Human resource management - Revision history

Tkokotas at 17:40, 16 November 2018

2018-11-16T17:40:08Z

← Older revision		Revision as of 17:40, 16 November 2018
Line 1:		Line 1:
			''Developed by Harald Hersted''


	==Abstract==		==Abstract==

S145067 at 22:10, 28 February 2018

2018-02-28T22:10:04Z

Show changes

S145067 at 21:45, 28 February 2018

2018-02-28T21:45:19Z

← Older revision		Revision as of 21:45, 28 February 2018
Line 1:		Line 1:
	==Abstract==		==Abstract==

	Human resource management is a branch off the "Human ~~behavior~~" aspect in Project Management. Human resource management is a toolbox for managers to best allocate their human resources possible. There has been a lot of focus on human resources in the latest years as competition grows, and therefore all screws tightens in all parts of an organization. The idea with Human resource management is to maximize the output of the employees, not only short term, but also long term. Long term and short term do not necessarily align, there are also other aspects such as, what members and personalities are ~~with in~~ the team, what are the company values and are the goal/tasks identifiable for the individuals. All these things creates a complex web of just some of the important identifiable when managing human resource.		Human resource management is a branch off the "Human behaviour" aspect in Project Management. Human resource management is a toolbox for managers to best allocate their human resources possible. There has been a lot of focus on human resources in the latest years as competition grows, and therefore all screws tightens in all parts of an organization. The idea with Human resource management is to maximize the output of the employees, not only short term, but also long term. Long term and short term do not necessarily align, there are also other aspects such as, what members and personalities are within the team, what are the company values and are the goal/tasks identifiable for the individuals. All these things creates a complex web of just some of the important identifiable when managing human resource.
	Another thing is the growing complexity in jobs, and the wider requirements with often the same resources. This is due to the growing level of automation even in administrative jobs. To get ahead of others, managers must manage the human resources to every individual fullest potential.		Another thing is the growing complexity in jobs, and the wider requirements with often the same resources. This is due to the growing level of automation even in administrative jobs. To get ahead of others, managers must manage the human resources to every individual fullest potential.

Line 10:		Line 10:

	==Introduction==		==Introduction==
	One thing all change management tools have in ~~commend~~ is the description of a Team, or the description of the necessity of the "right" team. This article will describe the team in Human resource management in 4 steps according to A PPMBOK guide<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref> First step is the Plan of human resource made from the Project management plan. ~~From~~ the ~~"Plan~~ of human ~~resources"~~ can the ~~"Acquiring~~ of project ~~team" begin,~~ which then leads to "Develop project team", where the human resources are ~~delt~~ within the project. The last step is the "Manage project team" which looks at the management off the team. they are all linked in a chain of information, and should be seen as a whole.		One thing all change management tools have in common is the description of a Team, or the description of the necessity of the "right" team. This article will describe the team in Human resource management in 4 steps according to A PPMBOK guide<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref> First step is the Plan of human resource made from the Project management plan. After the ’plan of human resources’, you can go on to the ’acquiring of project team’ which then leads to "Develop project team", where the human resources are dealt within the project. The last step is the "Manage project team" which looks at the management off the team. they are all linked in a chain of information, and should be seen as a whole.

	==Big idea==		==Big idea==
Line 17:		Line 17:
	==== Input====		==== Input====

	According to PMBOK Guide ~~is the~~ planning of human ~~resource~~ management based ~~off of~~ three things. All three elements are necessary to start planning the human resources:		According to PMBOK Guide The planning of human ressource management is based on three things. . All three elements are necessary to start planning the human resources:

	1. Project management plan - Which is the project plan that describes the project life cycle and how each phase will be executed. It also describes the criteria of how to successfully complete the different tasks ~~with in~~ the change. There should also be a description of how communication among stakeholders is ~~preformed~~.		1. Project management plan - Which is the project plan that describes the project life cycle and how each phase will be executed. It also describes the criteria of how to successfully complete the different tasks within the change. There should also be a description of how communication among stakeholders is performed.

	2. Activity resource requirements - Is a estimate of the resources needed for each task, this includes equipment, supplies required and human resource. It is through this description that requirements regarding what team members are necessary to carry the change can begin.		2. Activity resource requirements - Is an estimate of the resources needed for each task, this includes equipment, supplies required and human resource. It is through this description that requirements regarding what team members are necessary to carry the change can begin.

	3. Organizational process assets and Enterprise Environmental factor - This includes information about the organizational culture and structure. But also the Human resources that are within the organization and the geographical position of these members. If the right ~~man for the job~~, in a department ~~is in~~ another country, some issues could occur. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>		3. Organizational process assets and Enterprise Environmental factor - This includes information about the organizational culture and structure. But also the Human resources that are within the organization and the geographical position of these members. If the right employee, is in another department or another country, some issues could occur. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>

	====Tools====		====Tools====
	===== Structure=====		===== Structure=====
	It is needed to document ~~each members~~ roles and responsibilities, by doing so it becomes clear what and where all members belong in the project. There are ~~multible~~ ways of formatting this structure, such as hierarchical, matrix and text-oriented. each one has its advantage. It's a lot more common to see hierarchical structures in USA and perhaps more matrix structures in Denmark. The overall goal for any chart is assign a function with an activity and thereby showing where all the different responsibilities lies. The structure also relies on the culture in the business and country that the project is in.		It is needed to descripe or document the roles and responsibilities of each member, cause by doing so it becomes clear what and where all members belong in the project. There are Multiple ways of formatting this structure, such as hierarchical, matrix and text-oriented. each one has its advantage. It's a lot more common to see hierarchical structures in USA and perhaps more matrix structures in Denmark. The overall goal for any chart is assign a function with an activity and thereby showing where all the different responsibilities lies. The structure also relies on the culture in the business and country that the project is in.

	To sustain the best possible planning of human resources, many approaches can be made. Organizational theory, expert judgment and meetings are different ~~tool~~ that can help gain knowledge and improve the way members interact with others.		To sustain the best possible planning of human resources, many approaches can be made. Organizational theory, expert judgment and meetings are different tools that can help gain knowledge and improve the way members interact with others.

	=====Meetings=====		=====Meetings=====

	It is important that the team members gain insight in ~~each others~~ function, and that everyone reach a consensus of how the Human resource plan is distributed between members.		It is important that the team members gain insight in eachothers function, and that everyone reach a consensus of how the Human resource plan is distributed between members.

	=====Expert judgment=====		=====Expert judgment=====
Line 40:		Line 40:
	=====Organizational theory=====		=====Organizational theory=====

	Organizational theory is used to understand the people and how they behave. Choosing the right ~~people~~ for a group, or the right group for a person, can optimize ~~cost~~, ~~time and effort need to create~~ the ~~human ressource plan in the first place~~. It is important to understand the individuals and their goals, go understand how and what will happen if someone is put into a team. Be aware that the organizational structure can have high relevance depending of the people and their shared values. Another thing is the role of ~~the leader/manager~~ the manager will ~~also~~ have to be able to control the team to insure strict alignment with the project. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>		Organizational theory is used to understand the people and how they behave. Choosing the right person for a group, or the right group for a person, can optimize group performance and, thereby lower the project cost or reduce delay. It is important to understand the individuals and their goals, go understand how and what will happen if someone is put into a team. Be aware that the organizational structure can have high relevance depending of the people and their shared values. Another thing is the role of the manager, who will have to be able to control the team, to insure a strict alignment with the project. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>

	====Output====		====Output====
Line 46:		Line 46:
	The overall output from the human resource planning should be a chart of all functions and with a description of what each functions role and responsibility are within the project. There should also be a staff management plan that describes the different team members need for resources during the project. The information of the Project management plan should be updates during the execution of the project, to keep track of resources and to plan ahead.		The overall output from the human resource planning should be a chart of all functions and with a description of what each functions role and responsibility are within the project. There should also be a staff management plan that describes the different team members need for resources during the project. The information of the Project management plan should be updates during the execution of the project, to keep track of resources and to plan ahead.

	From the planning phase should it be clear what each team positions/member needs are to fulfill their tasks. Some might need training or permission to able to deliverer what was promised. The Human Resources Plan must based off of all ~~this~~ also present a schedule or time table of how and what resources are used within the team. The more detailed the easier it is, to do a risk analysis of the project, both on cost and time. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>		From the planning phase It should be clear what each team positions/member needs are to fulfill their tasks. Some might need training or permission to be able to deliverer what was promised. The Human Resources Plan must be based off of all, and also present a schedule or time table of how and what resources are used within the team. The more detailed the easier it is, to do a risk analysis of the project, both on cost and time. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>

	===Acquire project team===		===Acquire project team===
Line 53:		Line 53:
	First: Always be aware of who to effectively negotiate with to get the human resources for the project that is being set up. This is important as key players/members might be hard to acquire from an organization.		First: Always be aware of who to effectively negotiate with to get the human resources for the project that is being set up. This is important as key players/members might be hard to acquire from an organization.

	Second: If the right members ~~can not~~ be acquired due to other factors, such as economical or unavailability, the project must then be carried out with ~~alternativ~~ members, ~~this~~ could affect the entire team. Insufficient human resources could lead to delayed projects or in worst cases have the project ~~canceled~~.		Second: If the right members cannot be acquired due to other factors, such as economical or unavailability, the project must then be carried out with alternative members, which could affect the entire team. Insufficient human resources could lead to delayed projects or in worst cases have the project cancelled.

	====Input====		====Input====
Line 62:		Line 62:
	There are multiple tools to link supply and demand in human resource when acquiring a project group. One is highlighted -Multi-Criteria decision analysis-.		There are multiple tools to link supply and demand in human resource when acquiring a project group. One is highlighted -Multi-Criteria decision analysis-.

	It is a system that lets the different ~~kandidats~~ be evaluated within the different criteria that are found necessary for the position.		It is a system that lets the different candidats be evaluated within the different criteria that are found necessary for the position.
	It also allows for a factoring in which of the different criteria that are most important. Which means if experience and charisma are rated a lot more important than age and education, these factors will way in higher, then trying to find the right candidate for a position. Figure 1.0 illustrates how its done.		It also allows for a factoring in which of the different criteria that are most important. Which means if experience and charisma are rated a lot more important than age and education, these factors will way in higher, then trying to find the right candidate for a position. Figure 1.0 illustrates how its done.

	The multi criteria decision analysis, allows hard numbers to tell who is the right candidates for the ~~prosition~~, and also allows a manager to pick any number of criteria and which of the criteria that factors the most.		The multi criteria decision analysis, allows hard numbers to tell who is the right candidates for the position, and also allows a manager to pick any number of criteria and which of the criteria that factors the most.

	[[File:kandidat.JPG]]		[[File:kandidat.JPG]]

S145067: /* Abstract */

2018-02-28T18:47:13Z

Abstract

← Older revision		Revision as of 18:47, 28 February 2018
Line 1:		Line 1:
	==Abstract==		==Abstract==

	Human resource management is a branch off the "Human behavior" aspect in Project Management. Human resource management is a ~~tool~~ for managers to best allocate their human resources possible. There has been a lot of focus on human resources in the latest years as competition grows, and therefore all screws tightens in all parts of an organization~~. This includes human resources as it is an aspect that has not fully been mastered yet~~. The idea with Human resource management is to maximize the output of the employees, not only short term, but also long term. Long term and short term do not necessarily align, there are also other aspects such as, what members and personalities are with in the team, what are the company values, are the goal/tasks identifiable for the individuals. All these things creates a complex web of just some of the important identifiable when managing human resource.		Human resource management is a branch off the "Human behavior" aspect in Project Management. Human resource management is a toolbox for managers to best allocate their human resources possible. There has been a lot of focus on human resources in the latest years as competition grows, and therefore all screws tightens in all parts of an organization. The idea with Human resource management is to maximize the output of the employees, not only short term, but also long term. Long term and short term do not necessarily align, there are also other aspects such as, what members and personalities are with in the team, what are the company values and are the goal/tasks identifiable for the individuals. All these things creates a complex web of just some of the important identifiable when managing human resource.
	Another thing is the growing complexity in jobs, and the wider requirements with often the same resources. This is due to the growing level of automation even in administrative jobs. To get ahead of others, managers must manage the human resources to every individual fullest potential.		Another thing is the growing complexity in jobs, and the wider requirements with often the same resources. This is due to the growing level of automation even in administrative jobs. To get ahead of others, managers must manage the human resources to every individual fullest potential.

	There are different levels of human resource management when it comes to projects; Plan Human resource, Acquire project team, Develop Project Team and Manage Project Team.		There are different levels of human resource management when it comes to projects:
			(Plan Human resource, Acquire project team, Develop Project Team and Manage Project Team)
	All 4 have to be in order to have a successful team, that improves the quality of a project, and improve their own ability for future projects. <ref name="IMPROVING HUMAN RESOURCE MANAGEMENT"> R.D. Hodgkinson, (1987), Property Management, Vol. 5 Issue: 4, pp.328-335, https://doi.org/10.1108/eb006669 </ref>		All 4 have to be in order to have a successful team, that improves the quality of a project, and improve their own ability for future projects. <ref name="IMPROVING HUMAN RESOURCE MANAGEMENT"> R.D. Hodgkinson, (1987), Property Management, Vol. 5 Issue: 4, pp.328-335, https://doi.org/10.1108/eb006669 </ref>
	<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>		<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>


	==Introduction==		==Introduction==
	One thing all change management tools have in commend is the description of a Team, or the description of the necessity of the "right" team. This article will describe the team in Human resource management in 4 steps according to A PPMBOK guide<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref> First step is the Plan of human resource made from the Project management plan. From the "Plan of human resources" can the "Acquiring of project team" begin, which then leads to "Develop project team", where the human resources are delt within the project. The last step is the "Manage project team" which looks at the management off the team. they are all linked in a chain of information, and should be seen as a whole.		One thing all change management tools have in commend is the description of a Team, or the description of the necessity of the "right" team. This article will describe the team in Human resource management in 4 steps according to A PPMBOK guide<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref> First step is the Plan of human resource made from the Project management plan. From the "Plan of human resources" can the "Acquiring of project team" begin, which then leads to "Develop project team", where the human resources are delt within the project. The last step is the "Manage project team" which looks at the management off the team. they are all linked in a chain of information, and should be seen as a whole.

S145067 at 18:40, 28 February 2018

2018-02-28T18:40:56Z

← Older revision		Revision as of 18:40, 28 February 2018
Line 117:		Line 117:

	=====Conflict Management=====		=====Conflict Management=====
			Most people have experienced conflict, as it perhaps inevitable at least the smaller conflicts. The PMI standard argues that conflicts should be approached in private in a direct way, at an early stage.<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref> This might not always be the best way for a leder to handle conflict. Sometimes people grow more wise if they get to resolve their problem themselves, this only applies when the conflicts are solevable.

			There are in general 5 ways to manage human conflict:

	~~=====Interpersonal Skills=====~~		1) Withdraw/avoid: When a conflict is about to happen, attention is drawn to another place, of avoid the conflict. From here both parts can prepare their arguments fore and against, or other people could end up solving the problem.

			2) Smooth/Accommodate: We have a tendency to focus on the negative, for this way of conflict management, the manager focus on the positive things, that parties agree upon, and uses this (small or big) common ground to persuade parties to agree.

			3) Compromise/Reconcile: This way of managing conflict is to giv both parties some thing, that will satisfy them, and negotiate the rest, or just leave out the rest, as it might damage further progress.

			4) Force/Direct: This way of "resolving" a conflict is only done by top management, and often when there isn't time to negotiate. It can also be done by top mangement when a new strategy is forced upon the organization.

			5) Collaborate/problem solve: Collaboration and problem solving is a tool that is often used in businesses, and has the advantage that it improves teamwork skills, and the solutions will be one that everyone is comfortable with. This has the downside, that it often takes longer time, and therefore also more money, at least short term.

S145067 at 20:58, 26 February 2018

2018-02-26T20:58:50Z

← Older revision		Revision as of 20:58, 26 February 2018
Line 114:		Line 114:

	====Tools====		====Tools====
			There are many tools for the manager to mange the team, but the most commonly used is Observation/Conversation which is essential but must never be forgotten, as project can go in the wrong direction in a very short period of time, which means always be prepared and look ahead.

			=====Conflict Management=====


			=====Interpersonal Skills=====


	====Output====		====Output====
			The output from mange project team are the "change requests" which when the budget doesn't hold or schedule must be extended. Change requests are the counter action for these difficulties that must then be made to get back on track, this could include training, additional resources, cut in resources and redereaction of resources. This is an ongoing circle through the project, where every change request must be handled, to stay on track, but also that one change request may lead to another till the goal is reached.

			At the end of a project there should also be a Issue log that describes what was the issue, and how can it be solved.

	<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>		At the end personal and organizational updates must also be made, as the project finished the project will then also have acquired the people some knowledge that needs to be evaluated and stored, in all levels of the organization.<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>

S145067 at 20:26, 26 February 2018

2018-02-26T20:26:47Z

← Older revision		Revision as of 20:26, 26 February 2018
Line 25:		Line 25:
	3. Organizational process assets and Enterprise Environmental factor - This includes information about the organizational culture and structure. But also the Human resources that are within the organization and the geographical position of these members. If the right man for the job, in a department is in another country, some issues could occur. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>		3. Organizational process assets and Enterprise Environmental factor - This includes information about the organizational culture and structure. But also the Human resources that are within the organization and the geographical position of these members. If the right man for the job, in a department is in another country, some issues could occur. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>

			====Tools====
	===== Structure=====		===== Structure=====
	It is needed to document each members roles and responsibilities, by doing so it becomes clear what and where all members belong in the project. There are multible ways of formatting this structure, such as hierarchical, matrix and text-oriented. each one has its advantage. It's a lot more common to see hierarchical structures in USA and perhaps more matrix structures in Denmark. The overall goal for any chart is assign a function with an activity and thereby showing where all the different responsibilities lies. The structure also relies on the culture in the business and country that the project is in.		It is needed to document each members roles and responsibilities, by doing so it becomes clear what and where all members belong in the project. There are multible ways of formatting this structure, such as hierarchical, matrix and text-oriented. each one has its advantage. It's a lot more common to see hierarchical structures in USA and perhaps more matrix structures in Denmark. The overall goal for any chart is assign a function with an activity and thereby showing where all the different responsibilities lies. The structure also relies on the culture in the business and country that the project is in.

S145067 at 20:25, 26 February 2018

2018-02-26T20:25:24Z

← Older revision		Revision as of 20:25, 26 February 2018
Line 107:		Line 107:

	===Manage Project Team===		===Manage Project Team===
			"Manage project team" is the last step in Human resources management. Manage project team, is the step where the team is manage doing the project. This is in its core about maximizing the performance of the team, by tracking KPI's and providing the right feedback for the team during the project. Issues that could occur are also handled during the project, to keep the team on track till they reach the goal.

			====Input====
			The inputs for this last phase are the Human resources management plan including the Roles and responsibilities, Project organization and Staff management plan. These provide all the resources and skills available and how they have been allocated throughout the project. To further the management team performance assessment is also needed to track the teams KPI's, and monitor the performance. If issues occur an Issue log might be a good idea, even though it takes time, in the most critical positions, but the point is to eliminate the problem in the future, by logning the issues.

			====Tools====

			====Output====

	<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>		<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>

S145067 at 19:48, 26 February 2018

2018-02-26T19:48:18Z

← Older revision		Revision as of 19:48, 26 February 2018
Line 91:		Line 91:

	=====Recognition and Reward=====		=====Recognition and Reward=====
	As a manager of a team, rewards and recognition has to be a part of the rutine. People are motivated if they fill involved and valuable. Some systems base their rewards and recognition on the money, this is seen in the sales industry, there part of the sales are directly put in pocket of the salesman. Other systems gives titles to show recognition, some organizations have "employee of the month". Nothing is wrong with any of these systems as different people want/need different types of recognition and rewards. But as a general rule, a managers should give rewards all the way through the project, instead of waiting till the end. Changing rewards systems can be difficult if it doesn't benefit the employees, but if necessary change management tools can be used.		As a manager of a team, rewards and recognition has to be a part of the rutine. People are motivated if they fill involved and valuable. Some systems base their rewards and recognition on the money, this is seen in the sales industry, there part of the sales are directly put in pocket of the salesman. Other systems gives titles to show recognition, some organizations have "employee of the month". Nothing is wrong with any of these systems as different people want/need different types of recognition and rewards. But as a general rule, a managers should give rewards all the way through the project, instead of waiting till the end. Changing rewards systems can be difficult if it doesn't benefit the employees, but if necessary change management tools can be used.<ref name="The theory and practice of change management"> John Hayes, (2014), he theory and practice of change management, Vol. 4, ISBN-13 978-1-137-27534-9, c </ref>

	====Output====		====Output====
Line 111:		Line 111:
	<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>		<ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref>

	~~<ref name="The theory and practice of change management"> John Hayes, (2014), he theory and practice of change management, Vol. 4, ISBN-13 978-1-137-27534-9, c </ref>~~

	==Limitations:==		==Limitations:==

S145067: /* Tools */

2018-02-26T19:47:51Z

Tools

← Older revision		Revision as of 19:47, 26 February 2018
Line 91:		Line 91:

	=====Recognition and Reward=====		=====Recognition and Reward=====
	As a manager of a team, rewards and recognition has to be a part of the rutine. People are motivated if they fill involved and valuable. Some systems base their rewards and recognition on the money, this is seen in the sales industry, there part of the sales are directly put in pocket of the salesman. Other systems gives titles to show recognition, some organizations have "employee of the month". Nothing is wrong with any of these systems as different people want/need different types of recognition and rewards. But as a general rule, a managers should give rewards all the way through the project, instead of waiting till the end.		As a manager of a team, rewards and recognition has to be a part of the rutine. People are motivated if they fill involved and valuable. Some systems base their rewards and recognition on the money, this is seen in the sales industry, there part of the sales are directly put in pocket of the salesman. Other systems gives titles to show recognition, some organizations have "employee of the month". Nothing is wrong with any of these systems as different people want/need different types of recognition and rewards. But as a general rule, a managers should give rewards all the way through the project, instead of waiting till the end. Changing rewards systems can be difficult if it doesn't benefit the employees, but if necessary change management tools can be used.

	====Output====		====Output====