ENGD2021:

P r o d u c t In t r o d u c t io n &
Pro je c t M a n a g e m e n t

•Human Resources

Further reading:
http://www.mindtools.com/pages/article/newSTR
PMBOK Chapter 9
http://www.humanmetrics.com/cgi-win/JTypes1.
Human resources

By the end of this session you will:

List the common aspects that are considered part of

human resource

Describe the components of organisational culture

Explain the basics of team role analysis

Discuss the elements of motivation

Complete a past exam question

Human resources

Common aspects that are considered part of human resource are:

•Organisational culture

•Team roles

•Motivation

•Legal aspects of employment such as contracts

and recruitment, working environment, etc.(not discussed here)

•Scheduling – (not specifically discussed here).

Human resources

•Organisational culture

•Team roles

•Motivation

•Legal aspects of employment such as contracts

and recruitment, working environment, etc.
(not discussed here)

•Scheduling – (not specifically discussed here).

Human resources>organisational culture

What is

Organisational culture?
What is

The ‘culture’ where

you work?
Human resources>organisational culture

A great many people refer to the classic phrase coined

by the McKinsey organisation, that culture is

“how we do things around here”.

And while that may be true, there are so many elements

that go into determining what you do and why, that this
definition only scratches the surface.
Human resources>organisational culture

The Cultural Web

Human resources>organisational culture

The Paradigm-
six interrelated
elements that help to
make up what Johnson
and Scholes call the
“paradigm” – the
pattern or model – of
the work environment.
By analyzing the factors
in each, you can begin
to see the bigger picture
of your culture: what is
working, what isn’t
working, and what needs
to be changed.
Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.
Human resources>organisational culture

Stories – The past

events and people
talked about inside and
outside the company.

Who and what the

company chooses to
immortalise says a
great deal about what
it values, and perceives
as great behaviour.

Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.
Human resources>organisational culture

Rituals and Routines –

The daily behavior and
actions of people that
signal acceptable
behavior.

This determines what is

expected to happen in
given situations, and
what is valued by
management

Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.
Human resources>organisational culture

Control Systems – The

ways that the
organisation is
controlled.

These include financial

systems, quality
systems, and rewards
(including the way they
are measured and
distributed within the
organisation.)

Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.
Human resources>organisational culture

Organizational
Structure – This
includes both the
structure defined by
the organization chart,
and the unwritten lines
of power and influence
that indicate whose
contributions are most
valued.

Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.
Human resources>organisational culture

Power Structures – The

pockets of real power in
the company.

This may involve one or

two key senior
executives, a whole
group of executives, or
even a department. The
key is that these people
have the greatest
amount of influence on
decisions, operations,
and strategic direction.
Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.
Human resources>organisational culture

Symbols – The visual

representations of the
company including
logos, how plush the
offices are, and the
formal or informal dress
codes.

Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.
Human resources

•Organisational culture

•Team roles

•Motivation

•Legal aspects of employment such as contracts

and recruitment, working environment, etc.
(not discussed here)

•Scheduling – (not specifically discussed here).

Human resources>team roles

What are

Team roles?
Teams need to have the right
specific (technical) skills and a
balance of personal attributes.

If an ideal can not be reached,

it helps to have an insight into
personalities.
Human resources>team roles

Two widespread approaches:

Belbin’s team
roles(www.belbin.com)

and Myers-Briggs.
Human resources>team roles

Belbin’s team roles

Defines team roles
in the way one
person’s behavior
relates to others
as part of a team.

The accurate delineation of

these TEAM ROLES is critical in
understanding the dynamics of
any management or work team.
Human resources>team roles
Human resources>team roles

Myers-Briggs •Introvert (I) or Extravert (E)

Myers-Briggs looks •Sensing (S) or Intuition (N) –

more at processing information based on facts (S)
personality, or insight (N)
divides population
into 16 types: •Thinking (T) or Feeling (F) –
making decisions based on logic (T) or
personal values (F)

•Judgement (J) or Perception

(P) – organising your life based on
structure (J) or flexibility (P)

http://www.humanmetrics.com/cgi-win/JTypes1.htm
Human resources>team roles

How useful do you think

this type of profiling is?
Human resources

•Organisational culture

•Team roles

•Motivation

•Legal aspects of employment such as contracts

and recruitment, working environment, etc.
(not discussed here)

•Scheduling – (not specifically discussed here).

Human resources>motivation

Motivation

“the driving forces

that make people act
as they do.”
www.pearsoned.co.uk/
Human resources>motivation

Motivation can be thought of as two

basic types:

•Intrinsic Motivation
•Extrinsic Motivation
Human resources>motivation

Intrinsic Motivation
When the drive to work come from within the
person. Eg a desire to succeed, prove something to
yourself etc.

Extrinsic Motivation
When the drive to work come from outside sources.
Eg money, pressure, consequences, etc.
Human resources>motivation

books, websites, advice, coaching is easy to come by.

But don’t forget the basic fact that:

motivation and de-motivation is

affected most by one person
interacting with another person.
Human resources>motivation

What motivates you?

Human resources>motivation

How can you get the

best out of a team?
Human resources>motivation

Hawthorne Effect
productivity
increases with
attention given
to workers by
management.
Implies social
need.
Human resources>motivation

Leadership styles
1.Task behaviour
This refers to ‘direction’.
Communication patterns,
between leader and co-
workers

2. Relationship
behaviour
This refers to the socio-
emotional support of the
team member.
Friendship, respect and
trust of leader for his
co-workers
Human resources>motivation

Leadership styles
four basic styles: For a new/immature subordinate, the
relationship will start off in the Telling mode, then, as maturity
increases go through selling, participating and delegating.

Problems come when delegating is confused with abdicating (from

either party!). Some of the difficulties can be overcome by
objective setting.
Human resources>motivation

Transactional Analysis
The roles we play during conversations can be
thought of as three basic types:

Child
Parent
Adult
The role we adopt is governed by the relationship
we have with the other party.