项目经理教程第七周（下）.ppt

Project Management7. Managing Teams MBTI What are you? NTs are attracted to technology fields There is a belief that IT people differ from population in a tendency to not be extroverted or sensing. The Max Wideman MTBI article “Do we have enough of the right kind of people?” R. Max Wideman, (1998) Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people? FPMI, AEW Services, Vancouver, BC, Canada. /papers/profiles/profiles.pdf What is your suitability to Project Work? Another model Social Styles Profile People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness Another model Reward and Recognition Systems Team-based reward and recognition systems can promote teamwork Focus on rewarding teams for achieving specific goals Allow time for team members to mentor and help each other to meet project goals and develop human resources Team Development cont’d… Reward and Recognition Systems cont’d… Recognize individual performance? letters of commendation public recognition for outstanding work desirable job assignments increased personal flexibility Keys to Managing People Psychologists and management theorists have devoted much research and thought to the field of managing people at work. Important areas related to project management include (1)Motivation, (2)Influence and power, and (3) Effectiveness Intrinsic motivation causes people to participate in an activity for their own enjoyment eg. read, gardening… Extrinsic motivation causes people to do something for a reward or to avoid a penalty eg. homework Motivation Theorists Maslow’s hierarch of needs Herzberg’s motivation-hygiene McClelland’s acquired-needs McGregor’s X and Y Maslow’s Hierarchy of Needs (1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needs Maslow argued that humans possess unique qualities that en