Human Resources

Management

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Human Resources
Management: Outline
 Organizational planning
• organizing: functional, project,
matrix
• motivation & leadership
• power & influence
 Staff acquisition
• resource requirements and
assignments
• selecting and developing PMs
 Team development

2
Organizing for Projects
 Functional

 Projectized

 Weak matrix

 Strong matrix

5
Functional Organization
General
Manager

Sales Chief Manufacturing Finance &

Manager Engineer Manager Administration
Project Shift
Sales Rep Engineer Controller
Supervisor
Project Shift Cost
Sales Rep Engineer Supervisor Accountant
Project Shift
Sales Rep Engineer HR Officer
Supervisor
Project Shift Financial
Sales Rep
Engineer Supervisor Accountant

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Projectized Organization
General
Manager

Project Sales Chief Manufacturing Finance &

Manager Manager Engineer Manager Administration

Project Shift Financial

Sales Rep Sales Rep Engineer Supervisor Accountant

Project Project Shift Cost

Sales Rep Engineer
Engineer Supervisor Accountant

Shift Project Shift

Sales Rep Engineer HR Officer
Supervisor Supervisor

Accountant

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 Matrix Organization
functional authority GENERAL
project reporting MANAGER

SALES CHIEF MANUFACT’G FINANCE &

MANAGER ENGINEER MANAGER ADMINISTRATION

Project
Sales Rep Engineer Shift Supervisor Accountant

Project
Sales Rep Engineer Shift Supervisor Accountant

PROJECT
MANAGER Sales Rep Project Shift Supervisor Accountant
Engineer

PROJECT
MANAGER Project
Sales Rep Engineer Line Manager Accountant
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 Organizational Continuum
WEAK BALANCED STRONG
FUNCT'L PROJECT
MATRIX MATRIX MATRIX
RELATIVE AUTHORITY

PROJECT

FUNCTION

NO FULL-TIME PROJECT SEPARATE

COORD'R
COORD'R P. MGR. OFFICE TEAM

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Leadership & Motivation:
Outline
 Maslow’s hierarchy of needs
 Motivation - hygiene
 Theories X, Y
 Expectancy theory
 Situational leadership
 Leadership exercise

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Maslow’s
Hierarchy of Needs
SELF-
ACTUALIZATION
NEEDS

ESTEEM NEEDS

SOCIAL NEEDS

SAFETY AND SECURITY NEEDS

PHYSIOLOGICAL NEEDS

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Herzberg’s Motivation-Hygiene
Theory
 “Hygiene factors”:
• Company policy and
administration
• Supervisory styles
• Interpersonal relations
• Working conditions
• Salary
• Job security

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Herzberg’s Motivation-Hygiene
Theory
 Hygiene factors are related to job
environment

 If not present, will lead to job

dissatisfaction / frustration

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 Macgregor’s Theory X and Y
THEORY X (autocratic) THEORY Y (democratic)

people want situations well-defined; people have creative capacity and

and to carry out orders want to use it

some people are strong, wise, most people can be developed to be

aggressive and creative wise, strong, and aggressive

a manager gives orders, does not a manager encourages participation

explain in all decisions at all levels

people want to be controlled and people want to make their own

directed decisions and resent coercion

people are happiest when given

people are happy when under wise
wide responsibilities and will rise to
and tight control
the occasion with experience
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 Expectancy Theory
 Assumes people think seriously about how
much effort to put into a task before
performing it.

IF I
DO I
CAN I PERFORM,
EFFORT? VALUE THE
PERFORM? WILL IT BE
REWARD?
REWARDED?

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“I’ve got the Responsibility but
not the Authority !”
 Project manager may have little or
no authority over:
• functional managers
• user representatives
• client contacts
• authorities, other external
stakeholders
• other project managers
competing for resources
• or even his/her own team
members
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Responsibility Assignment
Matrix
RAW MATERIAL PROJECT ASST TEAM DEPT
CLIENT
PROCUREMENT MGR P.M. MEMBER MGR

Prepare bill of materials

Contact vendors
Visit vendors
Prepare purchase orders
Authorize expenditures
Place purchase order
Inspect raw materials
Quality control testing
Update inventory file
Prepare inventory report
Withdraw material

R=responsible A=approves W=does the work I=has input

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Team Development
 Effective team essential, by nature of
project
• unique
• limited duration
• multidisciplinary team
• differing backgrounds, interests,
allegiances
 Lack of team-building the source of (or
contributor to) most project problems

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Goals of Team Development
 Consensus on project goals and
objectives
 Enjoy working together
 Cross-fertilization of ideas, for
creativity & innovation
 Loyalty to the project and the PM
 Team spirit / morale
 Trust !
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The Team Building Process
1. Plan for team building

2. Negotiate for team members ?

3. Organize the team

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The Team Building Process
4. Hold a kickoff meeting
• introductions
• “break the ice”
• working relationships, communication lines
• set goals and objectives
• review project status & plans
• identify problem areas
• establish individual and group
responsibilities
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The Team Building Process
5. Obtain commitments from
members
• time commitment
• role commitment
• project priority commitment
6. Build communication links
7. Conduct team building exercises
• very early
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The Team Building Process
8. Incorporate team building
activities into project activities
• meetings & reviews
• off-site meetings
• recognition
• social
• thorough introduction of new
members
• keep informed of news - good
and bad 30
More Team Building Tips
 Present a challenge

 War-room

 Team rewards

 Be a communications expeditor!

 No “finger-pointing”

 Collocate
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Any good ideas in this chapter?

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End of Section

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