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17 Cards in this Set
- Front
- Back
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McGregor's Theory of X & Y
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X- people need to be watched every minute
Y- people are willing to work without supervision and want to achieve |
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Maslow's hierarchy of Needs
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People are not motivated to work by security or money. Instead, the highest motivation is to contribute and to use their skills. "Self actualization"
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David McClelland's Theory of Needs
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(Acquired Needs Theory)
People are most motivated by achievement, affiliation, power. |
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Herzberg's theory
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Hygiene factors destroy motivation but improvement
alone is not sufficient to motivate. What motivates people is the work itself including responsibility, self actualization, personal growth, recognition. |
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Responsibility assignment matrix
(RAM) |
A grid that shows the project resources assigned to each work package.
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Resource Breakdown Structure
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A hierarchical representation of resources by category and type.
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Multi-criteria decision analysis
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Utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.
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Colocation
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An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.
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Powers of the project manager
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Formal – based on the position
Reward – stems from giving rewards Penalty (coercive) – the ability to penalize team members Expert- being the technical or project management expert Referent- another person like you, expecting you, I wanted to be like you |
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Reasons for conflict
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(In order)
Schedules project priorities resources technical opinions administrative procedures cost personality |
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Collaborating
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Problem-solving (WIN-WIN) -parties only discuss differences and try to incorporate multiple viewpoints in order to lead to consensus.
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Compromising
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Reconciling – finding solutions that bring some degree of satisfaction to both parties (lose-lose)
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Withdrawal
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Avoidance – parties retreat or postpone the decision on the problem
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Smoothing
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(Accommodating) Agreement rather than differences of opinion
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Forcing
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Directing – pushing one viewpoint at the expense of another. Win-lose.
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RACI chart
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Responsible, accountable, consult, and inform. Describes responsibility assignment matrix that defines role assignments more clearly than RAM.
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Stages of team development
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The Tuckman Ladder. Forming , storming, norming, performing, adjourning
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