Chapter 9 Vocab Flashcards
360-degree appraisal
A performance review completed by a person’s peers, managers, and subordinates. It’s called a 360-degree appraisal because it’s a circle of reviews by people at different levels of an organization.
adjourning
The final stage of team development; once the project is done, the team moves on to other assignments, either as a unit or the project team is disbanded and individual team members go on to other work.
autocratic
The project manager makes all of the decisions.
coercive power
The project manager uses fear and threats to manage the project
team.
collective bargaining agreements
These are contractual agreements initiated by employee groups, unions, or other labor organizations; they may act as a constraint on the project.
compromising
A conflict resolution method; this approach requires both parties to give up something. The decision ultimately made is a blend of both sides of the argument. Because neither party completely wins, it is considered a lose-lose solution.
democratic
The project team is involved in the decision-making process.
exceptional
The project manager only pays attention to the top 10 percent and the
bottom 10 percent of the project team performers.
ExpectancyTheory
People will behave on the basis of what they expect as a result of their behavior. In other words, people will work in relation to the expected reward of the work.
expert power
A type of power where the authority of the project manager comes from experience with the area that the project focuses on.
forcing
A conflict resolution method where one person dominates or forces his point of view or solution to a conflict.
formal power
The type of power where the project manager has been assigned by senior management to be in charge of the project.
forming
The initial stage of team development; the project team meets and learns about their roles and responsibilities on the project.
halo effect
When one attribute of a person influences a decision.
Herzberg’sTheory of Motivation
Posits that there are two catalysts for workers: hygiene agents and motivating agents. Hygiene agents do nothing to motivate, but their absence demotivates workers. Hygiene agents are the expectations all workers have: job security, paychecks, clean and safe working conditions, a sense of belonging, civil work- ing relationships, and other basic attributes associated with employment. Motivating agents are components such as reward, recognition, promotion, and other values that encourage individuals to succeed.
human resource plan
Defines the management of the project human resources, timing of use, and enterprise environmental factors the project manager must adhere to in the organization.
laissez faire
The project manager has a hands-off policy, and the team is entirely self-led regarding the decision-making process.
Maslow’s Hierarchy of Needs
A theory that states that there are five layers of needs for all humans: physiological, safety, social, esteem, and the crowning jewel, self- actualization.
McClelland’sTheory of Needs
People have three needs: achievement, affilia- tion, and power. One of the needs drives the person’s actions.
McGregor’sTheory of X andY
This theory states that “X” people are lazy, don’t want to work, and need to be micromanaged. “Y” people are self-led, motivated, and strive to accomplish.
norming
Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.
organizational breakdown structure
Though these charts are similar to the WBS, the breakdown is by department, unit, or team.
organizational charts
These show how an organization, such as a company or large project team, is ordered, its reporting structures, and the flow of information.
Ouchi’sTheory Z
This theory posits that workers are motivated by a sense of com- mitment, opportunity, and advancement. Workers will work if they are challenged and motivated.
