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Human Resource Management: Process involving the planning, acquisition,…

- - - - Hierarchical
      - Matrix e.g RACI chart
      - Text-Oriented Formats
- - - - Maslow's Hierarchy of Needs: States that needs such as Physiological, Security, Acceptance, Esteem & Self-Actualization all form a hierarchy .The lower needs Physiological, Security & Acceptance all have to be satisfied before the upper needs of Esteem & Self-Actualization will surface
      - McGregor's Theory X & Theory Y: Two ways to categorize people in the workplace
        Theory X: Unmotivated people, who dislike work and must be micro-managed
        Theory Y: People are naturally motivated to do good work, can be trusted to work toward organizations goals with little external motivation
      - Herzberg's Motivational-Hygiene Theory: States that the presence of certain factors does not make someone satisfied, but their absence will make one unsatisfied.
        Hygiene factors must be present but they do not motivate by themselves. Motivation factors will motivate but will not work without hygiene factors in place. See Table in Andy Crowe for examples of factors
      - Contingency Theory: States a leaders effectiveness is contingent upon two sets of factors. First is the leader task-oriented or relationship-oriented, Second evaluates situational factors such as how stressful the environment is.
        Practically this theory postulates that a task-oriented leader is more effective in a stressful environment, while in a calm-environment a relationship-oriented leader is more effective
      - McClelland's Three Need Theory: Also called Achievements Theory, this states that employees are motivated out of there primary reasons:
        
        Achievement: Team members with a need for high achievement have a need to stand out. They gravitate towards each other and prefer to work alone. The tend to stay away from high risk projects and low risk projects due to their need to be recognized in a positive light
        
        Power: Team members with the need for power generally desire social or personal power. Individuals looking for social power are usually more effective than those with a desire for personal power
        
        Affiliation: These individuals want to belong to a team , seek to maintain good relationships and do well in customer-facing team positions
    - - Reward Power: Ability to give rewards and recognition like time off, pay raises, or any type of reward that will motivate a team member
      - Expert Power: The sort of power a subject matter expert would have
      - Legitimate Power: Also known as formal power, this is the power the manager has due to their position. This has the backing of the organization and is typically in a projected organizational structure
      - Referent Power: Form of power based on respect or the charismatic personality of the PM. Ultimately it is rooted in a persuasive ability with people.
      - Punishment: Coercive power stemming from the ability to punish and employee if a goal is not met.
      - Best Forms of Power: For the exam know that reward and expert power are regarded as the most effective, while punishment is the least effective.
- - - - Problem-Solving: This type conflict resolution is highly favored, because it is proactive, direct, and deals with the root cause of the problem. Often the correct answer on the exam in relation to conflict resolution
      - Collaboration
      - Compromise
      - Forcing
      - Smoothing
      - Withdrawal
      - Constructive & Destructive Team Roles: See Andy Crowe for a description of the various roles
      - Sources of Conflict: According to research, the greatest project conflict occurs between PMs and Functional Managers. Mostly as a result of disagreement over schedules, priorities, and resources.
    - - Leadership
      - Influencing
      - Effective Decision Making