SEM II 1718

UAB0013 – PRICIPLES ENGINEERING MANAGEMENT

INDIVIDUAL ASSIGNMENT

Q1. The X, Y, and Z Factor

Theory X and Theory y are theories of human motivation created and developed by Douglas
McGregor in the 1960 and it’s have been used in human resource management, organizational
behavior, and organizational development. They describe two very different attitudes toward
workforce motivation.
McGregor felt that companies followed either one or the other approach.

Theory Z focused on increasing employee loyalty to the company by providing a job for life with
a strong focus on the well-being of the employee, both on and off the job. According to Dr.
William Ouchi, its leading proponent, Theory Z management tends to promote stable
employment, high productivity, and high employee morale and satisfaction.

Review each situation and determine which style of management is being demonstrated:

Situation Which style of management

demonstrated? (Theory X,Y or Z)
The project manager provides opportunity for
Y
discussion and participation in decision making
The project manager spends a great deal of time
X
observing and supervising the project team
The project team collectively makes decisions Y
The project manager directs all project work X
Strong discipline and punishment are used to
X
induce the required work effort
There is great opportunity for personal
Y
improvement and advancement
An informal administrative control process is
X
utilized
Q2. Classify each of the following situations by matching the associated level of
Maslow's Hierarchy of Needs

Situation Level of Maslow’s Hierarchy of

Needs
A project manager feelings of pride and personal
Self-Actualization
accomplishment
A new project team member requests frequent
rest periods, wants the latest labour – saving devices, and Physiological
expects efficient works methods
A project team member expects to be rewarded
Esteem
Publicly for doing his job well
The project team is concerned about the total
duration of the project and employment at project Safety
completion
The project environment provides an
opportunity to work with a team, interact with co-workers Belongingness
and improve the ability to network with others teams

Q3. Power and Interpersonal Influences

Project managers are frequently required to obtain performance results and achieve project
objectives by influencing others to perform activities that they would not normally become
involved in; therefore an understanding of interpersonal influences and types of power is critical
for a project manager to be successful.

Match each type of interpersonal influence with the correct description.

A: Legitimate Power B. Reward Power C. Penalty D. Expert Power E. Referent Power

Description Type of
Influence
A person has the ability or is enabled to offer salary increases, promotions,
B
bonuses and future work assignments.
Officially empowered by rank or position in the organization.
A
A person has strong ties to another person of much greater authority and
influence. The ability to influence other people due to the challenges and E
attractiveness of a project
Ability to coerce people through actions that are perceived as resulting in
unpleasant or undesirable results. Use of disciplinary actions or the threat C
of disciplinary action.
Ability to influence others through special knowledge, experience, or
D
demonstrated ability.
Q4. Roles of the leader and roles of the manager

Review each of the following roles and align them with either the leader or the manager using
the table given. Some roles may be shared by leaders and managers.

A. Plan and budget

B. Motivate and support
C. Organize work groups
D. Inspire team spirit
E. Staff the project
F. Establish a vision
G. Align the team members
H. Control the work flow
I. Short-term view
J. Winning team respect
K. Establishing loyalty
L. Enabling a group to perform as a team
M. Tactical approach
N. Excellent communicator
O. Directs work
P. Sees risks only as threats
Q. Rewarding performance
R. Explaining and selling an idea
S. Setting objectives
T. Focus on the bottom line
U. Encouraging innovation
V. Enabling the team
W. Telling how and when
X. Sees risks as opportunities
Y. Long-range view
Leader Manager
B – Motivate and support A – Plan and budget

C – organize work groups D – Staff the project

E – Inspire team spirits G – Align team members

F – Establish a vision H – Control the work flow

J – Winning team respect I – Short-term view

K – Establishing loyalty M – Tactical approach

L – Enabling a group to perform as a team O – Directs work

N – Excellent communicator X – Sees risk only as threats

P – Sees risks as opportunities S – Setting objectives

Q – Rewarding performance W – Telling how and when

R – Explaining and selling an idea

T – Focus on the bottom line

U – Encouraging innovation

V – Enabling the team

Y – Long range view