Life and Spiritual Coaching

May 28, 2008

PMP Notes for Human Resource Management

Filed under: PMP — by Donna Ritter @ 6:44 pm
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  • Responsibility Assignment Matrix (RAM) – people who are working on tasks identified on the WBS
  • Staffing Management Plan – when and how you need to hire what kind of talent
  • Learning Curve Theory – the cost to produce an item will decrease each time the production is doubled
  • Leading – establishing direction, aligning people and motivating and inspiring the team
  • Staff selection – base on previous experience, personal interests, personal characteristics, availability, competencies and proficiency
  • Reward and recognition – based on separately budgeted controllable cost; clear, explicit, achievable and cultural
  • Scientific Management – clear and specific procedures result in effeciency and motivation
  • Expectancy theory – results can be applied bu treating people with encouragement, givings them a sense of recognition and achievement, and giving praise publicly and criticism privately
  • Maslov theory – hierarchy of needs; 5 levels (physiological, safety, love and affection, esteem and self actualization); lower needs met first
  • Hertzberg theory – motivation/hygiene;hygiene factors need to be maintained;motivators or satisfiers are a sense of achievement and a sense of recognition for things done, the work itself, responsibility, advancement, growth etc. the dis-satisfiers or hygiene factors are company policies, relationships with supervisor, personal factors, status, security,  and others. Maintain hygiene factors by having a good working personal policy and good leadership practices, feeling of achievement, and recognition for work done; responsibility and empowerment.  
  • McGregor theory – Theory X managers think that all people are basically lazy and that unless they are threatened or in some way forced to do work, they will not do any work. These managers work direct work to be done and do not allow very much participation in any decision making. Theory Y managers think that people will do a good job for the sake of doing it. They believe in participative management and sharing information with the worker. These managers also listen to problems that are brought by their staff.
  • Theory Z – this theory believes that high levels of trust, confidence and commitment to work on the part of management leads to high levels of motivation and productivity.
  • Job design – change negative attitudes
  • Job enrichment – plan and control included; for motivational effects; a lack of boredom, a feeling that the work is meaningful, a feeling of being responsible, for the consequences of what work is done and how it is done and a feeling of competence in accomplishing the task.
  • Quality Circles – ad-hoc; volunteer group; address quality problems
  • Outputs from team development – performance improvements and input to performance appraisals
  • Project required direct and indirect costs for training are generally paid by the performing organization
  • Coercive and reward power depends on the person being influenced believing that the the thing being requested can actually be done, that the reward or punishment can actually be given by the influencer, and that the reward or punishment is sufficient to motivate the person being influenced to do the work.
  • Legitimate power – formal authority
  • Referent power – charismatic and virtues of the leader give him power
  • Expert power – knowledge or ability
  • Representative power – delegated
  • Conflict resolution – frustration acceptable; 5 ways of resolving conflicts: forcing, smoothing, compromising, problem solving (confrontation), withdrawing.
  • Forcing – permanent solution, win-win lose approach, not good for building teams
  • Smoothing – minimizing disagreement by making differences seem less important; demphasize area of difference, good for team but conflict may return
  • Compromise – give up something to reach a common ground
  • Problem solving (confrontation) – all disagreements must have one correct solution
  • Withdraw – worst; negative; “Cooling off”
  • For most meetings 10 people are optimum. Have a clear agenda, facilitator and time keeper. Things off the agenda are not discussed but a new meeting will be scheduled to discuss.

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