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16 Cards in this Set
- Front
- Back
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Project Management
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Describes the process of initiating, planning, executing, controlling and closing an assignment that is temporary in nature. The PMP is the certification for a project manager.
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GOALS OF A PROJECT MANAGER
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Initiation-project requests are evaluated and selected for implementation, the stakeholders get together to discuss the proposed project.
Planning-planning is let by the PM and lays out how the project will be accomplished. This plan describes the deliverables, budget and scope of the project. This is where the timeline of the project is created. Executing-the project plan is implemented Controlling-the PM keeps the project on course and on budget by comparing accomplishments to the original plan and making course corrections as needed. Closing-the sponsor or customer acknowledges achievement of the project |
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STRATEGIC MANAGEMENT
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integrating the cultures of two organizations after a merger
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WORKFORCE PLANNING AND EMPLOYMENT
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developing a new hire orientation program
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TOTAL REWARDS
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developing a stock option program
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EMPLOYEE AND LABOR RELATIONS
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developing an employee handbook
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RISK MANAGEMENT
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developing an emergency response plan
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GOALS OF A PROJECT MANAGER
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Initiation-project requests are evaluated and selected for implementation, the stakeholders get together to discuss the proposed project.
Planning-planning is let by the PM and lays out how the project will be accomplished. This plan describes the deliverables, budget and scope of the project. This is where the timeline of the project is created. Executing-the project plan is implemented Controlling-the PM keeps the project on course and on budget by comparing accomplishments to the original plan and making course corrections as needed. Closing-the sponsor or customer acknowledges achievement of the project |
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STRATEGIC MANAGEMENT
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integrating the cultures of two organizations after a merger
|
|
|
WORKFORCE PLANNING AND EMPLOYMENT
|
developing a new hire orientation program
|
|
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TOTAL REWARDS
|
developing a stock option program
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|
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EMPLOYEE AND LABOR RELATIONS
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developing an employee handbook
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RISK MANAGEMENT
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developing an emergency response plan
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LEADERSHIP STYLES
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authoritarian-direct, effective immediate action, good for life threatening situations
democratice-most effective in environments of highly skilled professionals, some guidance is provided laissez-faire-groups operate on their own with no guidance results generally lower levels of productivity coaching-coaches work with group members to develop skills and abilities to operate independently transactional-focus on getting work done and seeks to do this by offering a reward for accomplishment transformation-reader sets ideal for the group and acts as a role model stimulating new ideas and perspectives |
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FIEDLER-CONTINGENCY THEORY
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LPC-least preferred co-wroker, score is 1-8 with 1 being bad and 8 being good
leader-member relations-relationship leader has with group are factor in determining level of influence task structure-jobs that are highly structured provide a leader with greater influence than those with less structure position power-leader has discretion to assign tasks onto reward or punish members |
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SITUATIONAL THEORIES-HERSEY-BLANCHARD THEORY 1971
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refers to the maturity of followers
telling-follwers are immature or inexperienced, leader must be directive selling0followers have some experience, leader is directing and encouraging participating-followers are experienced, leaders provide support to encourage followers to act on their own delegating-followers have experience and motivation; leader identifies goals and followers are accountable for goals |
