Research Guides: IT Project Management: Reference Sources

Reference and Background Information

In the Library:

Browse the "QA" and "T" sections.

Online:

http://gilfind.mga.edu/ and search subjects like "Computers"; "Computer networks"; "Computer programs"; "Information Technology"; "project management"; "information resources management"; "information systems project management"; "management information systems" or other key terms from your textbook or readings.

Credo Reference
A giant online collection that searches hundreds of encyclopedias, dictionaries, thesauri, quotations and subject specific titles as well as 200,000+ images and audio files and nearly 100 videos.

Suggested Keyword Search Terms

Project Management or Project Managers
Total Quality
Quality control or Process control
Six Sigma
ISO 9000 or ISO 14000
Lean manufacturing
Time management
Organizational change or organizational effectiveness
Teams in the workplace
Capability Maturity Model
Computer software--development
Agile software
Critical path analysis
Information technology--management
Operations research or business logistics
Deming, W Edwards
Performance Standards
Project Management case studies
Project Management handbooks
Quality Control
Work Measurement

Encyclopedia of Management

Encyclopedia of Management Theory by Eric H. Kessler (Editor)
Call Number: eBook
ISBN: 9781412997829
Publication Date: 2013-03-28
In discussing a management topic, scholars, educators, practitioners, and the media often toss out the name of a theorist (Taylor, Simon, Weber) or make a sideways reference to a particular theory (Bureaucracy, Total Quality Management, Groupthink, etc.) and move on, as if assuming their audience possesses the necessary background to appreciate and integrate the reference. This is often far from the case. Individuals are frequently forced to seek out a hodgepodge of sources varying in quality and presentation to provide an overview of a particular idea. And reference librarians often find it difficult to guide readers to an informed, one-stop resource with just the basics--the "who, what, where, how, when, and why." In response, SAGE Reference plans to publish the two-volume Encyclopedia of Management Theory, available in both print and electronic formats. This work is designed to serve as a core reference for anyone interested in the essentials of contemporary management theory. Drawing together a team of international scholars, it examines the global landscape of the key theories and the theorists behind them, presenting them in the context needed to understand their strengths and weaknesses to thoughtfully apply them. In addition to interpretations of long-established theories, it also offers essays on cutting-edge research as one might find in a handbook. And, like an unabridged dictionary, it provides concise, to-the-point definitions of key concepts, ideas, schools, and figures. Features and Benefits: · Two volumes containing 335-350 signed entries provide users with the most authoritative and thorough reference resources available on management theory, both in terms of breadth and depth of coverage. · To ease navigation between and among related entries, a Reader′s Guide groups entries thematically and each entry is followed by Cross-References. · In the electronic version, the Reader′s Guide combines with the Cross-References and a detailed Index to provide robust search-and-browse capabilities. · An appendix with a Chronology of Management Theory allows students to easily chart directions and trends in thought and theory from early times to the present. · Suggestions for Further Reading at the end of each entry guide readers to sources for more detailed research and discussion.

Theories

Theory X and Theory Y

Theory X and Theory Y are theories of management developed by MIT Sloan School of Management professor Douglas McGregor and presented in his 1960 book The Human Side of Enterprise. Each theory is based on a different attitude managers take toward their employees. In Theory X, management acts from the assumption that employees have an inherent dislike of work, which they will indulge if so allowed, and therefore prevent this by adopting a hierarchical system of management in order to closely supervise all levels of production and work within the organization. Because of the negative view of workers, negative incentives tend to be used to guide behavior instead of offering rewards for positive results. Similarly, job roles are highly structured because of the assumption that a dislike of work will prevent employees from taking initiative. Theory Y, on the other hand, assumes work is a natural pursuit that employees can enjoy, and that the conditions can be created in which employees will actively seek out tasks and responsibility. This is more likely than Theory X to lead to a climate of trust and open communication. Theory Y is an application to the workplace of much of the work of psychologist Abraham Maslow.

Theory x and theory Y. (2015). In J. Mcray (Ed.), Leadership glossary: Essential terms for the 21st century. Santa Barbara, CA: Mission Bell Media. Retrieved from http://ezproxy.mga.edu/login?url=https://search.credoreference.com/content/entry/mbmlg/theory_x_and_theory_y/0?institutionId=3733

Find out more about Theory X and Theory Y at the link below:

Theory X and Theory Y
Kessler, E. H. (2013). Encyclopedia of Management Theory. Thousand Oaks, California: SAGE Publications, Inc.

Theory Z

Theory Z is a management theory based on the assumption that greater employee involvement leads to greater productivity. Theory Z was proposed by Douglas McGregor shortly before his death, in an attempt to address the criticisms of his Theory X and Theory Y. McGregor's ideas were expanded by William Ouchi in his book Theory Z (1981), reflecting the Japanese approach to human resource management. Theory Z advocates greater employee participation in management, greater recognition of employees’ contributions, better career prospects and security of employment, and greater mutual respect between employees and managers. See also alphabet theories of management

Theory Z. (2011). In J. Law, Business: the ultimate resource (3rd ed.). London, UK: A&C Black. Retrieved from http://ezproxy.mga.edu/login?url=https://search.credoreference.com/content/entry/ultimatebusiness/theory_z/1?institutionId=3733

Deming's 14 Points

Find out more about W. Edwards Deming

Deming's 14 Points

1. Create constancy of purpose for improvement of product and service.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost by working with a single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship. Eliminate the annual rating or merit system.
13. Institute a vigorous programme of education and self-improvement for everyone.
14. Put everybody in the company to work to accomplish the transformation.

Deming, W. Edwards. (2003). In Capstone Press, Capstone encyclopedia of business. Hoboken, NJ: Wiley. Retrieved from http://ezproxy.mga.edu/login?url=https://search.credoreference.com/content/entry/capstonebus/deming_w_edwards/0?institutionId=3733

Top Down and Bottom Up

Top Down

Originating and proceeding from the top echelons and percolating to the bottom, as opposed to Bottom-up.

Bottom-up

Relating to an approach that relies heavily on input from the bottom tier of management and makes strategic decisions and identifies opportunities based on lessons learned at the ground level.

Bottom Up. (2013). In G. T. Kurian, The AMA dictionary of business and management. New York, NY: AMACOM, Publishing Division of the American Management Association. Retrieved from http://ezproxy.mga.edu/login?url=https://search.credoreference.com/content/entry/amadictbm/bottom_up/0?institutionId=3733

Top Down. (2013). In G. T. Kurian, The AMA dictionary of business and management. New York, NY: AMACOM, Publishing Division of the American Management Association. Retrieved from http://ezproxy.mga.edu/login?url=https://search.credoreference.com/content/entry/amadictbm/top_down/0?institutionId=3733

IT Project Management

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