chapter 9 human resource management
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Chapter 9 Human Resource Management. Human Resource Management Contents. Human Resource Management overview Human Resource Management processes Management and Leadership styles Motivation theories. Human Resource Management Learning Objectives. - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/1.jpg)
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Chapter 9Human Resource Management
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Human Resource Management
Contents
• Human Resource Management overview• Human Resource Management processes• Management and Leadership styles• Motivation theories
![Page 3: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/3.jpg)
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Human Resource ManagementLearning Objectives
By the end of this chapter, you should be able to:
1. Articulate the importance of Human Resource Management on projects
2. Name the Human Resource Management process3. Explain the activities that occur in each process4. Summarize concepts such as motivation theories,
management styles, etc.
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Project Human Resource Management Processes
Process Process GroupPlan Human Resource
Management Planning
Acquire Project Team Executing
Develop Project Team Executing
Manage Project Team Executing
Please animate
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Review Quiz
All of the following are Human Resource Management processes except:
A. Plan Human Resource ManagementB. Execute Human Resource PlanC. Acquire Project TeamD. Develop Project Team
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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
![Page 7: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/7.jpg)
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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
![Page 8: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/8.jpg)
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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
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Acquire Project Team
Input is Human Resource management plan Output is project staff assignments
![Page 10: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/10.jpg)
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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
![Page 11: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/11.jpg)
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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
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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
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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
![Page 14: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/14.jpg)
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Develop Project TeamTools and Techniques
Stages of team development Forming Storming Norming Performing Adjourning
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Review Quiz
Which one of the following is not one of the stages of team development?
A. FormingB. StormingC. ConflictingD. Adjourning
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Develop Project Team
Tools and Techniques
Ground Rules Colocation Recognition and rewards
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Manage Project Team
Assessing team member performance, providing feedback, and resolving conflicts
Change requests are an output of this process
![Page 18: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/18.jpg)
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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
![Page 19: Chapter 9 Human Resource Management](https://reader035.vdocuments.us/reader035/viewer/2022062316/56816936550346895de0960d/html5/thumbnails/19.jpg)
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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.
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Review Quiz
The power of the project manager that emanates from her knowledge and experience is called:
A. Expert powerB. Knowledge powerC. Experience powerD. Leadership power
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Management and Leadership Styles
Directing Facilitating Coaching Supporting Autocratic Consultative Consultative-Autocratic Consensus
Delegating Bureaucratic Charismatic Democratic or participative Laissez-fair Analytic Driver Influencing
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Source of Conflict
Memorize the top four, and remember that personality is last1.Schedule2.Project priorities3.Resources4.Technical opinion5.Administrative procedure6.Cost7.Personality
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Conflict Resolution Techniques
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
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Review Quiz
The conflict resolution technique in which both parties lose something is called:
A. ConfrontingB. LosingC. SmoothingD. Compromising
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Management Theories
McGregor's Theory of X and Y
• McGregor believed that all workers fit into one of two groups X and YTheory X
• People are incapable, avoid responsibility, and avoid work whenever possibleTheory Y
• People are willing to work without supervision and want to achieve
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Maslow's Hierarchy of Needs• People are not most motivated by security or
money. Instead motivated to contribute and use skills – self actualization
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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 projectsLike recognition
Need for AffiliationWork best when cooperating with othersSeek approval rather than recognition
Need for Power (socially oriented rather than personal)
Should be allowed to manage othersLike to organize and influence others
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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
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Herzberg (Cont…)
• Motivating Agents Responsibility Self-actualization Professional growth Recognition
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Chapter Summary
1. Human Resource Management Processes:a. Plan Human Resource Managementb. Acquire Project Teamc. Develop Project Teamd. Manage Project Team
2. Leadership styles3. Powers of the project manager4. Management Theories
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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:
A. Acquire Project TeamB. Develop Project TeamC. Manage Project TeamD. Motivate Project Team
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End of Chapter Quiz
Question 2: The number one source of conflict on a project is:
A. Too much workB. Lack of recognitionC. SchedulesD. Personalities
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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?
A. LeaderB. ReferentC. PenaltyD. Reward
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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?
A. Maslow’s hierarchy of needsB. McGregor’s Theory XC. Herzberg’s Hygiene theoryD. McClelland’s theory of needs
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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:
A. ConfrontingB. WithdrawalC. ResolvingD. Smoothing