Expert power: the ability to gain support because personnel perceive the project managerĪs possessing special knowledge or expertise (that functional personnel consider as.Project manager as capable of directly or indirectly dispensing penalties that they wish toĪvoid usually derives from the same source as reward power, with one being a necessary Penalty power: the ability to gain support because the project personnel perceive the.Salary, promotion, bonus, future work assignments) Manager as capable of directly or indirectly dispensing valued organiza- tional rewards (i., Reward power: the ability to gain support because project personnel perceive the project.Project manager as being officially empowered to issue orders Legitimate power: the ability to gain support because project personnel perceive the.The capabilities of management at all levels INTERPERSONAL INFLUENCES.The size, nature, and business base of the company.The maturity of the project management function.Management to project management and from project management to func- tional Several key factors affect the delegation of authority and responsibility, both from upper-level During the planning phase the project team develops a responsibility assignment matrix (RAM)
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