This document discusses project human resource management. It covers:
1. The importance of human resource management for project success, especially IT projects, and defines project human resource management.
2. Keys to managing people, including motivation theories from Maslow, Herzberg, McClelland, and McGregor, and ways to influence workers based on research from Thamhain and Wilemon.
3. Organizational planning processes like creating organizational charts, responsibility assignment matrices, and resource histograms to assign roles and resources.
This document discusses key aspects of project human resource management. It covers organizing the project team with charts and matrices, acquiring staff, developing the team, and managing resources. Motivation theories, influencing workers, and improving effectiveness are also addressed. Software can assist with tasks like resource analysis, but project managers must focus on people skills like communication, motivation, and enabling team members.
PRINCIPLES OF MANAGEMENT lecture notesBala Murugan
Management involves coordinating the efforts of people (men, machines, materials, money) to accomplish organizational goals in an efficient manner. It can be viewed as both an art and a science. As an art, management requires personal skills and creativity to achieve practical results. As a science, it involves developing and applying principles and theories through research. Key figures in the evolution of management thought include Fayol, who developed 14 principles of management, and Taylor, who pioneered scientific management focusing on time/motion studies. Effective management is important for organizations to utilize resources optimally and meet challenges.
1) The document is an introduction to management planning and organization that defines key terms and concepts. It discusses who managers are, what they do, and why studying management is important.
2) Managers coordinate the work of others and are classified as first-line, middle, or top levels. They perform functions of planning, organizing, leading, and controlling. They also play roles in relationships, information sharing, and decision-making.
3) Understanding management is valuable because its principles are universal and nearly all employees either manage others or are managed themselves. The work of managers can be rewarding but also challenging.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
The document discusses management concepts including:
1) It defines management as coordinating work activities to accomplish organizational goals efficiently and effectively.
2) It describes the three levels of management - first-line, middle, and top managers.
3) It discusses management functions including planning, organizing, leading, and controlling work.
Introduction to Management: Concept of Management, Importance & Nature of Management, Management as profession, professionalization of management in India.
The document discusses the definitions and concepts of human resource management compared to personnel management, outlining HRM's broader scope that views all personnel functions as interrelated and emphasizes a more dynamic, developmental approach concerned with both organizational and individual goals. Several theorists and their perspectives on management are also reviewed, showing the evolution of considering human and behavioral factors not just structure. Finally, a comparison highlights the differences between the more functional, administrative focus of personnel management versus HRM's encompassing, flexible, participatory stance.
This document discusses key aspects of project human resource management. It covers organizing the project team with charts and matrices, acquiring staff, developing the team, and managing resources. Motivation theories, influencing workers, and improving effectiveness are also addressed. Software can assist with tasks like resource analysis, but project managers must focus on people skills like communication, motivation, and enabling team members.
PRINCIPLES OF MANAGEMENT lecture notesBala Murugan
Management involves coordinating the efforts of people (men, machines, materials, money) to accomplish organizational goals in an efficient manner. It can be viewed as both an art and a science. As an art, management requires personal skills and creativity to achieve practical results. As a science, it involves developing and applying principles and theories through research. Key figures in the evolution of management thought include Fayol, who developed 14 principles of management, and Taylor, who pioneered scientific management focusing on time/motion studies. Effective management is important for organizations to utilize resources optimally and meet challenges.
1) The document is an introduction to management planning and organization that defines key terms and concepts. It discusses who managers are, what they do, and why studying management is important.
2) Managers coordinate the work of others and are classified as first-line, middle, or top levels. They perform functions of planning, organizing, leading, and controlling. They also play roles in relationships, information sharing, and decision-making.
3) Understanding management is valuable because its principles are universal and nearly all employees either manage others or are managed themselves. The work of managers can be rewarding but also challenging.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
The document discusses management concepts including:
1) It defines management as coordinating work activities to accomplish organizational goals efficiently and effectively.
2) It describes the three levels of management - first-line, middle, and top managers.
3) It discusses management functions including planning, organizing, leading, and controlling work.
Introduction to Management: Concept of Management, Importance & Nature of Management, Management as profession, professionalization of management in India.
The document discusses the definitions and concepts of human resource management compared to personnel management, outlining HRM's broader scope that views all personnel functions as interrelated and emphasizes a more dynamic, developmental approach concerned with both organizational and individual goals. Several theorists and their perspectives on management are also reviewed, showing the evolution of considering human and behavioral factors not just structure. Finally, a comparison highlights the differences between the more functional, administrative focus of personnel management versus HRM's encompassing, flexible, participatory stance.
This document provides an overview of management principles and theories. It discusses classical approaches to management including scientific management by Taylor, administrative management by Fayol, and bureaucratic management by Weber. It also covers behavioral approaches, quantitative approaches, modern approaches, and the evolution of management thoughts from the industrial revolution to present times. The key functions of management are defined as planning, organizing, staffing, leading, and controlling.
Paytm is an Indian electronic payment and e-commerce company founded in 2010. It is headquartered in Delhi and has over 13,000 employees. Paytm allows users to pay for goods and services online and offline through its mobile wallet and payment gateway. The company is owned by One97 Communications.
Ch 1 introduction to management and organizations mgt arab world editionNardin A
This document provides an overview of key concepts from Chapter 1 of the textbook "Management: Arab World Edition". It discusses what managers do, including the four main functions of management and Mintzberg's managerial roles. It also examines the characteristics of organizations and why studying management is important, highlighting the universality of management concepts. Additionally, it explores the potential influences on an "Arab model of management" and factors that have shaped Arab managerial thought and practice over time.
This document provides an introduction to management, including definitions of management, the nature and importance of management, and the functions and levels of management. Some key points:
- Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to achieve goals. It is the process of working with and through people.
- Management principles have both universal and situational aspects and are drawn from various disciplines like psychology, economics, and statistics. Management can be considered both an art and a science.
- The importance of management includes effective resource utilization, development of resources, ensuring organizational continuity, and integrating various stakeholder groups.
- Managers at different levels perform different functions, with top managers
1. The document discusses the management process and provides an overview of key management topics including definitions of management, the management process, management functions, evolution of management theories, and principles of management.
2. It describes management functions such as planning, organizing, staffing, directing, controlling, and decision making. Scientific management by F.W. Taylor and its four principles are also summarized.
3. Various management theories are outlined including administrative management, bureaucracy, behavioral management, management science, and organization-environment theories. Principles of management by Henry Fayol are defined.
The concept of management is universal and very oldFahad Nakade
Management can be considered both an innate ability and a learned skill. Historically, management was seen as something people were born with, but modern organizations view it as a professional function requiring education and training. There has also been debate around whether management is an art, a science, or both. Management has elements of an art in that it involves skill and experience to solve problems creatively. It also displays traits of a science as principles and generalizations have been developed to coordinate human efforts. Ultimately, management incorporates aspects of both an art and a science.
This document discusses leadership and motivation. It defines leadership as a social influence process that causes others to achieve organizational goals. Effective leadership involves creating a vision, communicating that vision, and setting an example to inspire others. The document compares managing, which focuses on tasks, to leading, which focuses on gaining commitment. It examines different leadership styles and approaches, including trait, behavioral, power-based, situational, empowering, and transformational leadership. The document also defines motivation and discusses Maslow's hierarchy of needs and McClelland's theory of achievement, power, and affiliation needs as approaches to motivate employees.
Management involves planning, organizing, staffing, leading, and controlling formally organized group efforts. It makes human efforts more productive and helps bring order to endeavors by establishing meaningful relationships between isolated events and information to solve problems and accomplish goals. Early management approaches included psychological development, scientific management, and administrative management. Modern approaches include behavioral, systems, quantitative, and contingency approaches.
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Mgmt 141 principles of business managementRashmi Yadav
This document provides the course outline for MGMT 141 Principles of Business Management at Lahore University of Management Sciences. The course will be taught by Dr. Abdul Karim Khan and will take place on Mondays and Wednesdays from 1000-1115 hrs in the NIB Auditorium. The course is open to freshmen through seniors and will cover fundamental principles of business management, including the key functions of planning, organizing, leading and controlling. Students will be evaluated based on class contribution, quizzes, a midterm exam, a group course project involving a paper and presentation, and a final exam.
This document discusses Peter Drucker's views on management. Some key points:
1. Drucker sees management as a discipline that involves setting objectives, organizing work, motivating people, measuring performance, and developing individuals within an organization.
2. New demands are placed on managers due to trends like the rise of the knowledge economy and changing demographics. Managers must adapt to these new realities.
3. Drucker discusses various aspects of effective management including decision making, developing people, innovation, organizational structure, and social responsibilities of institutions.
4. The role of the individual is also changing in the knowledge society, with new demands for continuous learning and adapting to different jobs and careers over a lifetime.
The document outlines Toyota's 7 business principles that guide its global operations: 1) Follow the law and conduct fair business practices, 2) Respect local cultures and contribute to communities, 3) Provide safe, high-quality products to improve lives, 4) Create advanced technologies and outstanding products/services, 5) Foster creativity and teamwork while valuing trust, 6) Pursue growth and harmony with global communities through innovation, 7) Work with partners for stable, long-term growth and mutual benefits. These principles guide Toyota's global vision of continuous innovation, environmental protection, and collaborative relationships.
Best methods of staff selection and motivationssbd6985
The document discusses best practices for staff selection and motivation in software companies. It outlines the multi-step selection process companies use, including aptitude tests, interviews, and skills assessments to find both eligible and suitable candidates. It also discusses various motivation theories and strategies companies employ, such as setting goals, providing feedback, designing jobs for variety and responsibility, and enriching jobs through additional tasks and responsibilities. The overall goal is to recruit and retain talented staff through rigorous selection and ongoing motivation.
This document provides an overview of management principles and practices. It discusses key concepts from classical management thinkers like Taylor, Fayol, and Weber. It also summarizes more modern approaches like human relations theory, contingency theory, and systems theory. The document aims to give introductory ideas about basic management topics and encourage readers to use their knowledge to create social change as social entrepreneurs.
Unit 3 Organizing discusses the process of organizing which includes identifying activities required to achieve objectives, delegating authority, and establishing relationships for people to work effectively. The document discusses types of organizing such as departmentation by function, product, territory, and customer group. It also discusses the purpose, process, and importance of organizing for effective management. Matrix and team structures are hybrid forms that combine characteristics of other structures. Organization charts are used to depict relationships, authority, and structure within an organization.
This document discusses knowledge management and the attributes of effective managers. It states that the ideal manager in today's economy is intelligent, highly motivated, able to create and sustain a vision of success, provides critical thinking skills, has a creative and innovative attitude, can manage change, manage diverse knowledge workers, has personal ethics and social responsibility. It contrasts 20th century employees who were judged on education and experience versus 21st century human capital being defined by talent, knowledge, skills, creativity and attitude. The document also briefly outlines the shifts from the agricultural to industrial to knowledge-based economies.
Managing People in Software Engineering SE22koolkampus
The document discusses key topics related to managing people in software development projects and organizations. It covers human cognition limitations, factors for effective teamwork and communication, choosing and retaining technical staff, and the People Capability Maturity Model for improving workforce capabilities. Specific areas discussed include memory organization, problem solving, motivation, group composition and dynamics, communication, and the importance of understanding human factors for successful management.
Management involves coordinating work through other people to be efficient and effective. Theories of management have evolved from classical approaches focusing on scientific principles to more modern behavioral approaches. Contemporary approaches emphasize contingency based on organizational circumstances. Management involves planning, organizing, staffing, leading, and controlling at different levels from top management setting strategy to first-line supervision of entry-level employees.
Knowledge management and Organizational Learningshiluswami46
Knowledge management and organizational learning are important for organizations to improve performance over time. Knowledge management is the process of creating, acquiring, capturing, sharing and using knowledge, while organizational learning focuses on improving the organization through experience. There are three types of knowledge - tacit knowledge which is personal and difficult to share, implicit knowledge gained from experience, and explicit knowledge which can be easily transmitted. For an organization to learn, individuals must first learn through interpretation of information, then share knowledge in groups to develop new approaches, and finally the organization institutionalizes lessons through experimentation.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
1. Human resource management is important for the success of organizations and projects. There is still a shortage of IT workers despite the economic downturn in 2001. Long work hours and stereotypes negatively impact recruiting for IT jobs.
2. Project human resource management involves processes for effectively using people on a project, including organizational planning, staff acquisition, and team development. Motivation theories by Maslow, Herzberg, and McGregor provide insights for managing people.
3. Influencing others, developing relationships, and improving effectiveness are important skills for project managers. Techniques include empathic listening, establishing rapport, applying Covey's 7 Habits, and focusing on project objectives rather than blame.
The document describes a project involving human resource management. It lists the names of 5 students assigned to the project. It then provides information on human resources, human resource management, and discusses processes involved in project human resource management including human resource planning, acquiring the project team, developing the project team, and managing the project team. It also discusses motivation theories, team organization approaches, and tools for human resource planning like creating organizational charts and defining roles and responsibilities.
This document provides an overview of management principles and theories. It discusses classical approaches to management including scientific management by Taylor, administrative management by Fayol, and bureaucratic management by Weber. It also covers behavioral approaches, quantitative approaches, modern approaches, and the evolution of management thoughts from the industrial revolution to present times. The key functions of management are defined as planning, organizing, staffing, leading, and controlling.
Paytm is an Indian electronic payment and e-commerce company founded in 2010. It is headquartered in Delhi and has over 13,000 employees. Paytm allows users to pay for goods and services online and offline through its mobile wallet and payment gateway. The company is owned by One97 Communications.
Ch 1 introduction to management and organizations mgt arab world editionNardin A
This document provides an overview of key concepts from Chapter 1 of the textbook "Management: Arab World Edition". It discusses what managers do, including the four main functions of management and Mintzberg's managerial roles. It also examines the characteristics of organizations and why studying management is important, highlighting the universality of management concepts. Additionally, it explores the potential influences on an "Arab model of management" and factors that have shaped Arab managerial thought and practice over time.
This document provides an introduction to management, including definitions of management, the nature and importance of management, and the functions and levels of management. Some key points:
- Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to achieve goals. It is the process of working with and through people.
- Management principles have both universal and situational aspects and are drawn from various disciplines like psychology, economics, and statistics. Management can be considered both an art and a science.
- The importance of management includes effective resource utilization, development of resources, ensuring organizational continuity, and integrating various stakeholder groups.
- Managers at different levels perform different functions, with top managers
1. The document discusses the management process and provides an overview of key management topics including definitions of management, the management process, management functions, evolution of management theories, and principles of management.
2. It describes management functions such as planning, organizing, staffing, directing, controlling, and decision making. Scientific management by F.W. Taylor and its four principles are also summarized.
3. Various management theories are outlined including administrative management, bureaucracy, behavioral management, management science, and organization-environment theories. Principles of management by Henry Fayol are defined.
The concept of management is universal and very oldFahad Nakade
Management can be considered both an innate ability and a learned skill. Historically, management was seen as something people were born with, but modern organizations view it as a professional function requiring education and training. There has also been debate around whether management is an art, a science, or both. Management has elements of an art in that it involves skill and experience to solve problems creatively. It also displays traits of a science as principles and generalizations have been developed to coordinate human efforts. Ultimately, management incorporates aspects of both an art and a science.
This document discusses leadership and motivation. It defines leadership as a social influence process that causes others to achieve organizational goals. Effective leadership involves creating a vision, communicating that vision, and setting an example to inspire others. The document compares managing, which focuses on tasks, to leading, which focuses on gaining commitment. It examines different leadership styles and approaches, including trait, behavioral, power-based, situational, empowering, and transformational leadership. The document also defines motivation and discusses Maslow's hierarchy of needs and McClelland's theory of achievement, power, and affiliation needs as approaches to motivate employees.
Management involves planning, organizing, staffing, leading, and controlling formally organized group efforts. It makes human efforts more productive and helps bring order to endeavors by establishing meaningful relationships between isolated events and information to solve problems and accomplish goals. Early management approaches included psychological development, scientific management, and administrative management. Modern approaches include behavioral, systems, quantitative, and contingency approaches.
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Mgmt 141 principles of business managementRashmi Yadav
This document provides the course outline for MGMT 141 Principles of Business Management at Lahore University of Management Sciences. The course will be taught by Dr. Abdul Karim Khan and will take place on Mondays and Wednesdays from 1000-1115 hrs in the NIB Auditorium. The course is open to freshmen through seniors and will cover fundamental principles of business management, including the key functions of planning, organizing, leading and controlling. Students will be evaluated based on class contribution, quizzes, a midterm exam, a group course project involving a paper and presentation, and a final exam.
This document discusses Peter Drucker's views on management. Some key points:
1. Drucker sees management as a discipline that involves setting objectives, organizing work, motivating people, measuring performance, and developing individuals within an organization.
2. New demands are placed on managers due to trends like the rise of the knowledge economy and changing demographics. Managers must adapt to these new realities.
3. Drucker discusses various aspects of effective management including decision making, developing people, innovation, organizational structure, and social responsibilities of institutions.
4. The role of the individual is also changing in the knowledge society, with new demands for continuous learning and adapting to different jobs and careers over a lifetime.
The document outlines Toyota's 7 business principles that guide its global operations: 1) Follow the law and conduct fair business practices, 2) Respect local cultures and contribute to communities, 3) Provide safe, high-quality products to improve lives, 4) Create advanced technologies and outstanding products/services, 5) Foster creativity and teamwork while valuing trust, 6) Pursue growth and harmony with global communities through innovation, 7) Work with partners for stable, long-term growth and mutual benefits. These principles guide Toyota's global vision of continuous innovation, environmental protection, and collaborative relationships.
Best methods of staff selection and motivationssbd6985
The document discusses best practices for staff selection and motivation in software companies. It outlines the multi-step selection process companies use, including aptitude tests, interviews, and skills assessments to find both eligible and suitable candidates. It also discusses various motivation theories and strategies companies employ, such as setting goals, providing feedback, designing jobs for variety and responsibility, and enriching jobs through additional tasks and responsibilities. The overall goal is to recruit and retain talented staff through rigorous selection and ongoing motivation.
This document provides an overview of management principles and practices. It discusses key concepts from classical management thinkers like Taylor, Fayol, and Weber. It also summarizes more modern approaches like human relations theory, contingency theory, and systems theory. The document aims to give introductory ideas about basic management topics and encourage readers to use their knowledge to create social change as social entrepreneurs.
Unit 3 Organizing discusses the process of organizing which includes identifying activities required to achieve objectives, delegating authority, and establishing relationships for people to work effectively. The document discusses types of organizing such as departmentation by function, product, territory, and customer group. It also discusses the purpose, process, and importance of organizing for effective management. Matrix and team structures are hybrid forms that combine characteristics of other structures. Organization charts are used to depict relationships, authority, and structure within an organization.
This document discusses knowledge management and the attributes of effective managers. It states that the ideal manager in today's economy is intelligent, highly motivated, able to create and sustain a vision of success, provides critical thinking skills, has a creative and innovative attitude, can manage change, manage diverse knowledge workers, has personal ethics and social responsibility. It contrasts 20th century employees who were judged on education and experience versus 21st century human capital being defined by talent, knowledge, skills, creativity and attitude. The document also briefly outlines the shifts from the agricultural to industrial to knowledge-based economies.
Managing People in Software Engineering SE22koolkampus
The document discusses key topics related to managing people in software development projects and organizations. It covers human cognition limitations, factors for effective teamwork and communication, choosing and retaining technical staff, and the People Capability Maturity Model for improving workforce capabilities. Specific areas discussed include memory organization, problem solving, motivation, group composition and dynamics, communication, and the importance of understanding human factors for successful management.
Management involves coordinating work through other people to be efficient and effective. Theories of management have evolved from classical approaches focusing on scientific principles to more modern behavioral approaches. Contemporary approaches emphasize contingency based on organizational circumstances. Management involves planning, organizing, staffing, leading, and controlling at different levels from top management setting strategy to first-line supervision of entry-level employees.
Knowledge management and Organizational Learningshiluswami46
Knowledge management and organizational learning are important for organizations to improve performance over time. Knowledge management is the process of creating, acquiring, capturing, sharing and using knowledge, while organizational learning focuses on improving the organization through experience. There are three types of knowledge - tacit knowledge which is personal and difficult to share, implicit knowledge gained from experience, and explicit knowledge which can be easily transmitted. For an organization to learn, individuals must first learn through interpretation of information, then share knowledge in groups to develop new approaches, and finally the organization institutionalizes lessons through experimentation.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
1. Human resource management is important for the success of organizations and projects. There is still a shortage of IT workers despite the economic downturn in 2001. Long work hours and stereotypes negatively impact recruiting for IT jobs.
2. Project human resource management involves processes for effectively using people on a project, including organizational planning, staff acquisition, and team development. Motivation theories by Maslow, Herzberg, and McGregor provide insights for managing people.
3. Influencing others, developing relationships, and improving effectiveness are important skills for project managers. Techniques include empathic listening, establishing rapport, applying Covey's 7 Habits, and focusing on project objectives rather than blame.
The document describes a project involving human resource management. It lists the names of 5 students assigned to the project. It then provides information on human resources, human resource management, and discusses processes involved in project human resource management including human resource planning, acquiring the project team, developing the project team, and managing the project team. It also discusses motivation theories, team organization approaches, and tools for human resource planning like creating organizational charts and defining roles and responsibilities.
This document discusses the importance of human resource management in projects. It notes that people are the most important asset for organizations and managing human resources effectively is one of the toughest challenges for project managers. The document outlines strategies for developing the human resource plan, acquiring the project team, developing the project team through training and team building activities, and managing the project team. It emphasizes treating people with consideration, understanding what motivates them, communicating carefully, and focusing on enabling team members to do their best work.
introduction to management for b.tech students CH-4.pdfyashchotaliyael21
This document provides an overview of management concepts including definitions of management, the nature of management, the difference between management and administration, and Henry Mintzberg's roles of managers. It also summarizes two schools of management thought - Scientific Management by Frederick Taylor and Henri Fayol's 14 Principles of Management. Scientific Management focused on applying scientific analysis to work processes while Fayol emphasized organizing and regulating internal organization activities to achieve managerial efficiency. The document defines key terms and concepts within the fields of management and administration.
Managing people in software environments involves four main concerns: staff selection, staff development, staff motivation, and ensuring staff well-being during projects. There are two approaches to understanding behavior - the positivist approach which seeks objective causes for behavior, and the interpretivist approach which looks for common patterns across unique situations. Organizational behavior theories and approaches like Theory X, Theory Y, and Herzberg's two-factor theory provide frameworks for understanding and motivating staff. Effective people management requires selecting the right candidates, providing training and feedback, designing motivating jobs, and addressing issues like stress and safety at all stages of software projects.
Staffing in Software Projects In software development environment, when proje...ssuserb7c8b8
Staffing in software projects involves four main concerns: staff selection, development, motivation, and well-being. The document discusses these concerns and how they impact all stages of project planning and execution. It also covers topics like team formation, decision making, and organizational structures. Effective staffing requires selecting the right people, providing training and feedback, job design, and addressing issues like stress and safety. Collaboration, communication, and developing a collective mindset are important for high performing teams.
This document discusses project human resource management. It covers planning human resources which includes creating organization charts, staffing plans, and resource histograms. It also discusses acquiring the project team, potential issues, and assigning and leveling resources. Developing the team is covered, including training, team building, and rewards. Finally, managing the project team is addressed along with tools for tracking performance and resolving issues. Software can assist with creating responsibility assignment matrices and tracking resource allocation over time.
Introduction to construction project managementMC Tubera
This document discusses the history and evolution of management theory and practice from the Classical Era of 1910-1930 to the present day Reconsidering Era of 1990-present. It covers key topics in management such as organizing, leading, planning, controlling, and reconsidering. It also discusses the psychology of project management and important aspects like selecting the best project team, engaging stakeholders, and the people side of communication. Project management involves integrating specialist skills and coordinating resources, time, and tasks to meet the client's objectives.
This document discusses the key processes involved in project management. It begins by explaining the importance of understanding stakeholders and their various needs and perspectives. It then discusses factors that help projects succeed, with executive support and user involvement being the most important. The document outlines the typical project management processes of initiation, planning, execution, control, and closure. It emphasizes the need for leadership, communication skills, and managing resources effectively. Developing an internal methodology tailored to an organization's specific needs is also recommended.
This document provides an overview of organizational behavior and management foundations. It outlines 5 learning objectives, including describing what managers do and defining organizational behavior. It then discusses management as both an art and a science. The major functions of management are also defined, including planning, organizing, staffing, directing, and controlling.
Project human resource management involves planning project roles, acquiring team members, developing skills, and managing performance. Key aspects include motivation theories, influence and power, and improving effectiveness. Organizational structures like responsibility assignment matrices map work to resources. Staffing plans describe adding and removing resources over time. Acquiring qualified team members and resource loading are important.
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
The document discusses engineering management, which involves applying engineering principles and technical expertise to business practices and leading technical teams. It defines management and its key functions, which include planning, organizing, directing, and controlling. Engineering management combines these managerial skills with an understanding of engineering to coordinate complex technical projects. The roles of managers differ at various levels from top management that sets goals and strategy, to middle management that implements plans, to front-line supervisors focused more on technical skills and resource efficiency. Effective engineering managers require both business and technical training and experience.
3. Demand and market analysis (lecture 2).pptPedadaSaikumar
The document discusses the importance of taking a systems approach to project management. It defines a systems approach as viewing projects holistically within the larger organizational context, including considering business, technological, and organizational issues. This allows project managers to understand how projects relate to and serve the whole organization. The document also emphasizes that top management commitment is crucial for project managers to have adequate resources and support to address challenges that may arise.
The document discusses key aspects of human resource management for IT projects. It covers defining project human resource management and its processes like organizational planning, staff acquisition, and team development. It also summarizes theories of motivation from Maslow, Herzberg, McClelland, and McGregor as well as concepts for influencing workers and improving effectiveness from other researchers. Specific topics discussed include creating organizational charts, responsibility matrices, resource histograms, and the importance of staffing plans and incentives for recruitment and retention.
The document discusses strategies for managing people within an organization's IT department. It emphasizes that an IT department's goal is to enable behaviors that create value for the wider organization. To do so requires strategies for staff, consumers of IT services, and stakeholders. For staff, the strategies include understanding motivation and designing the organization consciously. For consumers, it involves nudging adoption through intuitive design. For stakeholders, it means consciously managing the department's brand and influence throughout the organization. The overarching goal is to define and enable the desired human behaviors that realize the department's intended value.
This document provides an introduction to training and development. It discusses key components of learning including learning, human capital, knowledge, training, development, formal and informal training. It also discusses explicit and tacit knowledge as well as knowledge management. The document outlines the importance of training and discusses factors that impact learning such as economic cycles, globalization, intangible assets, business strategy, diversity, generations, talent management, technology, and high-performance work systems. Finally, it discusses common training roles and in-demand skills.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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2. Learning Objectives
• Explain the importance of good human resource
management on projects, especially on
information technology projects
• Define project human resource management and
understand its processes
• Summarize key concepts for managing people by
understanding the theories of Abraham Maslow,
Frederick Herzberg, David McClelland, and
Douglas McGregor on motivation, H. J. Thamhain
and D. L. Wilemon on influencing workers, and
Stephen Covey on how people and teams can
become more effective
3. Learning Objectives
• Discuss organizational planning and be able to
create a project organizational chart, responsibility
assignment matrix, and resource histogram
• Understand important issues involved in project
staff acquisition and explain the concepts of
resource assignments, resource loading, and
resource leveling
• Assist in team development with training, team-
building activities, and reward systems
• Describe how project management software can
assist in project human resource management
4. The Importance of Human Resource
Management
• People determine the success and failure of
organizations and projects
• Recent statistics about IT workforce:
– The total number of U.S. IT workers was more than
10.1 million in December 2002, up from 9.9 million
in January 2002
– IT managers predict they will need to hire an
additional 1.2 million workers in the near future
– Hiring by non-IT companies outpaces hiring by IT
companies by a ratio of 12:1
5. Digital Planet Reports
• The global high-tech industry generated more
than $2.1 trillion in 1999, $2.3 trillion in 2000,
and $2.4 trillion in 2001
• The Internet and e-commerce were notable
bright spots in the global economy
• Global e-commerce went up 79 percent from
2000 to 2001
• China, Poland, and other developing countries
are playing an increasing role in the global IT
market
6. Long Hours and Stereotypes of IT Workers
Hurt Recruiting
• Many people are struggling with how to
increase and diversify the IT labor pool.
Noted problems include:
– The fact that many IT professionals work long
hours and must constantly stay abreast of changes
in the field
– Undesirable stereotypes that keep certain people
away from the career field, like women
– The need to improve benefits, redefine work hours
and incentives, and provide better human resource
management
7. What is Project Human Resource
Management?
• Project human resource management includes
the processes required to make the most
effective use of the people involved with a
project. Processes include
– Organizational planning
– Staff acquisition
– Team development
8. Keys to Managing People
• Psychologists and management theorists have
devoted much research and thought to the field
of managing people at work
• Important areas related to project management
include
– motivation (intrinsic and extrinsic)
– influence and power
– effectiveness
9. Motivation
• Abraham Maslow developed a hierarchy of
needs to illustrate his theory that people’s
behaviors are guided by a sequence of needs
• Maslow argued that humans possess unique
qualities that enable them to make independent
choices, thus giving them control of their
destiny
11. Herzberg’s Motivational and Hygiene
Factors
• Frederick Herzberg wrote several famous books
and articles about worker motivation. He
distinguished between
– motivational factors: achievement, recognition, the
work itself, responsibility, advancement, and
growth, which produce job satisfaction
– hygiene factors: cause dissatisfaction if not present,
but do not motivate workers to do more. Examples
include larger salaries, more supervision, and a more
attractive work environment
13. McGregor’s Theory X and Theory Y
• Douglas McGregor popularized the human relations
approach to management in the 1960s
• Theory X: assumes workers dislike and avoid work, so
managers must use coercion, threats, and various
control schemes to get workers to meet objectives
• Theory Y: assumes individuals consider work as
natural as play or rest and enjoy the satisfaction of
esteem and self-actualization needs
• Theory Z: introduced in 1981 by William Ouchi and is
based on the Japanese approach to motivating workers,
emphasizing trust, quality, collective decision making,
and cultural values
14. Thamhain and Wilemon’s Ways to Have
Influence on Projects
1. Authority: the legitimate hierarchical right to issue orders
2. Assignment: the project manager's perceived ability to influence a
worker's later work assignments
3. Budget: the project manager's perceived ability to authorize others'
use of discretionary funds
4. Promotion: the ability to improve a worker's position
5. Money: the ability to increase a worker's pay and benefits
6. Penalty: the project manager's ability to cause punishment
7. Work challenge: the ability to assign work that capitalizes on a
worker's enjoyment of doing a particular task
8. Expertise: the project manager's perceived special knowledge that
others deem important
9. Friendship: the ability to establish friendly personal relationships
between the project manager and others
15. Ways to Influence that Help and Hurt
Projects
• Projects are more likely to succeed when
project managers influence with
– expertise
– work challenge
• Projects are more likely to fail when project
managers rely too heavily on
– authority
– money
– penalty
16. Power
• Power is the potential ability to influence
behavior to get people to do things they would
not otherwise do
• Types of power include
– Coercive
– Legitimate
– Expert
– Reward
– Referent
17. Improving Effectiveness - Covey’s 7
Habits
• Project managers can apply Covey’s 7 habits to
improve effectiveness on projects
– Be proactive
– Begin with the end in mind
– Put first things first
– Think win/win
– Seek first to understand, then to be understood
– Synergize
– Sharpen the saw
18. Empathic Listening and Rapport
• Good project managers are empathic listeners;
they listen with the intent to understand
• Before you can communicate with others, you
have to have rapport
• Mirroring is a technique to help establish
rapport
• IT professionals often need to develop
empathic listening and other people skills to
improve relationships with users and other
stakeholders
19. Improving Relationships Between
Users and Developers
• Some organizations require business people, not
IT people, to take the lead in determining and
justifying investments in new computer systems
• CIOs push their staff to recognize that the needs
of the business must drive all technology
decisions
• Some companies reshape their IT units to look
and perform like consulting firms
20. DISCUSSION QUESTION
• Discuss the changes in the job market for
information technology workers. How does the
job market and current state of the economy
affect human resource management?
21. Organizational Planning
• Organizational planning involves
identifying, documenting, and assigning
project roles, responsibilities, and
reporting relationships
• Outputs and processes include
– project organizational charts
– work definition and assignment process
– responsibility assignment matrixes
– resource histograms
27. Staff Acquisition
• Staffing plans and good hiring procedures are
important in staff acquisition, as are incentives for
recruiting and retention
• Some companies give their employees one dollar for
every hour a new person they helped hire works
• Some organizations allow people to work from home
as an incentive
• Research shows that people leave their jobs because
they don’t make a difference, don’t get proper
recognition, aren’t learning anything new, don’t like
their coworkers, and want to earn more money
28. Resource Loading and Leveling
• Resource loading refers to the amount of
individual resources an existing project
schedule requires during specific time periods
• Resource histograms show resource loading
• Overallocation means more resources than are
available are assigned to perform work at a
given time
29. Resource Leveling
• Resource leveling is a technique for resolving
resource conflicts by delaying tasks
• The main purpose of resource leveling is to
create a smoother distribution of resource usage
and reduce overallocation
31. Team Development
• It takes teamwork to successfully complete most
projects
• Training can help people understand
themselves, each other, and how to work better
in teams
• Team building activities include
– physical challenges
– psychological preference indicator tools
32. Meyers-Briggs Type Indicator (MBTI)
• MBTI is a popular tool for determining personality
preferences and helping teammates understand each
other
• Four dimensions include:
– Extrovert/Introvert ( 內向 / 外向 )
– Sensation/iNtuition ( 知覺 / 直覺 )
– Thinking/Feeling ( 理性 / 感性 )
– Judgment/Perception ( 判斷 / 感受 )
• NTs or rationals are attracted to technology fields
• IT people vary most from the general population in
not being extroverted or sensing
33. Social Styles Profile
• People are perceived as behaving primarily in one of
four zones, based on their assertiveness and
responsiveness:
– Drivers
– Expressives
– Analyticals
– Amiables
• People on opposite corners (drivers and amiables,
analyticals and expressives) may have difficulties
getting along
35. Reward and Recognition Systems
• Team-based reward and recognition systems
can promote teamwork
• Focus on rewarding teams for achieving specific
goals
• Allow time for team members to mentor and
help each other to meet project goals and
develop human resources
36. General Advice on Teams
• Focus on meeting project objectives and
producing positive results
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Nurture team members and encourage them to
help each other
• Acknowledge individual and group
accomplishments
37. Using Software to Assist in Human
Resource Management
• Software can help in producing RAMs and
resource histograms
• Project management software includes several
features related to human resource management
such as
– viewing resource usage information
– identifying under and overallocated resources
– leveling resources
38. Project Resource Management Involves Much
More Than Using Software
• Project managers must
– Treat people with consideration and respect
– Understand what motivates them
– Communicate carefully with them
• Focus on your goal of enabling project team
members to deliver their best work
39. MINICASE
Your company is planning to launch an important new project
starting January 1. You estimate that you will need one full-time
project manager for this one-year project, two business analysts
full-time for the first six months, two senior programmers full-
time for the whole year, four junior programmers full-time for
the months of July, August, and September, and one technical
writer full-time for the last three months. For simplicity’s sake,
assume that the main tasks these people will perform are as
follows, respectively:
– Project management
– Systems analysis
– Systems design
– Coding and testing
– Documentation
Create a stacked column chart showing a resource histogram for
this project, similar to the one shown in Figure 9-6. Be sure to
include a legend to label the types of resources needed. Use
appropriate titles and axis labels.