Software Project Management
Fifth Edition
Chapter 11
Managing people in software
Main topics
What is organizational behaviour? Staff selection and induction
Organisational Behaviour
Organizational behaviour (OB) is the study of the way people interact within groups.
Normally this study is applied in an attempt to create more efficient business organizations.
The central idea of the study of organizational
Before organizational behaviour
Frederick Taylor (1856-1915) ‘the father of scientific management’
Focus:
To select the best people for the job; To instruct them in the best methods;
Hawthorne effect
The Hawthorne effect is a psychological
phenomenon that produces an improvement in human behaviour or performance as a result of increased attention from superiors, clients or colleagues.
1920’s – series of experiments at the Hawthorne
Theory X and Theory Y
by Donald McGregor
Do you believe that team members get great satisfaction from their work and take pride in doing the best possible job?
OR
Do you think that they see it as a burden, and simply work for the money?
These assumptions about your team members can have a significant influence on how you manage them.
These two theories describe contrasting models of workforce motivation applied by managers in human resource management, organizational
behavior, organizational
communication and organizational development
Theory X assumes that people dislike work and are not motivated to do a good job.
As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks.
This style of management assumes that workers:
Dislike their work.
Avoid responsibility and need constant direction.
Have to be controlled, forced and threatened to deliver work.
Need to be supervised at every step.
According to McGregor, there are two opposing
approaches to implementing Theory X: the
"hard" approach and the "soft" approach.
Hard Approach : depends on close supervision, intimidation, and imminent punishment. This approach can potentially yield a hostile, minimally cooperative work force that could harbor resentment towards management.
Soft Approach: is the literal opposite, characterized by leniency and less strictly regulated rules in hopes for high workplace morale and therefore cooperative employees.
Summary of Theory X
Overall, Theory X generally proves to be most effective in terms of consistency of work. Although managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow.
Theory X can also benefit a work place that is more suited towards an assembly line or manual labor type of
occupation. Utilizing theory X in these types of work
Theory Y
Theory Y managers act on the belief that people in the work force are internally motivated, enjoy their labor in the company, and work to better themselves without a direct "reward" in return
People have greater responsibility, and managers encourage them to develop their skills and suggest improvements.
Appraisals are regular but, unlike in Theory X organizations, they are used to encourage open communication rather than control staff.
This style of Theory Y management assumes that workers are:
Happy to work on their own initiative.
More involved in decision making.
Self-motivated to complete their tasks.
Enjoy taking ownership of their work.
Seek and accept responsibility, and need little direction.
Drawbacks of Theory Y
While "Theory Y" may seem optimal, it does have some drawbacks.
While there is a more personal and individualistic feel, this does leave room for error in terms of consistency and uniformity.
Selecting the best people
Belbin distinguishes between eligible (having the
right qualifications) and suitable candidates (can do
the job).
The danger is employ someone who is eligible but not suitable
The best situation is to employ someone who is
A selection process
Create a job specification.
Content includes types of task to be carried out.
1.Create a job holder profile
Describes the characteristics of the person who could do the job
2.Obtain applicants
A selection process - continued
4. Select potential candidates from CVs.
Do not waste everybody’s time interviewing people whose CV clearly indicates are unsuitable.
5. Further selection, including interview
Selection processes could include aptitude tests, examination of work portfolios. Make sure selection processes map to the job holder profile
6. Other procedures.
Instruction in the best methods
The induction of new staff should be carefully planned – worst case where new recruit is simply ignored and not given any tasks
Good induction leads to new recruit becoming productive more quickly
Motivation
Motivation and application can often make up for shortfalls in innate skills
Taylor’s approach - financial incentives Abraham Maslow (1908-1970)
motivations vary from individual to individual
hierarchy of needs – as lower ones fulfilled, higher ones emerge
Lowest level – food, shelter
Herzberg
Herzberg suggested two sets of factors affected job satisfaction
1. Hygiene or maintenance factors – make you
dissatisfied if they are not right e.g. pay, working conditions
2. Motivators – make you feel the job is worthwhile
Vroom
Vroom and colleagues identified three influences on motivation
1. Expectancy – the belief that working harder leads
to better performance
2. Instrumentality – the belief that better performance
will be rewarded
