Psychology for Project Managers
Anyone who does routine work in a traditional organisational structure may, in principle, continue to work with the same colleagues until retirement.
You often get to know your colleagues well. You learn how to interact with your colleagues individually and how to establish a department structure and organization over the years.
Projects are constantly evolving and new tasks must be approached and completed. To meet the challenges ahead, different tasks require different skills. Each project has a project team.
This type of collaboration is growing in popularity and can be seen in the form of e.g. You can choose to work in matrix organisations or project-based organisations.
The likelihood that colleagues who don’t know each other well will have to work together increases when the project team is constantly being reorganized. Project managers are responsible for managing such “superficial relationships” within their project teams.
This is also true. There is a greater risk of misunderstandings and conflicts in these situations. Understanding the psychology of these situations will allow you to better judge the behavior of your colleagues and guide them if necessary.
It’s about what happens when people meet for the first time.
A project manager who is successful will be able to manage all aspects of human behavior, adapt and direct his project management accordingly.
Project managers must be knowledgeable in economic issues, project organization, and project management methods. They also need to be familiar with psychological aspects of human cooperation in a project environment.
Herzberg’s Motivational Theory
According to this theory there are two factors that can influence professional motivation. These so-called motivation factors can increase job satisfaction. These factors can range from being ‘not satisfied to being’satisfied.
Motivation factors are essentially related to the job’s content. The so-called hygiene elements, on the other hand refer to the work environment. These conditions do not guarantee satisfaction but can help to prevent dissatisfaction.
The hygiene factors range from being ‘dissatisfied to ‘not satisfied’. Herzberg states that employees must feel happy and motivated at work if they want to be satisfied.
It is important to remember hygiene factors, regardless of how well they are managed and fulfilled, cannot lead to job satisfaction. They can, at best, prevent dissatisfaction. Once hygiene factors are met, motivational factors can then be used to achieve real job satisfaction.
Motivation Intrinsic as well as Extrinsic
There are two types of motivation. It can be either intrinsic, which is when it comes from within, or from an inner drive. Or it can come from outside (extrinsic) when it is required by others or circumstances.
Herzberg’s motivational theory, also known as the two-factor theory, identifies extrinsic factors within the hygiene factors. These include, for instance, work safety or salary. These are extrinsic.
We do something to either get a reward (in this case the salary) or to avoid punishment or a negative consequence (in this case losing our job). Herzberg’s theory shows that external or extrinsic factors are not always suitable for motivating real motivation. However, they can help to avoid dissatisfaction.
Motivational factors, however, are i