Details

Making It Happen

A Non-Technical Guide to Project Management
1. Aufl.

von: Mackenzie Kyle
13,99 €
Verlag:	Wiley
Format:	PDF
Veröffentl.:	22.04.2009
ISBN/EAN:	9780470157169
Sprache:	englisch
Anzahl Seiten:	256

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Beschreibungen

Titelbeschreibung

Making It Happen: A Non-Technical Guide to ProjectManagement provides a fresh and clear approach to projectmanagement. Written in the form of a novel, it covers the basics ofproject management in a friendly, interesting, and memorable way. Will Campbell, a reasonably competent middle manager, issuddenly thrust into managing a high-profile project that couldmake or break his career. With no project management experience,and armed only with the guidance of his eccentric menror, Martha,Will learns the hard way. As Will navigates the rough seas ofcompany politics, treacherous competition, and a project swirlingout of control, he narrowly evades many pitfalls, and masters someindispensable project management tools along the way. Against the backdrop of this personal drama, a simple, rationalapproach to project management unfolds. Will's ability to graspthese principles is the key to his survival, and could be the keyto yours. Making It Happen enables the reader to transformrisky, real-life situations into success. * Provides a simple, non-technical approach, useful to anybusiness person involved in teams or managing projects * Offers practical tools and principles that will make anyproject a success: from office moves to product roll-outs, systemsimplementations to training program delivery, and everything inbetween * Boxes, definitions, and charts highlight key points andpractical project management tips.

Inhaltsverzeichnis

Preface xiii Acknowledgments xvi Unit 1 the Legal Landscape 1 Chapter 1 Introduction to Hiring and Supervising Employees 3 Chapter Objectives 3 HRM in Action 4 Overview of What’s to Come 4 Tales from the Field 5 Increased Competition 5 The Changing Labor Market 8 Hospitality Industry Jobs 8 A Note About Ethics 9 Ethical Dilemma 10 Workforce Demographics Will Change 10 Nontraditional Workers 12 Increased Demand 12 Industry Remains Strong 14 Motivations, Needs, and Expectations 15 Training and Motivation 15 Hands-on HRM 19 Chapter 2 The Hospitality Manager’s Legal Challenges 21 Chapter Objectives 21 HRM in Action 22 Employment Law and the Equal Employment Opportunity Commission 22 Tales from the Field 25 Illegal Discrimination 25 Bona Fide Occupational Qualification 26 Ethical Dilemma 27 The Hooters Restaurant Chain 27 Sexual Harassment 28 Managers Must Establish Guidelines and Policies 29 State and Local Employment Laws 30 Affirmative Action Plans 30 The Americans with Disabilities Act 31 Disability Defined 32 Reasonable Accommodation 33 Avoiding Illegal Questions and Practices Under the ADA 33 Age Discrimination in Employment 34 Equal Pay Act 34 Immigration Reform and Control Act 35 Hands-on HRM 39 Chapter 3 Wage and Hour Laws Affecting Salaried, Hourly, and Tipped Employees 43 Chapter Objectives 43 HRM in Action 44 A Brief History 44 Tales from the Field 45 Tip Credits and Tip Pools 47 Regular Tips 50 Tip Retention 50 Slow Shifts 50 Advance Notice 50 Tip Pools 51 Ethical Dilemma 52 Overtime 52 Changes in Overtime Law 53 The New Rules 55 Executive (Managerial) Exemption 55 Administrative Exemption 56 Professional Exemption 56 Labor Costs, Profits, and Employee Morale 57 Hands-on HRM 61 Chapter 4 Common Law, Negligent Hiring, And Employee Rights 65 Chapter Objectives 65 HRM in Action 66 Common Law and Its Impact on the Workplace 66 Tales from the Field 67 McDonald’s Coffee Too Hot? 68 Employee Rights Under Common Law 69 Wrongful Discharge 69 Ethical Dilemma 71 Constructive Discharge 71 False Imprisonment, Defamation, and Invasion of Privacy 72 Defamation of Character 72 Negligent Hiring and Negligent Retention 74 Hands-on HRM 78 Chapter 5 Working with Unions 81 Chapter Objectives 81 HRM in Action 82 States and Metro Areas with a Large Union Concentration 82 Tales from the Field 83 The National Labor Relations Act 83 The Taft-Hartley Act and Right-to-Work Laws 84 Local Unions 85 Ethical Dilemma 86 National Unions 87 Multiunion Associations 87 Why Employees Join Unions 88 The Union Organization Process 89 Employers May Not Retaliate 89 The Union Contract 89 Management Challenges When Working with Unions 90 Creating a Positive Work Environment 91 Hands-on HRM 94 Unit 2 the Employee Selection Process 97 Chapter 6 Job Descriptions and Job Specifications 99 Chapter Objectives 99 HRM in Action 99 The Employee Selection Process 100 Job Descriptions 100 Tales from the Field 101 Essential Elements 101 Performance Standards 104 Ethical Dilemma 105 Contents vii Essentials for Success 106 Job Specifications 107 One Size Does Not Fit All 111 Hands-on HRM 114 Chapter 7 The Employee Handbook 117 Chapter Objectives 117 HRM in Action 117 Rationale for Employee Handbooks 118 Tales from the Field 119 Employee Handbooks Are Common in Large Operations 119 Employees Must Sign for It 119 A Well-Crafted Employee Handbook 120 Write It Yourself but Have an Attorney Review It 120 Ethical Dilemma 122 Be Clear, Concise, and Consistent 122 Setting the Proper Tone in the Introduction 122 Legal Issues and Disclaimers 123 Probationary Period, Trial Period, or Training Period? 125 What to Include in the Employee Handbook 125 Hands-on HRM 130 Chapter 8 Advertising and Recruiting 133 Chapter Objectives 133 HRM in Action 133 The Labor Market and the Labor Pool 134 The Internet Expands the Labor Market 134 Tales from the Field 135 Smaller Operations Have Some Advantages 135 Employee Turnover 136 Tales from the Field 137 Identifying Potential Job Applicants 139 Employee Referrals 139 Paying a Referral Bonus 140 Recruiting Is Marketing 140 Walk-In Applicants 141 Ethical Dilemma 142 Walk-In Applicants Should Be Welcome 142 Advertising for Job Applicants 143 Help-Wanted Ads Have Some Limitations 143 Diversity—The New Workforce 145 Targeting the New Workforce 147 Hot Buttons 148 Language Solutions for Managers and Supervisors 148 Hands-on HRM 152 Chapter 9 Applications, Interviews, and Background Checks 155 Chapter Objectives 155 HRM in Action 156 The Job Application 156 Tales from the Field 157 A Fact-Finding Form 157 Personal Data 157 Employment Status 160 Education and Skills 160 Work History 160 References 160 Tales from the Field 161 Signature Line 161 Analyzing Application Forms 163 Preparing for the Job Interview 164 The Job Interview 165 Process Is a Two-Way Street 165 Conducting the Interview 166 The Applicant Should Do Most of the Talking 167 Don’t Oversell the Position 167 Check for Any “Knockout Factors” 167 Closed-Ended and Open-Ended Questions 168 Situational and Behavioral Questions 169 How Long Should the Interview Last? 170 Questions to Avoid 170 The Job Offer 172 The Act of the Employee 172 Ethical Dilemma 173 Background Checks 174 Why Conduct Background Checks? 174 Obtaining the Applicant’s Permission 176 Many Employees Have Skeletons in Their Closets 177 Who Performs Background Checks? 178 Who Should Be Checked? 178 Reference Checks 180 Should I Give References on a Previous Employee? 180 Hands-on HRM 185 Unit 3 Orientation And Training 189 Chapter 10 New-employee Orientation 191 Chapter Objectives 191 HRM in Action 191 Starting off on the Right Foot 192 The Need for New-Employee Orientation 192 Tales from the Field 193 Benefits of Orientation 193 The Benefits to the Company Overall 194 The Benefits to the Supervisor and to Management 194 The Benefits to the Employee 194 Orientation Programs 195 Ethical Dilemma 198 Make New-Employee Orientation Fun 198 Avoid Common Mistakes 199 Work with a Checklist 199 Before the New Employee Arrives 200 First Day on the Job 200 During the First Week 200 Tales from the Field 201 Hands-on HRM 204 Chapter 11 Training to Performance Standards 207 Chapter Objectives 207 HRM in Action 208 Training Now and Development Later 208 Benefits of Training and Development 209 Tales from the Field 211 Performance Standards and Needs Assessment 211 Understanding Performance Management 212 Ethical Dilemma 213 Importance of Performance Standards 213 Contents ix Performance Standards and Training 214 How to Set Performance Standards 214 Determining Training Needs 216 Approaches to Needs Assessment 218 Determining Training Objectives 218 Learning Principles 219 Considerations When Selecting Training Techniques 220 Training Methods 221 Problems Associated with OJT 222 Problems with Job Rotation and Cross-training 223 Train the Trainer Programs 223 Off-the-Job Training Methods 224 Increased Use of Technology 224 Other Training Methods 226 Internships 226 Role Playing 226 Case Study 226 Self-Study 227 Evaluating Training 227 Hands-on HRM 231 Unit 4 Communication And Motivation 235 Chapter 12 Performance Appraisals That Work 237 Chapter Objectives 237 HRM in Action 238 Everyone Benefits from Effective Performance Appraisals 238 Informal and Formal Appraisals 239 Common Performance Appraisal Problems 240 Tales from the Field 241 Understanding Rater Biases 242 The Halo-or-Horns Effect 242 The Error of Central Tendency 243 The Leniency and Strictness Biases 243 Cross-Cultural Biases 243 Personal Prejudice 243 The Recency Effect 244 Similar-to-Me Bias 244 Overcoming Obstacles and Reducing Errors 244 Performance Appraisal Methods 244 Ethical Dilemma 245 Rating Scales 245 Checklists 247 Forced Choice Method 248 Critical Incidents Method 249 Behaviorally Anchored Rating Scales 250 Self-Appraisals 252 360-Degree Performance Appraisal 252 Evaluation Interviews and Employee Counseling 253 Legal Constraints in Performance Appraisals 254 Hands-on HRM 257 Chapter 13 Effective Communication And Feedback 261 Chapter Objectives 261 HRM in Action 262 The Communication Process 262 An Example from Marriott 262 Tales from the Field 263 Which Communication Method Is Best? 263 The Employee Grapevine 264 Downward and Upward Communication 265 Tales from the Field 267 Verbal and Written Communication 267 Ethical Dilemma 269 The Information Superhighway 269 Corporate Web-Surfing Policies 271 Common Obstacles to Effective Communication 271 Cultural Differences 272 Differences in Background 272 Prejudices and Perceptions 273 Assumptions and Expectations 274 Emotions 274 Overcoming Barriers to Effective Communication 275 Active and Passive Listening 275 Providing Effective Feedback 276 The Role of Positive Feedback 276 The Role of Negative Feedback 277 Guidelines for Providing Feedback That Works 277 Hands-on HRM 281 Chapter 14 Employee Discipline 285 Chapter Objectives 285 HRM in Action 286 Causes for Discipline 286 Cause 1: Rules and Procedures Are Vaguely Written, Misunderstood, and Ignored 286 Tales from the Field 287 How to Ensure Acceptance and Compliance 288 Cause 2: Employees Lack Sufficient Abilities, Knowledge, Skills, or Aptitude 289 Cause 3: Employees Have Personality and Motivational Problems 290 Cause 4: Troublesome Environmental Factors 291 Preventive and Corrective Discipline 291 Oral or Verbal Warning 293 Written Warning 293 Suspension 293 Ethical Dilemma 294 Termination 294 Six Discipline Don’ts 295 Don’t Regard Discipline as Punishment 295 Don’t Make Discipline a Me Against You Confrontation 296 Don’t Do Too Little Too Late 296 Don’t Create New Rules “on the Fly” 297 Don’t Take a Nonprogressive Approach Unless Unavoidable 297 Don’t Ignore the Root Causes 297 Five Discipline Dos 297 Do Thoroughly Investigate 298 Do Confront the Employee 298 Do Get a Commitment 300 Do Use Progressive Discipline When Possible 300 Do Follow Up on Employee Discipline 300 When to Terminate an Employee 301 Legal Implications When Terminating an Employee 302 Guidelines for Terminating an Employee 303 Hands-on HRM 306 Contents xi Chapter 15 Employee Motivation Through Quality Leadership 311 Chapter Objectives 311 HRM in Action 312 Relationship between Leadership and Motivation 312 Motivational Theories 313 Early Theories of Motivation 313 The Traditional Model 313 Tales from the Field 314 The Human Relations Model 314 The Human Resources Model 315 Later Theories of Motivation 316 Maslow’s Hierarchy of Needs 316 Herzberg’s Motivation-Hygiene Theory 317 Modern Approaches to Motivation 318 The Expectancy Approach 319 Implications for Hospitality Managers 319 Ethical Dilemma 320 Making the Reward System Cost-Effective 321 The Equity Theory 322 Putting Motivational Practices to Work 322 Employees Seek Praise 322 Employees Seek Convenience 323 Employees Seek Fun 323 Employees Seek Money 323 Employees Seek Importance 324 Employees Seek Success 324 Employees Seek Advancement 325 What Is Leadership? 325 Early Leadership Theories 325 Modern Views and Charismatic Leadership 327 Formal and Informal Authority 327 Deciding Whom to Promote 328 Technical Skills 328 Human Relations Skills 328 Conceptual Skills 328 What’s Your Style? 329 Which Style Is Best? 329 Hands-on HRM 334 Index 339

Rezension

"...a novelty in helping non-project managers understand what aproject is and, above all, the art and science of projectmanagement. Easy to read, it captures an approach I would recommendto anyone." -- Dr. Calin Popescu, Professor of Engineering and ProjectManagement, University of Texas at Austin "[Mackenzie Kyle has] put a proven process for planning andmanaging projects into a great read." -- Richard Pearson, Managing Director, Priority ManagementHong Kong "Making It Happen is not only an easy read, laying outthe fundamentals of organizing projects, but also brings to lifethe concepts." -- Gary Hamer, BC Gas

Autorenportrait

Mackenzie Kyle is the Principle of the Beringer Group and an associate at Manageering, a firm specializing in project management consulting and training. He has spent the last 15 years working on a variety of project management related assignments at organizations in Canada, the United States, Australia, New Zealand, and Asia.

Back cover copy

Making It Happen: A Non-Technical Guide to Project Management provides a fresh and clear approach to project management. Written in the form of a novel, it covers the basics of project management in a friendly, interesting, and memorable way. Will Campbell, a reasonably competent middle manager, is suddenly thrust into managing a high-profile project that could make or break his career. With no project management experience, and armed only with the guidance of his eccentric menror, Martha, Will learns the hard way. As Will navigates the rough seas of company politics, treacherous competition, and a project swirling out of control, he narrowly evades many pitfalls, and masters some indispensable project management tools along the way. Against the backdrop of this personal drama, a simple, rational approach to project management unfolds. Will's ability to grasp these principles is the key to his survival, and could be the key to yours. Making It Happen enables the reader to transform risky, real-life situations into success. <ul> <li>Provides a simple, non-technical approach, useful to any business person involved in teams or managing projects</li> <li>Offers practical tools and principles that will make any project a success: from office moves to product roll-outs, systems implementations to training program delivery, and everything in between</li> <li>Boxes, definitions, and charts highlight key points and practical project management tips.</li> </ul>

Unpublished endorsement

"...a novelty in helping non-project managers understand what a project is and, above all, the art and science of project management. Easy to read, it captures an approach I would recommend to anyone." — Dr. Calin Popescu, Professor of Engineering and Project Management, University of Texas at Austin "[Mackenzie Kyle has] put a proven process for planning and managing projects into a great read." — Richard Pearson, Managing Director, Priority Management Hong Kong "Making It Happen is not only an easy read, laying out the fundamentals of organizing projects, but also brings to life the concepts." — Gary Hamer, BC Gas