IE 3329 Homework 10

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Texas Tech University *

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3329

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Industrial Engineering

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Dec 6, 2023

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docx

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IE 3329 Homework 10 Management Functions Question 1: Define and differentiate between the terms "measuring," "evaluating," and "correcting" in the context of project management. Provide examples to illustrate their significance in project monitoring and control. I will be using a bearing company for my examples. Measuring : Determining through formal and informal reports the degree to which progress is made toward objectives. E.g., At the bearing company, project management measurement the number of completed task at that point making respective parties aware of the current state of the project. Evaluating : Determining cause of and possible ways to act on significant deviations from planned performance. E.g., At the bearing company, project management will then evaluate the current state by looking closes into things like task/team performance, resource allocation and other factors that may affect the progress of the project, focusing on why a delay or slow progress is. Correcting : Taking control action to correct an unfavorable trend or to take advantage of an unusually favorable trend. E.g., At the bearing company, project management is controlled with corrected actions in place to rectify the issue. This might be allocating resources to the necessary location or facing a specific factor hinder the progress of the project head on. In summary, measuring, evaluating, and correcting are sequential steps in project monitoring and control. Measuring provides the data, evaluating interprets the data to find causes of deviations, and correcting involves taking actions to address these deviations and optimize project performance. Question 2: Discuss the different types of power that a project manager may possess or utilize, such as legal authority, reward power, penalty power, expert power, and referent power. How can project managers effectively leverage these powers to lead and motivate project teams? Legal authority : The ability to gain support because project personnel perceive the project manager as being officially empowered to issue orders. This is useful to have on a project as individuals on the type will like to know that the manger has
the ability to make legal decision on the project to either guide, control or fix the progress of the project. Reward power : The ability to gain support because project personnel perceive the project manager as capable of directly or indirectly dispensing valued organizational rewards (i.e., salary, promotion, bonus, future work assignments). This power can be used to effectively lead and motivate personals as they see the project manager as some who gives incentives for accomplishments. This makes them strive even more to meet the PM’s demands. Penalty power : The ability to gain support because the project personnel perceive the project manager as capable of directly or indirectly dispensing penalties that they wish to avoid. Penalty power usually derives from the same source as reward power, with one being a necessary condition for the other. Basically, almost similar motivations but in this case, individuals are worried of the reparations as opposed to rewards and with that ensures that they carry out the PM’s orders/expectations. Expert power : The ability to gain support because personnel perceive the project manager as possessing special knowledge or expertise (that functional personnel consider as important). This type of power is very useful when had as individuals do not look down on the PM’s or try to dumb things down as the PM is able to speak in the same language. It ensures goals are met as the PM will be able to device the need time, resource and effort put in the process as they can more vividly picture themselves doing the task. Referent power : The ability to gain support because project personnel feel personally attracted to the project manager or his project. To shed more light on this, it is not a physical attraction but attraction of having likeness to the job. It is very useful to have as a PM, because individuals on the time are always motivated in the work you do, as they would more willingly reach goals or surpass goal requirement because they are more interested in the work than pay or any other factor. Question 3: What are some common employee-related challenges in project management, and why is clear authority distribution considered essential in project teams? 1. The Pyramidal Structure : Traditional hierarchical structures can sometimes hinder communication and decision-making in projects. Information may get bottlenecked at certain levels, leading to delays and inefficiencies. 2. Superior-Subordinate Relationships : The dynamics between supervisors and team members can impact project outcomes. Issues like micromanagement, lack of trust, or poor communication can derail a project.
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