Human aspects of int. project mgmt

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Human aspects of int. project mgmt

  1. 1. Presented By:- Karun Mahajan 05-MBA-IB- 12
  2. 2.  A successful execution of project requires satisfactory human relations system.  Technical problems may be solved with additional input of resources, but peoples problem is not readily resolved in short term.  To achieve satisfactory human relations in project setting, project manager has to handle successfully problems relating to: 1. Authority 2. Orientation 3. Motivation 4. Group Functioning 2
  3. 3.  A project manager usually receives very little formal authority between functional lines of command.  He has to co-ordinate the efforts of various functional groups consisting of professionals and supervisory personnel.  In order to gain authority he should be able to:  Develop a rapport with the project personnel.  Resolve conflicts among various people working on the project.  Have good professional reputation and stature, good communication and persuasion skills.  Ability to act as buffer between technical, engineering, financial and commercial people. 3
  4. 4.  The efficient achievement of project targets with in given time and budget requires the project manager to strengthen his managerial orientation.  Usually a project manager is an engineer having technical knowledge and outlook to problem handling, but for this he needs to become engineer-manager.  He needs to: 1. Perform tasks of planning, organizing, directing and controlling resources of the firm. 2. Adopt a creative approach to unstructured problem solving. 3. Attach greater importance to efficient utilization of resources and resolution of human relation problems. 4
  5. 5.  The project manager while working within given socio-technical system can influence the motivation level of the project personnel.  For this he should remember that 1. Every human being has different needs with differing importance attached to them. 2. Behavioral research reveals that pressure to work is only functional to an extent. 3. Motivation level is strong with challenging, achievable goal setting. 4. Expectation of reward rather than fear of punishment has a greater bearing. 5
  6. 6.  To motivate project personnel, project manager must: 1. Be a perceptive observer of human beings. 2. Have the ability to appreciate the variable needs of human beings. 3. Be sensitive to the reactions of people and act supportively rather than threatening them. 4. Have the skill of several styles of management suitable to different situations. 6
  7. 7.  A project manager should strive to build a mixed group.  A mixed group consists of people drawn from different levels from various functions, departments and companies.  A mixed group promotes cohesion, is conducive to creating a project attitude and develops commitment for project.  ‘Participative ‘ style of management should be pursued by the management. 7
  8. 8.  The project manager should: 1. Facilitate the development of mutual trust and acceptance, open communication, co-operation, and project attitude. 2. Have leadership capabilities, sensitivity to human nature, perceptiveness, maturity, impartial approach, concern for welfare of others. 8
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