Lesson 5 Flashcards
(27 cards)
The degree to which employees identify themselves with the organizational culture.
Member Identity
The degree to which work activities are organized around groups or teams instead of individuals.
Group Focus
The degree to which management’s decisions take into account the effect of outcomes on people within the organization.
People Focus
The degree to which units or departments within an organization are encouraged to coordinate with each other.
Unit Integration
The degree to which employees are encourages to be aggressive, innovative, and risk-taking.
Risk Tolerance
The degree to which rules, policies, and direct supervision are used to oversee and control employee behavior.
Control
The degree to which rewards are allocated for employee performance rather than seniority, favoritism, or other non-performing factors.
Reward Criteria
The degree to which the organization monitors and responds to changes in the environment.
Open Systems Focus
The degree to which management focuses on outcomes rather than on techniques and processes used to achieve results.
Means-End-Orientation
The degree to which employees are encouraged to air conflicts and criticism openly.
Conflict Tolerance
set of shared assumptions, values, and behaviors that characterize the functioning of an organization.
Organizational culture
refers to the beliefs, attitudes,
and values that the organization’s members share and the behaviours consistent with them
Corporate culture
is about identifying stakeholders, their interest level, and their potential to influence the project; and managing and controlling the relationships and communications between stakeholders and the project.
Managing stakeholders
is about acquisition and contracting plans, sellers’ responses and selections, contract administration, and contract closure.
Managing procurement:
is about risk planning and identification, risk analysis (qualitative and quantitative), risk response (action) planning, and risk monitoring and control.
Managing risk
is about communications planning, information distribution, performance reporting, and stakeholder management.
Managing communication
is about human resources planning, hiring, and developing and managing a project team.
Managing human resources
is about developing the project charter, scope statement, and plan to direct, manage, monitor, and control project change.
Managing integration
is about definition, sequencing, resource and duration estimating, schedule development, and schedule control.
Managing time/schedule
s about planning, definition, WBS creation, verification, and control.
Managing scope
is about resource planning, cost estimating, budgeting, and control.
Managing Costs
is about quality planning, quality assurance, and quality control.
Managing Quality
Their initial goal was to establish an organization where members could share their experiences and discuss issues.
PROJECT MANAGEMENT INSTITUTE
US headquarter
PMI
