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PMBOKPMBOKGuidelinesGuidelines
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Human Resources Management
PMBOK Processes
1. Organizational Planning2. Staff Acquisition
3. Team Development
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Project Human Resources
Management DEFINED:
Includes the processes required to
make the most effective use of thepeople involved with the project
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Project HRM Dilemma HRMHRM questionsquestions on thePMP examPMP exam are
relatively easyeasy
Developing and using superiorsuperiorHRM skillsHRM skills
on realprojectsprojects is difficultdifficultand rarerare
A major distinction between superiorA major distinction between superior
leaders and others is goodleaders and others is goodteam buildingteam building
skillsskills
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ProjectHRM
Organizational Planning
Templates
HR Practices
OT
Stakeholder Analysis
--Project Interfaces
--Staffing Requirements
--Constraints
--Role/Responsibility Analysis
--Staff MGT Plan
--Organizational Chart
--Supporting Detail
InputsInputs OutputsOutputsPROCESSESPROCESSES
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ProjectHRM
Staff Acquisition
Negotiations
Preassignment
Procurement
--Staff MGT Plan
--Staff Pool Description
--Recruitment Practices
--Project Staff Assigned
--Project Team Directory
InputsInputs OutputsOutputsPROCESSESPROCESSES
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ProjectHRM
Team Development
Team Building
MGT Skills
Reward SYS
Collocation
Training
--Project Staff
--Project Plan
--Staff MGT Plan
--Performance Reports
--External Feedback
--Performance Improvements
--Performance Appraisals
InputsInputs OutputsOutputsPROCESSESPROCESSES
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Major Processes DefinedAn Informal View
1.
Identifythe
People
2.Obtain
the
People
3.
Develop
the
People1
2
3
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1. Staff Requirements
Identify PeopleKEY CONCEPTS
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Authority
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ProjectHRM
Types of Authority
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Project Managers Authority
None Low Medium High
Functional Project
ExpeditorProject
Coordinator
WeakMatrix
Strong
Matrix
Projectized
Increasing Authority
Type of Organization Structure
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Power
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PM Power Spectrum
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ProjectHRM
Power and Authority Problems Power and authority are perceived
Poorly documented or no formal authority
Dual accountability of personnel The project organization encourages individualism
Shifting of personnel loyalties from vertical tohorizontal lines
Ability to influence or administer rewards andpunishments
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Sources of Powerand Impact on People
Possible
Possible
Possible
PossiblePossible
Possible
Possible
Possible
Possible
Possible
Likely
Likely
Likely
Likely
Likely
Commitment Compliance ResistancePower Source
Legitimate
Reward
Coercive
Expert
Referent
Response of Individual
Total Power = Positional + Personal PowerTotal Power = Positional + Personal Power
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Elements of
Staff Management PlanResponsibility Assignment Matrix (RAM)
Line Responsibility Chart (LRC)
Team Organization Chart
Resource Spreadsheet
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Staffing Management Plan
Subset of overall project plan
Describes when and how human
resources will be brought onto and
taken off of the project team
Includes all organizational planning
outputs
Supporting detail
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ProjectHRM
Responsibility Assignment Matrix(RAM)
A structure which relates the projectorganizational structure to the work
breakdown structure to help ensure thateach element of the project's scope of workis assigned to a responsible individual ororganization. It is used to:
Establish functional responsibility
Establish contracting strategy
Establish manageable work packages for control andreporting
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ProjectHRMElements of a RAM
General management responsibility
Operations management responsibility
Specialized responsibility
Must be consulted
May be consulted
Must be notified
Must approve
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ProjectHRM
RAM Illustration
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Responsibility Matrix- Example
Purpose/BenefitShows level of
responsibility for groups
and/or individuals
Graphically links the
work to be done to those
doing it
PersonActivity
A B C
P = Participant A= Accountable
R = Review S = Sign-Off
Plan & Control
Requirements
Func Specs
Design
Fabrication
Validation
A
A
P
R
S
S
A
RA
R S
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ProjectHRM
LineR
esponsibility Chart LRC-
Describe how internal and external
communications should take place
"information originate by"
"reported to"
Show the distribution of data items
Identify skills distribution
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Team Organization Chart- Example
Purpose/BenefitDefines formal &
informal reporting
relationships amongpeople on the project
Helps in identifying
communication/
information channels
St ff
St ff
St ff
Business
Professionals
St ff
St ff
St ff
Systems
Developers
St ff
St ff
St ff
Technical
Experts
r j t M r
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Resource Spreadsheet- Example
Purpose/BenefitShows group and/or
individual
responsibilities setagainst time
Graphically links the
work to be done with
who and when
MonthActivity
Jul Aug Sep
Plan & Control
RequirementsFunc Specs
Design
Fabrication
Validation
Joe Joe Joe
SueSueTom
TomTom
Bill
Fred
Bill
Fred
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Check on Learning1. Which of the following are part ofthe Staff ManagementPlan?
a. List of project stakeholders
b. A chart describing work assignment responsibilities
c. A chart describing internal/external communications responsibilitiesd. A chart describing work responsibilities against time
2. Define Compliance_____________________________
3. Define Commitment____________________________
4. List 4 things a leader can influence to increase productivity.
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SOLUTIONS TO
Check on Learning1. Which of the following are part of the Staff Management Plan?
b. A chart describing assignment responsibilities---RAM
c. A chart describing internal/external communications responsibilities---LRC
d. A chart describing responsibilities against time---RESOURCESPREADSHEET
2. Compliance isMINIMUMEFFORT OR PERFORMANCETO AVOID BEING
PUNISHED ORRECEIVING UNWANTED ATTENTION.
3. Commitment is EXTRA EFFORT OR PERFORMANCETO ACCOMPLISHMORETHANMINIMUMREQUIRED. ENTHUSIAM AND INTEREST IN DOING GOOD JOB.
4. List 4 things a leader can influence to increase productivity.
1. IN FLUENCEPERCEPTION OFTECHNICAL EXPERTISE
2. OFFER CHALLENGING WORK3. ENCOURAGEFRIENDSHIPS
4. INC REASEPAY
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2. Staff Acquisition
Get StaffPMBOK GUIDELINES
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HR Processes In Depth
Suppliers
Inputs Tools/Tech Outputs
CustomersActivities
.1 Staff Mgmt Plan
.2 Staff Pool Descrip
.3 RecruitmentPractices
.1 Negotiations
.2 Pre-assignment
.3 Procurement
.1 Project Staff
Assigned
.2 Project Team
Directory
Functional Orgs.
HR Organization
Make assignments
Review PoliciesComplete hiring
paperwork
Project Manager
Project Team
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Project Managers Skills
Successful PMs prioritize the following as important skills
1. Communications skills
2. Organizational skills
3. Team building skills
4. Leadership skills5. Coping skills
6. Technological skills
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3. Team DevelopmentBuild Team/Develop People
PMBOK GUIDELINES
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Team Building Activities
Team Planning
Kickoff Meetings
Team Training
Team Exercises
Plan them in, otherwise they wont happen
Example actions include:
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Project Leader versus Manager
Project Leader Set direction/vision
Inspire team work
Align employees Motivate & support
Project Manager Plan & budget
Organize groups
Staff Control
Project Managers Who
Are Also Project Leaders
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Project Leader Is adaptable and innovative
Leads others through the project processes
Constantly learns
Is decisive; a problem solver
Is an accomplished motivator
Show genuine interest in members growth
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Project Leader(cont.) Can multitask with a broad knowledge base
Negotiates from strength built through
supplying accurate information
Is a good listener; relays directions
accurately
Understands varied behavioral styles and
motivation theory***
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Comparison ofContentContentTheories
Self-Actualization
Esteem
Social/Affiliation
Safety/Security
Physiological
Growth
Relatedness
Existence
Motivators
-advancement
-growth
-achievement
Hygiene
-job security
-salary
-working cond.
-group member
Need for
Achievement
Need forPower
Need for
Affiliation
1G: Needs1G: Needs TheoriesTheories2G: Motivator2G: Motivator
TheoryTheory
3G:3G:
AchievementAchievement
TheoryTheory
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MajorProcessProcess Theories
Theory X &YTheory X &Y
Contingency TheoryContingency Theory
Goal-setting Theory
Expectancy TheoryExpectancy Theory
Re-enforcement Theory
Equity Theory
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Project HRMMajor Problems andMajor Problems and
Best PracticesBest Practices
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Problems in Project HRM ConflictsConflicts
Disruptive PeopleDisruptive People
ConfrontationConfrontation
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Sources of ConflictSources of Conflict
Schedules
Project priorities
Manpower resources
Procedures
Technical opinions
Cost systems
Personality conflicts
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ProductivityProductivity Often, a factor of10 separates the best performers (or
teams) from the worst.
80/20Rule80/20Rule Also, the best is usually more than twice as productive as
the average.
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Best Practices in PMMANAGEMENT andMANAGEMENT and
LEADERSHIPLEADERSHIP
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---CLASSEXERCISE 1---
WHAT ARETHE9 PMBOKWHAT ARETHE9 PMBOK
AREAS??AREAS??1. ____________________
2. ____________________
3. ____________________4. ____________________
5. ____________________
6. ____________________
7. ____________________8. ____________________
9. ____________________
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Topic Overview
Introduction and background
Management
Power
Leadership
1st and 2nd GenerationSituational LeadershipSituational Leadership
3GSL - 3rd GenerationSituationalSituationalLeadershipLeadership
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China 2001--Present Transition into open and global marketplace
Growing complexitiesGrowing complexitiesrequire
transforming organizations through bestbestmodern management practicesmodern management practices
Adapting and coping with acceleratingacceleratingchangeschangesrequires transforming
organizations through new approaches tonew approaches toleadershipleadershipand tolerance for visionary anddisruptive leaders
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What is Management? Structured approach to allocating resources
to best meet goals efficiently and effectively
As complexitycomplexityincreases managementmanagement
sophistication increases
Planning**
Organizing**
Controlling**
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Management Science
Principles and practices for using resources to accomplish
organizational goals efficiently and effectively
Impersonal in nature
Formalized procedures for planning, organizing andcontrolling
Reduce uncertainty and risk
Improve efficiencies
Control resource expenditures,
Achieve goals on schedule
Standardize and structure organizational behavior into
orderly and stable work patterns or conformity
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Managers
Personal behaviors
Behaviors rarely match model or theories
Work at unrelenting pace due to work overload Many interruptions, work activities are brief and
abrupt
Spend more than 85% of time on URGENCIES rather
PRIORITIES
Seek out other people while maintaining low
levels of emotional involvement
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Priorities Versus Urgencies
Priorities: work that accomplishes goals
Urgencies: These are the work activities that managers really do
Work that requires managers attention real-time
Work activities that are not priorities or result in
goals Typically over85% of work activities are
URGENCIES
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Understanding POWEROrganizational Authority VS
Personal Power
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Understanding POWER
Power from organization (positionauthority)
Legitimate or legal authority to induce compliance
Use of rewards and punishments Special connections and information
Position Power is delegated from above and is volatile andperishable
Power from people (personal influential power)
Power is derived from others Visionary
Expert
Charismatic (emotionally energizes others)
Is difficult to attain but not easily lost
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Organizational Power is from top
down
POWERPOWERManagement Level
TOPTOP
MIDDLEMIDDLE
SUPERVISORYSUPERVISORY
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Position Power
Source of power is top down
Amount of power depends on level of position
Legal Legitimate
Induces compliance
Rewards Punishment
Is perishable quickly gained or lost
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Personal Power is from bottom
up
POWERPOWERManagement Level
TOPTOP
MIDDLEMIDDLE
SUPERVISORYSUPERVISORY
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Personal Power
Individual character and personality
Perceived as Expert
Charismatic personality or is well-liked Visionary
Enthusiastic and energetic
Influential or motivational
Source is other people
Not easily gained nor easily lost
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What is Leadership?
Leadership is aboutCHANGELeadership is aboutCHANGE!! CHANGING PEOPLEPEOPLE
It is influencing people to accomplish goals
Goals can be organizational or personal Focus on supervisory leadership
CHANGINGORGANIZATIONSORGANIZATIONS
It is having a vision of the future and energizing others
to believe and achieve this vision Transform groups, teams and organizations into
believing desiring and achieving vision
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Leadership and Leaders
Theories and models vary according to the
times and culture
Theories are heavily contaminated by currentlypopular leaders or practices
Confusion between people versus principles
Always searching forbest leadership
theory/model Constantly changing and evolving
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GOAL: EffectiveLeadershipEffectiveLeadership
Increases leaders time efficiency Getting desired performance from people
When you are present
When you are NOT present Most leaders can get desired performance
when they are present
Best leaders or effective leaders getBest leaders or effective leaders getdesired performance when NOT presentdesired performance when NOT present positively affect feelings and attitudes
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Leadership includes changing
organizations through visionary ideas VISIONARYLEADERSHIPVISIONARYLEADERSHIP
Transforming organizations, institutions,Transforming organizations, institutions,nationsnations
Best practices for influencing behavior can be measured,quantified, articulated and learned
Creating and promoting visionary ideas is difficult tomeasure, quantify or teach.
Changing an organizations culture is
DISRUPTIVEDISRUPTIVE
UNCOMFORTABLEUNCOMFORTABLE RISKYRISKY
Visionary leaders tend to be passionate,committed and emotional
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Visionary/Transformational LeadershipVisionary/Transformational Leadership
TheThePygmalion PrinciplePygmalion Principle
1.1. Leader expresses visionLeader expresses vision Beneficial future outcome
Positive Expectations of achievement
Energizes others
22. Followers accept visionFollowers accept vision Vision does NOT have to be based on present realities
or constraints
Vision may be based onfalse assumptionsfalse assumptions
3.3. Vision is achievedVision is achieved
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ParetoPrincipleParetoPrinciple(80/20 rule)(80/20 rule)
QUALITYVS QUANTITYQUALITYVS QUANTITY 80% results from 20%people80% results from 20%people
80% of people get 20% of results
80% wealth owned by 20%people80% wealth owned by 20%people
80% of people share 20% of wealth
80%natural events caused by 20% ofnature80%natural events caused by 20% ofnature
80
% of nature accounts for 20
% natural events 80% of worksuccess from 20% of work80% of worksuccess from 20% of work
80% of work accomplishes only 20% of results
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EE44 or QUADEModelor QUADEModel
Developing World-Class Leadership EnvironmentEnvironment
Cultural
legal
complexity
market
stakeholders and customers
ExpectationsExpectations internal
external
EfficienciesEfficiencies technologies
labor pool
resources
EffectivenessEffectiveness talent
vision
good fortune
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SituationalSituationalLeadershipLeadership
Leading people in
Projects
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SituationalLeadershipSituationalLeadershipEvolution
Influences
Contingency Theory
Expectation Theory
1st Generation SL1st Generation SL Life-cycle theory of leadership
2nd Generation SL2nd Generation SL
SL II Leadership and the One-Minute Manager
Developed by Dr. Ken Blanchard and BTD in 1980s
3GSL3GSL
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What is 3GSL or
3rd Generation Situational Leadership? Modified SLIIModified SLII -15years ofexperiences
Impact of various cultures in motivating and influencing others
Impact of Globalization on leadership
Changing peopleChanging people
VISIONARYLEADERSHIPVISIONARYLEADERSHIP Transformational vision
Energizing others to believe and achieve the vision
Ethical character and positive values for Global culture Positive role model
ChangingOrganizations or NationsChangingOrganizations or Nations
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3GSL - World-class Visionary
and Transformational Leadership Ethical Character and motives DO matter
Leaders are always modeled and imitated
Certain values and behaviors are important andcorrect in all organizations and cultures
Leaders set the standards for others behavior
Leader behaviors are magnified many-fold by
subordinates Good behaviors benefit many people
Bad behaviors cause much suffering
Detailed look at
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Detailed look at
SITUATIONALSITUATIONAL
LEADERSHIP IILEADERSHIP II
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THEME OF SL II
DONT WORK HARDERDONT WORK HARDER----------
WORK SMARTERWORK SMARTER
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3 Leader Skills in SLII
1.1. FlexibilityFlexibilityin using variousleadership styles
2.2. DiagnosingDiagnosingwhich style touse
3.3. ContractingforLeadership StyleContractingforLeadership Style
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Skill 1 Flexibility Recognition that there is no best style
in leading or supervising others
Theory X and Theory Y
Directing and Supporting behaviors
Developing the ability to use a varietyof leadership styles comfortably
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Leadership Styles
S3 Supporting S2 - Coaching
S4 - Delegating S1 - Directing
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The Four Leadership Styles
S1 or Directing Leader provides instructions and closely supervises
S2 or Coaching Leader directs but also explains, asks and supports
S3 or Supporting
Leader supports and shares decision-making
S4 or Delegating Leader turns over decision-making and problem solving
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Skill 2 -Diagnosing
Knowing when to usethe correct leadership style
When I slow done
I go faster
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Leadership Style depends on
DEVELOPMENTAL LEVEL People performance consists of
Competence
Commitment Competence (gained from training or experience)
Knowledge
Skills
Commitment Confidence (work without supervision)
Motivation (interest in and enthusiasm for)
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Developmental Levelcont.
D1 Enthusiastic beginners
D2 Disillusioned learners
D3 Reluctant contributor
D4 Peak performer
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Skill 2 DIAGNOSING and
Developing People
COMPETENCECOMPETENCE HIGH HIGH SOME LOW
COMMITMENTCOMMITMENT HIGH VARIABLE LOW HIGH-------------------------------------------------------------
DEVELOPMENT LEVEL D4 D3 D2 D1
GrowingGrowing and Developing Peopleand Developing People
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DevelopingPeak Performers
Everyone hasPeak Performance
potential
You just need to know
where they are coming from(developmental level)
and meet them there(leadership style)
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AT THISTIME, LIST THEMOSTIMPORTANT CONCEPTSYOU HAVEAT THISTIME, LIST THEMOSTIMPORTANT CONCEPTSYOU HAVE
LEARNED SO FARLEARNED SO FAR
List any questions you have on next page.
5-Minute Check
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CHECK ON LEARNING
1. List some differences between managers
and leaders.
2. What are the 2 types of POWER?
3. Which type of POWER do PMs absolutely
have to learn?
4. How do you do the Pygmalion Principle?5. Why does the Pygmalion Principle work?
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CulturesLeadership and Cultural Differences
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Project HRM Presented by Dr. Herb Brooks--2003 109
Cultures 3 types of cultural differences can affect a
virtual team:
1. National2. Organizational
3. Functional
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N i l C l
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Project HRM Presented by Dr. Herb Brooks--2003 111
National Cultures Uncertainty Avoidance: the extent to which
members are comfortable with uncertainty.
High Avoidance:
Seek details and plans,
predictability, closure.
Nervous when uncertain.
Belgium, Japan, France,South Korea, Italy
Low Avoidance:
Less need for total
definition. Comfortable
with uncertainty.
Great Britain, Hong Kong,Ireland, Canada, U.S.,
India
N i l C l
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Project HRM Presented by Dr. Herb Brooks--2003 112
National Cultures Individualism Collectivism: The degree that
people prefer to act as individuals or a group.
Individualism:
Loose ties between people;
people take care of
themselves; value personal
time.
Great Britain, Australia
Italy, Germany, France,
U.S.
Collectivism:
People form strong,
groups; value team
identity; put team first.
Most Asian and CentralAmerican countries
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N i l C l
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Project HRM Presented by Dr. Herb Brooks--2003 114
National Cultures Long Term Short Term: Orientation
toward immediate or long term returns.
Long Term:
Motivated by long term
successes.
Most Asian countries.
Short Term:
More impatient; need
immediate reinforcement.
English-speaking countries.
N i l C l
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Project HRM Presented by Dr. Herb Brooks--2003 115
National Cultures Context: How people view different
communication cues.
High Context:
Messages have little
meaning without context;
prefer historical data and
subjective opinions.
Japan, China, Mexico,
Greece, French Canada,
Great Britain.
Low Context :
Prefer objective and fact-
based messages; the
message itself is sufficient.
Germany, U.S., EnglishCanada
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Organization CultureHierarchy Formal, governed by
procedures Stability and control
Low risk; no surprises
Adhocracy (temporary)
Dynamic; adaptive
High risk taking andinnovation
Try new things
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Functional Culture Functional experts develop their own way
of doing things.
Mergers of diverse cultures produce conflictover best way to approach problems.
HR, Marketing and Sales prefer more
contextual information than I.T.,Engineering and Finance