Lecture 7 - Managing people

Project Management Lecture Overview

  • Course: Managing People

  • Instructor: Dr. Taiwo Adedeji

  • Qualifications: BSc (Hons), MSc, MRes, PhD

Learning Outcomes

  • Define key management concepts:

    • Management by exception

    • Micro-management

    • Management by objectives

  • Understand and describe essential processes for:

    • Personnel recruitment

    • Addressing performance issues

    • Handling disciplinary issues

Managing People: Fundamental Principles

  • Projects are primarily run by people, not just methodologies.

  • IT projects focus on human interaction and execution, emphasizing that:

    • People are the central assets (human capital).

    • They are also the main source of project risk and limitations.

  • Effective project management critically depends on managing people well.

Harvard Model of HR Management

  • Key Stakeholders:

    • Shareholders

    • Management

    • Employees

    • Government and community

    • Unions

  • Policies and Choices:

    • Long-term HR policies

    • HR outcomes affect situational factors, such as employee commitment and competence.

  • Organizational Characteristics:

    • Reward systems and effectiveness contribute to overall business strategy and societal conditions.

Managing People: Science vs. Art

  • Historical background on industrial and scientific management (Taylor, Gantt).

  • Numerous management theories exist:

    • Lean, JIT, TQM, BPR, Six Sigma, etc.

  • The intersection of diverse fields (political philosophy, economics, psychology) raises questions about the scientific basis of management.

  • The utility of theories:

    • They serve as frameworks, not definitive answers.

    • Adapt based on situational evidence and practicality.

Management Theories Overview

  • Theory X vs. Theory Y (McGregor, 1960):

    • Theory X: Assumes people are inherently lazy and need coercion, leading to an authoritarian style.

    • Theory Y: Believes people are motivated and responsible, promoting a collaborative approach.

  • Motivation Theories:

    • Maslow's hierarchy of needs describes five levels of motivation: physiological, safety, social, esteem, and self-actualization.

    • Herzberg's maintenance vs. growth factors.

    • Tuckman's stages of team development: forming, storming, norming, performing, mourning/adjourn.

    • Personality theories like Myers-Briggs and Belbin are contested.

Leadership vs. Management

  • Differentiate between management and leadership:

    • Manager: Regulatory and functional focus.

    • Leader: Visionary and transformative approach.

  • Mintzberg (2009) advises integrating leadership with effective management practices.

Managing People: Practical Techniques

  • Insights from "100 Rules for NASA Project Managers":

    • Monitor people, not tasks; ensure quality expectations.

    • Understand the reasons behind people's actions to identify weaknesses.

    • Define clear expectations to enhance job performance.

Delegation Concepts

  • Delegation is more than just passing responsibilities:

    • It should empower team members through clear task definitions and criteria.

    • Avoid micromanagement and ensure proper escalation avenues are in place.

Management by Exception

  • This approach assumes everything is on track until notified otherwise, which can streamline management processes but requires careful exception definitions.

Micro-management

  • Understand its role:

    • Sometimes necessary, but should be limited.

    • Identify when to stop micro-managing to foster independence.

Recruitment Best Practices

  • Develop a clear person specification identifying essential and desirable characteristics.

  • Highlight the importance of following legal advice and maintaining a fair selection process.

  • Assess interpersonal skills and presentation during recruitment.

Performance Management Strategies

  • Manage new hires under probation with clear targets and documentation of performance.

    • Transition from monthly to weekly targets in case of failures.

  • Clearly distinguish between capability and performance issues in assessments.

Handling Staff Grievances

  • Management of grievances is a significant challenge.

    • Address genuine issues while recognizing those stemming from personality clashes.

    • Seek informal resolutions before escalating to formal investigations.

Disciplinary Management

  • Recognize breaches of discipline (e.g., lateness, misconduct) and the necessary steps for formal investigations.

  • Typically involves documenting warnings and adhering to internal appeal processes before potential dismissals.

HRM and Performance Association

  • The relationship between HRM strategies, policies, and overall individual and organizational performance:

    • Factors like absenteeism, turnover, grievances contribute both individually and collectively to overall performance metrics and organizational health.

Conclusion & Further Studies

  • Reading assignments include PMBOK® Guide, chapter 9 for comprehensive project management techniques.

  • Reference: Sato, Y., Kobayashi, N., & Shirasaka, S. (2020). Evaluation of HR System’s Worksheet Visualization based on Harvard Model.