PEOPLE MANAGEMENT

Fabio Palomba

lunedì 8 ottobre 12
 Why managing people

How managing people

Choosing and keeping people

lunedì 8 ottobre 12
 WHAT’S PEOPLE MANAGEMENT?
People management is a cross-cutting activity

Relational Skills
l l s
Ski

Motivation
lunedì 8 ottobre 12
 WHAT’S PEOPLE MANAGEMENT?
People management is a cross-cutting activity

Relational Skills
l l s
PSYCHOLOGY
Ski

Motivation
lunedì 8 ottobre 12
 WHAT’S PEOPLE MANAGEMENT?
People management is a cross-cutting activity

Relational Skills
SO l l s
PSYCHOLOGY EN FT k i
GI W S
NE AR
ER E
IN
G

Motivation
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 WHY MANAGING PEOPLE?

“All management is people management.”

“A company is only as good as the people it

keeps.”

“The only way to get people to like working hard

is to motivate them. Today, people must
understand why they're working hard. Every
individual in an organization is motivated by
something different.”
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 THE THREE DIMENSIONS OF PEOPLE

Relational Skills
l s
kil
S

Motivation
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 THE THREE DIMENSIONS OF PEOPLE

Relational Skills
l s
kil
S

Motivation
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 MOTIVATION
How managing people

Motivating people is the

most important role of a
manager
Esteem needs

Motivated people work Social needs

better!
Safety needs

Physiological needs

Human Needs Hierarchy

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 MOTIVATION
How managing people

There’s an huge impact of

people management on
the success of a project

Impact of People Management Practices on Business

Performance [Patterson et al.]

The im pact of str ategic al hu man reso ur ce manage me nt on

Organizational Performance [Caliskan]
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 MOTIVATION
How managing people

Motivations depend on satisfying needs

Esteem needs
It can be assumed that physiological and safety
needs are needs
Social satisfied
Safety needs
Social, esteem and self-realization are most
significantPhysiological needs
from a managerial viewpoint

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 MOTIVATION
How managing people

Social needs
Provide communal facilities
Allow informal communications
Esteem needs Esteem needs
Recognition of achievements
Social needs
Appropriate rewards
Safety needs
Self-realization needs
People want to learn more
Physiological needs
Responsability

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 MOTIVATION
How managing people

Focus only on
n s an d n o t Rethink, review, Listen, listen,
solutio and reward listen...
o n pr o b l em s

Be flexible Scorn in private,

praise in public

Rid your mind of the Include your

word “manager” and team in key
replace it with management Be fair
“leader” decisions
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 THE THREE DIMENSIONS OF PEOPLE

Relational Skills
l s
kil
S

Motivation
lunedì 8 ottobre 12
 THE THREE DIMENSIONS OF PEOPLE

Relational Skills l s
kil
S

Motivation
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 RELATIONAL SKILLS
Choosing and keeping people

o n
k t i
as d a c e l f
T te e r e d S e d
ie n n t n t n t
r I r i e r i e
o o o
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 RELATIONAL SKILLS
Choosing and keeping people

Task oriented
The motivation for doing
the work is the work
itself

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 RELATIONAL SKILLS
Choosing and keeping people

Interaction oriented
The principal motivation is the
presence and actions of co-workers.
People go to work because they like
to go to work

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 RELATIONAL SKILLS
Choosing and keeping people

Self oriented
The work is a means to an end
which is the achievement of
individual goals - e.g. to get rich, to
play tennis, to travel etc.

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 RELATIONAL SKILLS
Choosing and keeping people

Group composed of members who share the same motivation can be problematic!
Task-oriented - everyone wants to do their own thing

Self-oriented - everyone wants to be the boss

Interaction-oriented - too much chatting, not enough work

An effective group has a balance of all types (can be difficult to achieve because
most engineers are task-oriented)

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 OTHER ISSUES...
Group leadership, organization, communication...

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 There may be both a technical and an
administrative leader

Democratic leadership is more effective

than autocratic leadership

A career path based on technical

competence should be supported

GROUP LEADERSHIP
How to choose a good leader?

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 GROUP LEADERSHIP
How to choose a good leader?

u p
r o hip
G rs
d e
l e a

a n
om hip
W rs
d e
l e a

Sex composition and Leader ship in Small Groups

[Eskilson et al.]
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 GROUP ORGANIZATION
Types

Democratic Decentralised
No permanent leader
Horizontal communication

Controlled Decentralised
A leader coordinates the activities
Horizontal communication
Collective decisions

Controlled Centralised
High level decisions and coordination made by the leader
Vertical communication
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 GROUP ORGANIZATION
Democratic team organization

The group acts as a whole and comes to a consensus on decisions affecting the system

The group leader serves as the external interface of the group but does not allocate specific
work items

Rather, work is discussed by the group as a whole and tasks are allocated according to ability
and experience

This approach is successful for groups where

all members are experienced and competent

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 GROUP ORGANIZATION
Extreme programming

In extreme programming groups,

some ‘management’ decisions are
devolved to group members

Programmers work in pairs and

take a collective responsibility for
code that is developed

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 GROUP ORGANIZATION
Chief programmer teams

o l e f r e s
po hi e i d o n
t C m t s t i
is a m u c a
l gr O ni
c ia r o a m u
p e p te mm
S o
c

Consist of a kernel of specialists helped by others added to the project as required

The motivation behind their development is the wide difference in ability in different
programmers

Chief programmer teams provide a supporting environment for very able

programmers to be responsible for most of the system development

lunedì 8 ottobre 12
 GROUP ORGANIZATION
Chief programmer teams

o l e f r e s
po hi e i d o n
t C m t s t i
is a m u c a
l gr O ni
c ia r o a m u
p e p te mm
S o
c

Consist of a kernel of specialists helped by others added to the project as required

The motivation behind their development is the wide difference in ability in different
programmers

Chief programmer teams provide a supporting environment for very able

programmers to be responsible for most of the system development

lunedì 8 ottobre 12
 GROUP COMMUNICATION
Types
Formal and impersonal strategies
Based on documents, software artefacts, project checkpoints, etc.

Formal and inter-personal procedures

Based on Software Quality Assurance, review meetings, audits, software
inspections

Informal and inter-personal procedures

Group meeting to disseminate information, to solve problems, to identify
requirements, and to assign tasks
Electronic communications

Inter-personal network
Informal discussion with team members and external people with greater
experience or who can provide a different viewpoint

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 GROUP COMMUNICATION
Factors of influence

Communication
n al i ti e s i n channel
Pe r s o
groups

Sexual Status of group

composition of member
group

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 TO DO...

t y
nti
n ts id e
e p
l ev ou
i a Gr
oc
S
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 TO DO...

Group members tend to be loyal to cohesive groups

'Groupthink' is preservation of group irrespective of technical or organizational

considerations

Management should act positively to avoid groupthink by forcing external involvement

with each group

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 PEOPLE CAPABILITY MATURITY
MODEL

Continuously improve methods for developing

Optimizing personal and organizational competence

Quantitatively manage organizational growthin

Managed workforce capabilities and establish competency-
based teams

Defined Identify primary competencies and align workforce

activities with them

Instill basic discipline into

Repeatable workforce activities

Initial

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 Thank you!

Questions and/or
comments

Fabio Palomba
0522500157
fabio.palomba.89@gmail.com

lunedì 8 ottobre 12