Human Resource Management Definitions

Human Resource Management Definitions:

Useful Management Definitions for Department of Human Resources

•Concurrent Engineering: An approach to project staffing that, in its most general form, calls for implementers to be involved in the design phase. (Sometimes confused with fast tracking)

---

•Functional Manager: A manager responsible for activities in a specialized department or function. (e.g., engineering, manufacturing, marketing)

---

•Functional Organization: An organization structure in which staff are grouped hierarchically by specialty

---

•Halo Effect Management Definitions is the assumption that because the person is good at a technology, he will be good as a project manager.

---

•Line Manager: The manager of any group that actually makes a product or performs a service. ie. A functional manager.

---

 

---

•Human Resource Leadership Styles and Management Resources Development:

o Directing: Telling others what to do

o Facilitating: Coordinating tile input of others

o Coaching: Instructing others

o Supporting: Providing assistance along the way

o Autocratic: Making decisions without input

o Consultative: Inviting ideas from others

o Consensus: Problem solving in a group with decision-making based on group agreement

---

•Matrix Organization: Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.

---

•Organizational Breakdown Structure: A depiction of the project organization arranged so (OBS) as to relate work packages to organizational units.

• : The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members.

---

• Project Manager: The individual responsible for managing a project.

• Project Team Members: The people who report either directly or indirectly to the project manager.

• Projectized Organization: Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project.

• Responsibility Assignment Matrix (RAM): defines who does what. The Staffing Management Plan defines when will people get added and removed from the project.

• Team Conflicts: Conflicts in the team are caused due to the following reasons in decreasing order of occurrences.

o Schedules

o Project Priorities

o Resources

o Technical Opinions

So the most common cause of conflicts in projects is issues related to schedules.

---

• Problem Solving Techniques: There are standard conflict resolution techniques available to resolve conflicts. These are (from best to worst):

o Problem Solving or Confrontation: (look at the facts, analyze them and find a solution). This is an example of win-win situation.

o Compromising: (Find the middle route). This is an example of loose-loose situation.

o Withdrawal or Avoidance

o Smoothing (Emphasize the agreements)

o Forcing 🙁 Do it my way). This is an example of win-loose situation.

---

• Project Manager’s Power A Project Manager may yield authority over the project team in one of the following ways (Human Resources Forms):

o Referent – project team knows the PM

o Formal Power – Power due to Project Managers position

o Technical Power – Project Manager has strong technical skills in the projects domain.

o Coercive Power – The project team is afraid of the power the Project Manager holds.

---

• Organizational Theories: There are many organizational theories. Some of the main ones are – Expectancy Theory, McGregory Theory, Herzberg Theory, and Maslow’s Hierarchy of needs.

• Expectancy Theory: People accept to be rewarded for their efforts. This is a motivation factor. People put in more efforts because they accept to be rewarded for their efforts.

• McGregory Theory of X and Y: There are two types of employees. Employees of type X need to be always watched. They cannot be trusted and need to be micro managed. Employees of type Y, on the other hand, are self-motivated. They can work independently.

• Herzberg Theory: Hygiene factors (salary, cleanliness etc.) if not present can destroy motivation to Human Resource. However good hygiene alone does not improve motivation. What motivates people is the work itself. The motivation factors for employees include responsibility, self-actualization, growth, recognition etc.

• Maslow’s Hierarchy of needs: There are various levels of needs for an employee. When a lower level is met, employee attempts to reach the next higher level. The maximum satisfaction is achieved when the employee reaches the highest level of satisfaction – self-fulfillment. These level of needs from the highest to lowest as per Resource Management are:

o Self-fulfillment

o Esteem

o Social

o Safety

o Physiology

---

• War room: is a technique for team building. As part of this the project team meets in one room. It helps to create a project identity.

---