Ch. 9: Managing Human Resources Flashcards Preview

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Flashcards in Ch. 9: Managing Human Resources Deck (33):
1

Project team members may have authority over other project team members, have the ability to make decisions, and even sign approvals for project work and purchases.

Authority power

2

The project manager has the authority to discipline the project team members. This is also known as
penalty power.

Coercive power

3

Contracts and agreements with unions or other employee groups may serve as constraints for the project.

Collective bargaining agreement constraints

4

This attribute defines what talents, skills, and capacities are needed to complete the project work.

Competency

5

This approach requires that both parties give up something.

Compromising

6

This theory states that people will behave based on what they expect as a result of their behavior. In
other words, people will work in relation to the expected reward.

Expectancy theory

7

The project manager's authority comes from both experiences with the technology the project focuses on and from expertise in managing projects.

Expert power

8

The person with the power makes the decision.

Forcing power

9

The project manager has been assigned the role of project manager by senior management and is in
charge of the project.

Formal power

10

Frederick Herzberg's theory of the motivating agents and hygiene agents that affect a person's willingness to excel in his career.

Herzberg's theory of motivation

11

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.

Hierarchical organizational chart

12

This organizational interface considers the formal and informal reporting relationships that may
exist among the project team members. The interpersonal interface also considers the job descriptions of the project team
members, existing reporting structures between supervisors and subordinates, and existing relationships, if any, that may
affect the project work. This interface also considers any cultural or language differences among the project team that may
need to be addressed.

Interpersonal interfaces

13

A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. The issue log may also include team members or stakeholders who are responsible for finding a solution to the identified
issues.

Issue log

14

The logistics of the team locale, time zones, geographical boundaries, and travel requirements
within a project.

Logistical interfaces

15

Abraham Maslow's theory of the five needs all humans have and work towards.

Maslow's hierarchy of needs

16

Douglas McGregor's theory that states management views workers in the Y category as
competent and self-led and workers in the X category as incompetent and needing to be micromanaged.

McGregor's theory of X and Y

17

Traditional chart that depicts how the organization is broken down by department and disciplines. This
chart is sometimes called the organizational breakdown structure (OBS) and is arranged by departments, units, or teams.

Organization chart

18

The project management team needs to identify which departments are going to be involved in
the project.

Organizational interfaces

19

The structure of the organization has a direct correlation to the amount of power a
project manager has within a project.

Organizational structure constraint

20

William Ouchi's theory is based on the participative management style of the Japanese. This theory
states that workers are motivated by a sense of commitment, opportunity, and advancement.

Ouchi's theory Z

21

The hidden goals, personal agendas, and alliances among the project team members and the
stakeholders.

Political interfaces

22

This approach confronts the problem head-on and is the preferred method of conflict resolution.

Problem solving

23

A RACI chart is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.

RACI chart

24

The project team personally knows the project manager. Referent can also mean that the project manager refers
to the person who assigned him the position.

Referent

25

This hierarchical chart can decompose the project by the type of resources used
throughout it.

Resource breakdown structure (RBS)

26

A responsibility is the work that a role performs.

Responsibility

27

A RAM chart shows the correlation between project team members and the
work they've been assigned to complete.

Responsibility assignment matrix (RAM)

28

The project manager has the authority to reward the project team.

Reward

29

This person is responsible for a specific portion of the project. Roles are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.

Role

30

This approach "smoothes" out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions.

Smoothing

31

A subsidiary plan of the project management plan that defines staff acquisition, timetables,
release criteria, training needs, reward and recognition system, compliance issues, and safety concerns for the project.

Staffing management plan

32

The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. The technical interfaces are the resources that will be doing the project work.

Technical interfaces

33

This conflict resolution method sees one side of the argument walking away from the problem, usually in
disgust.

Withdrawal