience power
  • D. Leadership power

21
Management and Leadership Styles
  • Delegating
  • Bureaucratic
  • Charismatic
  • Democratic or participative
  • Laissez-fair
  • Analytic
  • Driver
  • Influencing
  • Directing
  • Facilitating
  • Coaching
  • Supporting
  • Autocratic
  • Consultative
  • Consultative-Autocratic
  • Consensus

22
Source of Conflict
  • Memorize the top four, and remember that
    personality is last
  • Schedule
  • Project priorities
  • Resources
  • Technical opinion
  • Administrative procedure
  • Cost
  • Personality

23
Conflict Resolution
  • Confronting (Problem Solving)
  • Solving the problem so that it goes away
  • Win-win situation
  • Compromising
  • Lose-lose situation, each party loses something
  • Withdrawal (Avoidance)
  • Not best way to deal with situations
  • Smoothing (Accommodating)
  • emphasizes agreement rather than difference of
    opinion
  • Collaborating - consensus
  • Forcing pushing one point of view

24
Review Quiz
  • The conflict resolution technique in which both
    parties lose something is called
  • A. Confronting
  • B. Losing
  • C. Smoothing
  • D. Compromising

25
McGregor's Theory of X and Y
  • McGregor believed that all workers fit into one
    of two groups X and Y
  • Theory X
  • People are incapable, avoid responsibility, and
    avoid work whenever possible
  • Theory Y
  • People are willing to work without supervision
    and want to achieve

26
Moslow's Hierarchy of Needs
  • People are not most motivated by security or
    money. Instead motivated to contribute and use
    skills self actualization

27
David McClelland's Theory of Needs
  • People are most motivated by one of the three
    needs listed in this table.

Need for Achievement Give challenging / reachable projects Like recognition
Need for Affiliation Work best when cooperating with others Seek approval rather than recognition
Need for Power (socially oriented rather than personal) Should be allowed to manage others Like to organize and influence others
28
Herzberg's Theory
  • Deals with Hygiene Factors. Poor hygiene factors
    may destroy motivation, but improving them under
    most circumstances, will not improve motivation.
  • Examples
  • Working conditions
  • Salary
  • Personal life
  • Relationships at work
  • Security
  • Status

29
Herzberg (Cont)
  • Motivating Agents
  • Responsibility
  • Self-actualization
  • Professional growth
  • Recognition

30
Chapter Summary
1. Human Resource Management Processes a. Plan
Human Resource Management b. Acquire Project
Team c. Develop Project Team d. Manage Project
Team 2. Leadership styles 3. Powers of the
project manager 4. Management Theories
31
End of Chapter Quiz
  • Question 1 The Human Resource Management process
    in which the project manager spends time on
    improving the competencies of the project team
    is
  • Acquire Project Team
  • Develop Project Team
  • Manage Project Team
  • Motivate Project Team

32
End of Chapter Quiz
  • Question 2 The number one source of conflict on
    a project is
  • Too much work
  • Lack of recognition
  • Schedules
  • Personalities

33
End of Chapter Quiz
  • Question 3 As a result of poor performance on
    the project, you, the project manager, write a
    negative review for one of the project team
    members. This is an example of which power of
    the project manager?
  • Leader
  • Referent
  • Penalty
  • Reward

34
End of Chapter Quiz
  • Question 4 Peter Parker, a project manager for
    Expert Consultants, Inc., believes that people
    are inherently lazy, avoid work, cannot be
    trusted, and must be closely supervised at all
    times. Which theory does this attitude signify?
  • Maslows hierarchy of needs
  • McGregors Theory X
  • Herzbergs Hygiene theory
  • McClellands theory of needs

35
End of Chapter Quiz
  • Question 5 2 project team members are not
    getting along and refuse to work with each other.
    You have a meeting with them, discuss the
    situation, and come to a resolution. This is
    called
  • Confronting
  • Withdrawal
  • Resolving
  • Smoothing

36
Questions
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