Chapter 9: Managing HR

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Chapter 9: Managing HR
2011-06-25 19:00:55

Phillips CAPM/PMP
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  1. adjourning
    once the project is done, team members move on to other assignments either together or separately
  2. authority power
    • authority over other project team members
    • ability to make decisions
    • sign approvals for project work and purchases
  3. coercive power
    • PM has authority to discipline project team members
    • aka penalty power
  4. collective bargaining agreement constraints
    contracts and agreements with unions or other employee groups, may serve as project constraints
  5. competency
    defines what talents, skills, and capabilities are needed to complete project work
  6. Expectancy Theory
    • People will behave based on what they expect as a result of their behavior.
    • people will work in relation to the expected award
  7. Expert power
    PM's authority comes both from experience with the project's knowledge areas and also expertise in managing projects
  8. Forcing power
    person with power makes the decisions
  9. Formal power
    PM has been assigned their role by sr mgmt and is in charge of the project
  10. Forming
    project team meets and learns about their roles and responsibilities on the project
  11. Herzberg's Theory of Motivation
    • There are two catalysts for success with people:
    • - Hygiene agents: workers' expectations (paycheck, clean/safe conditions, etc)
    • - Motivating agents: elements that motivate people to excel (responsibility, appreciation, etc)
  12. Interpersonal interfaces