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Project Management Year 1 > Management > Flashcards

Management Flashcards

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1
Q

Power Culture (Handy)

A

Peoples activities are strongly influenced by a dominant figure
Power is held by the few and from the centre

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2
Q

Role Culture (Handy)

A

Influenced by clear and detailed job descriptions in a well defined structure
Power derives from a person position

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3
Q

Task Culture (Handy)

A

Teams are used to solve the problem
Power derives from expertise
Matrix so no single source of power

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4
Q

Person Culture (Handy)

A

Activities are influenced by the wishes of the individuals who are part of the organisation

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5
Q

Integration (Martin) Perspective

A

Culture values should be shared across the organisation, a unified culture

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6
Q

Differentiation (Martin) Perspective

A

Conflicting demands from individuals

Cultural pluralism

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7
Q

Fragmentation (Martin) Perspective

A

Constant changing of events, organisation as complex and unpredictable

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8
Q

Cultural Pluralism

A

When smaller groups within a larger society maintain their unique cultural identities

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9
Q

HRM

A

Strategies for managing people in order to achieve business objectives.

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10
Q

Soft HRM

A

An approach to HRM based on treating employees as the most important resource in a business.

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11
Q

Porters 5 Forces

A

Intensity of Rivalry
Bargaining Suppliers/Sellers
Threat of substitutes/new entrants

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12
Q

Hard HRM

A

An approach to HRM based on treating employees as a resource that needs to be managed.

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13
Q

Project Culture

A

A set of beliefs, attitudes and behaviours that exist independently of the individuals in the project.

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14
Q

Culture (GR Mills)

A

Abstract, long-term and socially determined
Often associated with psychological traits and beliefs
Not emergent, dynamic and incentive-driven interactions

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15
Q

Group Decision Making Positive (4)

A
  • Complete information/knowledge
  • Increased diversity of views and higher creativity
  • Wider acceptance/adoption of a solution
  • Group decisions accurate than decisions of individuals,
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16
Q

Group Decision Making Negative (5)

A
  • Time consuming because solutions take longer
  • Individuals are quicker
  • Conformity pressures in groups
  • Group discussions may dominated by one/few members
  • Ambiguous responsibility
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17
Q

Barriers to Team Motivation (6)

A

Unclear objectives/direction
Insufficient resources
Power struggles/conflicts not confronted/resolved
Poor job security
Shifting goals/priorities (wrong prioritisation)
Barriers tackled directly by dealing with cause or indirectly

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18
Q

Belbins 9 Team Roles Idea

A

Groups need the right mix / balance of people (skills and behaviour) to be effective.
May build productive working relationships
People, action and problem solving oritentated

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19
Q

Intrinsic Motivation

A

Performing well in order to gain an internal reward, coming from INside the individual

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20
Q

Extrinsic Motivation

A

Performing well in order to earn a reward

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21
Q

Hygiene Factors (5)

A 
Factors causing job satisfaction
Salary and benefits
Working conditions
Company policy
Job security
Supervision and autonomy
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22
Q

Theory X

A

Managers take a pessimistic assume they’re unmotivated and dislike work. Team members need to be prompted, rewarded or punished constantly to complete their tasks.

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23
Q

Theory Y

A

Optimistic view and use a decentralized, participative style. Encourages more collaboration and trust-based relationship between managers and their team members.
Greater responsibility and try to develop employee skills

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24
Q

Expectancy Theory (Vroom)

A

Increased effort leads to increased performance i.e. if I work harder then this will be better.

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25
Expectancy Theory (Vroom) 3 Points
Valence (bothered about outcome) Instrumentality (the outcome will affect something) Expectancy (expectation how good outcome will be)
26
Expectancy Theory (Vroom) Process (4)
Individual effort Individual Performance Organisational Reward Personal Goals
27
Herzberg 2 Factor Theory
Hygiene factors and Motivators -
28
Herzberg Dis/Satisfaction Idea
Sources of dissatis.. when removed, don't produce satisfaction, but rather no dissatisfaction. Satis... from factors like job challenge/personal growth/etc
29
Maslow Hierarchy of Needs (5)
``` Psychological - Warmth/shelter Safety - Security/no fear Social - Interactions Asteem - Regard/appreciation Self actualisation ```
30
Values (4) | MP GPaB
Guiding principles and beliefs / Motivations / Priorities | Personal/moral frames that influence behaviours/beliefs
31
Attitude (4) EJ OPE ABC I R
Evaluation or judgment concerning objects/people/events Form affective/behavioural/cognitive intention response Result of direct experience/observation learning from env. Satisfaction or dissatisfaction
32
Behaviour (4) | AAV
Actions that accord with values Ways of conducting ourselves (good and bad) Balanced between personal/collective ways to act (e.g. Trustworthy, successful, polite behaviour)
33
Personal Benefit of Values (4)
Provide consistency and self-awareness Help relationships with others Inform conflict or difference resolution Promote compassionate communication
34
Business Benefit of Values (4)
Informed strategy formation The basis for bottom up vision and missions Strengthen identity Build between collaborators & wider stakeholders
35
Values Based Management
All levels find ways to encourage organisation’s values. Allow for bottom up growth encouraging individuals Encourages addressing unavoidable dilemmas, all agree
36
Bottom Up Growth
Training, supporting, advising and mentoring individuals from all areas of the organisation.
37
Values Based Recruitment (3)
Deliberately employing people that align with current organisational values. Individuals implicitly attracted to places w/ similar values More committed to strategic goals
38
Values and Performance
Strong values can drive high/low performance | Depends on ability to align with its market/adapt strategy practices
39
How Organisations Continue
Must gain/maintain a minimum level of approval from society to function. Necessary to recruit, obtain resources and find markets
40
Values Definition
Values are a series of Personal/moral frames that influence behaviours/beliefs, but also need to be motivating concepts that people care passionately about
41
Organisational Structure Definition (Mintzberg, 1979)
The sum total of the ways in which it divides its labour into distinct tasks and then achieves co-ordination among them
42
Vertical Specialisation
The extent to which responsibilities at different levels are defined
43
Horizontal Specialisation
The degree to which tasks are divided among separate people or departments
44
Responsibility
A person’s duty to meet the expectations others have of him/her in his/her role
45
Delegation
Occurs when one person gives another the authority to undertake specific activities or decisions
46
Span of Control
The number of subordinates reporting directly to the person above them in a hierarchy
47
Tall Structure
Narrow spans of supervision
48
Flat Structure
Wide spans of supervision
49
Empowerment
Giving employees greater control over their working lives, by determining how, what, when they complete a task
50
Job Enlargement
The process of increasing the number of tasks and responsibilities an employee has.
51
Job Enrichment
An increase in the level of responsibility that an employee has in order to increase motivation.
52
Matrix Structure
A form of organisation in which the staff are organised into teams that include all necessary specialists.
53
Maslow Concept
All humans have the same needs of which need to be met in order to move onto a new important need.
54
Motivation Definition
Forces acting on (extrinsic) or within (intrinsic) an individual to cause them to behave in a particular way.
55
Functional Structure
Grouping activities and employees according to their professional or functional specialisms
56
Divisional Structure
Divisional around the individual products
57
Network Structure
Organisations remain independant but join together for certain products or services
58
Huemann et al HRM
New project need for a new HR strategy | Need for assigning personnel for projects, dispersement from projects, and linking project assignments to careers
59
HRM Cycle
Normal - Selection, employment, release | Project - Selection, Employment, assignment, employment on project release from project, back to employment
60
Three HRM Objectives
Attract effective workforce - Recruitment/HRM Planning Develop effective workforce - Training/Appraisal Maintain effective workforce - Salary/benefit/relations
61
Mechanical HRM
Planning, Organising, Controlling, Monitoring, Reviewing | Control, systems, accepts status quo
62
Dynamic HRM
Leading, Liaising, Delegating, Coaching, Motivating | Innovation, challenges status quo
63
Employer gives to workforce HRM
Opportunity | Safe working environment
64
Employee gives to employer HRM (3)
Loyalty/commitment Willing to develop skills Ideas and opinions
65
Limit/damage engagement HRM (5)
``` Job insecurity and fear Repetitive jobs with short cycle times Jobs causing high stress–little autonomy/Inflexibility Unfairness in pay and rewards Little career progression ```
66
Human Resource Planning
A framework and approach that evolves and aligns human resource management and strategy to support long-term business goals. Matching resources to need
67
Operations Management Definition Stack et al.
Operations management is the activity of managing the resources that produce and deliver products and services
68
Ops Man Supply chain management
The operations managers needs to procure supplies to integrate and deliver client requirements on time
69
Ops Man Inventory management
To develop a sound inventory management system to retrieve the raw materials as and when required
70
Ops Man Quality management
Need to be in touch with the quality assurance personnel so that the quality of the deliverables fulfil the agreed quality criteria / compliance standards
71
Operation Managers Objectives (4)
Budget - OM depart budget/overheads, salaries, income and other benefits / costs, PM has project budgets Schedule - OM day busines/schedule, PM project delivery Staff Management -OM recruit/assign people to projects Skill Development - OM skills/career development
72
Process Management
Aim to continually improve processes, driving change and use business process to align with expectation
73
Supply Chain Management
The process of getting materials/services from | the supplier, to the contractor and then to the client
74
Goods/services cost for projects
External businesses goods/services in construction industry account for 80% of total project cost
75
Systems SCM is made of
Engineering, marketing, manufacturing, Logistics, and management
76
5 Principles of SCM
``` Know the customer Adopt Lean Philosophy Information infrastructure Integrate business processes Unite decision support systems ```
77
SCM Benefits (3)
Focus core skills, outsource to partners in supply chain Establish relationships w/ firms in supply chain Customer satisfaction enhance economic value. Through improved asset utilisation, cost/profit margins.
78
Barriers for SCM (5)
``` Lack of integration/Fragmentation/trust Conflict contractu relati.. between client/contractor/supplier Nature of project Culture at the workplace Inappropriate organisation structure, ```
79
Resolve Barriers of SCM (2)
Sub-contractors/suppliers should integrate into coms and reporting structures within their organisational structures Closer relationships to personnel working on projects.
80
Performance Management
Setting and achieving organisational goals that produce desirable business results where efforts must align with overall goals/strategy understood by everyone
81
Performance Management Cycle (3)
Planning/Defining - Responsibilities/Skills/Behaviour Ongoing Feedback/Facilitation/Encouragement Review - Continuous improvement
82
Power and Control Simons 1995 - Belief System
How value / excellence is created through strong relations | Core Values
83
Power and Control Simons 1995 - Boundary System
Defines minimum standards and makes clear what negative activities are off-limits/unacceptable Risks to be Avoided
84
Power and Control Simons 1995 - Interactive
Sharing information, ideas and encourage creativity and sense new patterns of change Strategic Uncertainties
85
Power and Control Simons 1995 - Diagnostic Control
Monitor performance / output progress towards targets | Critical Performance Variables
86
Key Performance Indicators
HRM - Retention rate, overtime, training Production - Efficiency rates, costs Marketing and Sales - Growth, brand value
87
Personal Development Plan
Creating an action plan based on awareness, values, reflection, goal-setting and for personal development
88
Organisational Behaviour 3 Part
Individuals in organisations micro/personality system Work Groups (meso-level / cultural system) How organisations behave (macro-level / social system)
89
Organisational Behaviour Definition (OB)
Human behaviour in orgs, the interface between human behaviour-orgs, and orgs itself
90
What OB Covers (6)
``` Organisational values and behaviour Motivation Relationships Communications Organisational behaviour Attitudes/Personality Counterproductive work behaviour (Dark side of work) ```
91
OB Iceberg
Visible organisational interactions | Stress, emotions, feelings, loyalties ect.
92
SMART
``` Specific Measurable Attainable Relevant Timely ```

Project Management Year 1 (13 decks)

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