Project Management - Human Resources

Product Int roduct ion &Proj ect Management

•Human Resources

Human resources

By the end of this session you will:

Describe the components of organisational cultureExplain the basics of team role analysis

Discuss the elements of motivation

Complete a past exam question

List the common aspects that are considered part of human resource

Common aspects that are considered part of human resource are:

Human resources

•Organisational culture

•Team roles

•Motivation

•Legal aspects of employment such as contracts and recruitment, working environment, etc.(not discussed here)

•Scheduling – (not specifically discussed here).

Human resources


•Team roles

•Motivation



What is

Organisational culture?

Human resources>organisational culture

What is

The ‘culture’ where you work?


A great many people refer to the classic phrase coined by the McKinsey organisation, that culture is

“how we do things around here”.

And while that may be true, there are so many elements that go into determining what you do and why, that this definition only scratches the surface.


The Cultural Web

Human resources>organisational cultureThe Paradigm-six interrelated elements that help to make up what Johnson and Scholes call the “paradigm” – the pattern or model – of the work environment. By analyzing the factors in each, you can begin to see the bigger picture of your culture: what is working, what isn’t working, and what needs to be changed. Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.


Stories – The past events and people talked about inside and outside the company.

Who and what the company chooses to immortalise says a great deal about what it values, and perceives as great behaviour.

Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.


Rituals and Routines – The daily behavior and actions of people that signal acceptable behavior.

This determines what is expected to happen in given situations, and what is valued by management



Control Systems – The ways that the organisation is controlled.

These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organisation.)



Organizational Structure – This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued.



Power Structures – The pockets of real power in the company.

This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction. Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.


Symbols – The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes.


Human resources


•Team roles

•Motivation



Human resources>team roles

What are

Team roles?Teams need to have the right specific (technical) skills and a balance of personal attributes.

If an ideal can not be reached, it helps to have an insight into personalities.


Two widespread approaches:

Belbin’s team roles(www.belbin.com)

and Myers-Briggs.

Defines team roles in the way one person’s behavior relates to others as part of a team.

Belbin’s team rolesHuman resources>team roles

The accurate delineation of these TEAM ROLES is critical in understanding the dynamics of any management or work team.


Myers-Briggs looks more at personality, divides population into 16 types:

Myers-BriggsHuman resources>team roles

•Introvert (I) or Extravert (E)

•Sensing (S) or Intuition (N) – processing information based on facts (S) or insight (N)

•Thinking (T) or Feeling (F) –making decisions based on logic (T) or personal values (F)

•Judgement (J) or Perception (P) – organising your life based on structure (J) or flexibility (P)

http://www.humanmetrics.com/cgi-win/JTypes1.htm




How useful do you think this type of profiling is?

Human resources


•Team roles

•Motivation



Human resources>motivation

Motivation

“the driving forces that make people act as they do.”

www.pearsoned.co.uk/


•Intrinsic Motivation•Extrinsic Motivation

Motivation can be thought of as two basic types:


Intrinsic Motivation

Extrinsic Motivation

When the drive to work come from within the person. Eg a desire to succeed, prove something to yourself etc.

When the drive to work come from outside sources. Eg money, pressure, consequences, etc.


books, websites, advice, coaching is easy to come by.

But don’t forget the basic fact that:

motivation and de-motivation is affected most by one person interacting with another person.


What motivates you?


How can you get the best out of a team?


productivity increases with attention given to workers by management. Implies social need.

Hawthorne Effect


Leadership styles 1.Task

behaviour This refers to ‘direction’.Communication

patterns, between leader and co-workers

2. Relationship behaviour

This refers to the socio-emotional support of the team member. Friendship, respect and trust of leader for his co-workers


Leadership styles four basic styles: For a new/immature subordinate, the relationship will start off in the Telling mode, then, as maturity increases go through selling, participating and delegating.

Problems come when delegating is confused with abdicating (from either party!). Some of the difficulties can be overcome by objective setting.


Transactional Analysis The roles we play during conversations can be thought of as three basic types:

ChildParentAdultThe role we adopt is governed by the relationship we have with the other party.

Documents

Project Management - Human Resources