Week 2 Discussion Week 2 DiscussionDiscussion Topic Overdue – January 21 at 12:59 AMThe discussion assignment provides a forum for discussing relevant top

 Week 2 DiscussionDiscussion Topic Task: Reply to this topic Overdue – January 21 at 12:59 AMThe discussion assignment provides a forum for discussing relevant topics for this week based on the course competencies covered.
For this assignment, make sure you post your initial response to the Discussion Area by the due date assigned.
To support your work, use your course and text readings and also use outside sources. As in all assignments, cite your sources in your work and provide references for the citations in APA format.
Start reviewing and responding to the postings of your classmates as early in the week as possible. Respond to at least two of your classmates. Participate in the discussion by asking a question, providing a statement of clarification, providing a point of view with a rationale, challenging an aspect of the discussion, or indicating a relationship between two or more lines of reasoning in the discussion. Complete your participation for this assignment by the end of the week.
Project Manager and the Team
In the context of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) chapter on project human resource management, what is involved in project team member acquisition, development, and ongoing team management?
Considering that these choices represent management alternatives, what set of human resource imperatives are important to each of the three project organization archetypes?
Do an Internet search for the Keirsey Temperament Sorter questionnaire and find a site that appears to have a reputable self-assessment questionnaire. Respond to the questionnaire to identify your temperament type. Read supportive documents associated with your type and answer the following questions:

  • What does this material suggest are the kinds of projects that would best suit you? What does it suggest your strengths and weaknesses are as a project manager?
  • How can you compensate for your weaknesses?
  • Which of the eight traits or skills associated with being an effective project manager is the most important? Which traits are least important? Why?
  • What is the difference between leading and managing a project?

Evolution of Project Management

By the time the Industrial Revolution was in full swing, civilized society found itself with an enormous, unprecedented production capacity due to an explosion of

technological innovation. Factories and mills and other centers of production were springing up faster than people could determine how to organize and run them well.

Even the concept of management as we know it today had to be invented, as did the modern form of production organizations.

Prior to industrial times, traditional forms of organization were churches, the military, monarchies, governments, and the family. These were these kinds of organizations
people knew about or knew how to run. It quickly became apparent; none would serve as the right model for running an industry. Of the several scholars who worked on

this problem, Max Weber’s work is most prominent.

Weber suggested that organizations need to have rules and procedures, specialization and division of labor, de�ned hierarchy, selection of workers based on competency,

and authority vested in the of�ce rather than the of�ce-holder.

Later, it became clear that this theory of organizing would work well when managing some projects but would not work for others. Some projects are so large they

encompass the entire organization. At the other extreme, some projects are so small they can easily �t into one of the organization’s functional divisions.

This course primarily talks about projects consisting of teams made up of people of disparate competencies drawn from different functional departments. For example, a

new product development team might involve people from legal, marketing, and sales.

When people are drawn from different functional departments, at least one of Weber’s rules must be broken or compromised. The new product team leader (the project

manager) must vie with the functional managers of the team for in�uence over the team. This type of structure is called a matrix structure.

The problem is many project managers lack clear authority or share it with functional managers in matrix structures. Regardless of organizational choices, the project

manager’s power is backed by the legitimacy of the organization itself, if not the actual chain of command. Subordinates follow the legitimacy of the position. It doesn’t

really matter who’s the boss; the boss represents the organization.

Paradoxically, however, and especially when the chain of command does not allow the project manager to have formal authority, personal in�uence is the main skill.

Personal in�uence does not always necessitate a charismatic leader, but it does at least require a person who understands how to negotiate and resolve con�icts. The

emerging picture is of a leader who �nds a humble balance between authority, personality, human skill, and technical skill.

Just as the leader of a larger enterprise would have to do, the manager of any sizeable project must plan the staf�ng of the project; develop organization charts and

position descriptions; clearly de�ne the roles and responsibilities of each team member; ensure proper training; make use of appropriate recognition and reward

schemes; comply with Human Resource Management (HRM), Equal Employment Opportunities (EEO), Occupational Safety and Health Administration (OSHA), and
other laws and rules.

Sometimes, the hardest leadership challenge doesn’t directly involve the team members. Often, the project manager must negotiate with functional or other project

managers for the right people and the right duration of time to suit the project’s schedule. Because con�icts are inevitable, the manager must have good con�ict

resolution skills.

Sometimes, teams will be virtual. At times, the team members must work on the project site, and sometimes working virtually away from the physical site. In all cases, the

project manager must remain aware of how important it is for the team members to realize they may have no administrative “home” to return to when the project is over.
Some of these challenges are made unavoidable by the organizational choices inferred earlier, which makes this topic and project organization so important to study


Additional Materials

View a Pdf Transcript of Webers’ organization of the future (media/week2/SU_MGT3035_W2_L2_G1.pdf?


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