Human Resources Management

in Construction (19CEM29H)

Lecture 6
Manage Human Resources
Dr. Ahmed Afify
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9.4 Manage Project Team

Tracking team member performance, providing
feedback, resolving issues, and managing changes
to optimize project Performance
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9.4 Manage Project Team

Inputs Tools & Techniques Outputs
.1 Project staff .1 Enterprise
assignments .1 Observation and environmental
.2 Project conversation factors updates
management .2 Project .2 Organizational
plan performance process assets
.3 Team appraisals updates
performance .3 Conflict .3 Change
assessments management requests
.4 Performance .4 Issue log .4 Project
reports .5 Interpersonal skills management
.5 Organizational plan updates
process
assets
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Manage Project Team – Data

Flow
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Manage Project Team – Inputs

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Manage Project Team – T&T

 Observation and Conversation - to stay in touch
with the work and attitudes of project team
members.

 Project Performance Appraisals – receiving

feedback from the people who supervise the
project work. (360-degree feedback).

 Issue Log - a written log to document persons

responsible for resolving specific issues by a target
date. The log helps the project team monitor issues
until closure.
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Manage Project Team – T&T

Conflict & Sources of Conflict
 Conflict:
 is natural and forces a search for
alternatives,
 is a team issue,
 resolved by openness,
 resolution should focus on issues, not
personalities,
 resolution should focus on the present,
not the past.
 Sourcesof conflict include:
 Scarce resources,
 Scheduling priorities
 personal work styles.
 other priorities
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Manage Project Team – T&T

Conflict Management
 Team ground rules, group norms, and solid
project management practices, like
communication planning and role definition,
reduce the amount of conflict.
 Conflict should be addressed early and
usually in private, using a direct, collaborative
approach.
 If disruptive conflict continues, increasingly
formal procedures will need to be used,
including the possible use of disciplinary
actions.
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Manage Project Team – T&T

Conflict Resolution Modes
 Withdrawing/Avoiding: Retreating from a conflict.
 Smoothing/Accommodating. Emphasizing areas of
agreement rather than areas of difference.
 Compromising: Searching for solutions that bring
some degree of satisfaction to all parties.
 Forcing: Pushing one’s viewpoint at the expense
of others; offers only win-lose solutions.
 Collaborating: Incorporating multiple viewpoints
and insights from differing perspectives; leads to
consensus and commitment.
 Confronting/Problem solving: Treating conflict as
a problem to be solved by examining
alternatives; requires a give-and-take attitude
and open dialogue.
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Leadership

 Leadership involves focusing the efforts of a group

of people toward a common goal and enabling
them to work as a team.

 In general terms, leadership is the ability to get

things done through others.

 Respect and trust, rather than fear and submission,

are the key elements of effective leadership.
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Power and Influence

Power
 Is the ability to make what you want even
if your
 subordinate do not want to do it.

Influence
 Is the ability to get what you want
because the
 subordinate want to do it.
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Influencing Skills
 Ability to be persuasive and clearly articulate
points and positions,
 High levels of active and effective listening
skills,
 Consideration of the various perspectives in
any situation, and
 Gathering relevant and critical information to
address important issues and reach
agreements while maintaining mutual trust.
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Sources of Power
1.Legitimate power.
2. Reward power.
3. Penalty power.
4. Expert power.
5. Referent power.
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Legitimate Power
The ability to gain support because project
personnel perceive the project manager as
being officially empowered to issue orders.
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Penalty Power
The ability to gain support because the
project personnel perceive the project
manager as capable of directly or indirectly
dispensing penalties that they wish to avoid.
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Reward Power
The ability to gain support because project
personnel perceive the project manager as
capable of directly or indirectly dispensing
valued organizational rewards (i.e., salary,
promotion, bonus, future work assignments).
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Expert Power
The ability to gain support because
personnel perceive the project manager as
possessing special knowledge or expertise
(that functional personnel consider as
important).
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Referent Power
The ability to gain support because project personnel
feel personally attracted to the project manager or
his project.

Referent power (personal power):

Identification, attraction and respect for a person
Related to charisma—followers respect and trust
charismatic individual
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 The
most effective powers in terms of positive
impact to project results are:
 Expert
 Reward

 The least effective is:

 Penalty (Coercive)

 Formal
Power is important in certain situations.
Examples?
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Thank you