...subtle differences between the various organizational structures (specially the matrix Vs functional organizational structures) and relate to it my work life. Chapter 11 talks about the following traditional structures Simple organization structure: “Structure in which there is an owner and a few employees and where the arrangement of tasks, responsibilities, and communication is highly informal and accomplished through direct supervision” Pearce, J. A. & Robinson, R. B. (2013). Functional organization structure: “Structure in which the tasks, people, and technologies necessary to do the work of the business are divided into separate “functional” groups (e.g., marketing, operations, finance) with increasingly formal procedures for coordinating and integrating their activities to provide the business’s products and services” Pearce, J. A. & Robinson, R. B. (2013). According to Pearce, J. A. & Robinson, R. B. (2013). , “A divisional organizational structure is one in which a set of relatively autonomous units, or divisions, are governed by a central corporate office but where each operating division has its own functional specialists who provide products or services different from those of other divisions.” “The matrix organizational structure is one in which functional and staff personnel are assigned to both a basic functional area and to a project or product manager. It provides dual channels of authority, performance responsibility, evaluation, and control”...
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...be created for the purposes of a specific project and will be led by a project manager. Often the team will only exist for the duration of the project and matrix structures are usually deployed to develop new products and services.The basis for the matrix organization is an endeavor to create synergism through shared responsibility between project and functional management. The advantages of a matrix include Individuals can be chosen according to the needs of the project. The use of a project team which is dynamic and able to view problems in a different way as specialists have been brought together in a new environment. Project managers are directly responsible for completing the project within a specific deadline and budget. Because key people can be shared, the project cost is minimized. Conflicts are minimal, and those requiring hierarchical referrals are more easily resolved. There is a better balance between time, cost and performance. Authority and responsibility are shared. Stress is distributed among the team. It attempts to retain the benefits of both structures ( functional organization and project team structure ). · Coordinates resources in a way that applies them effectively to different projects. · Staff can retain membership on teams and their functional department colleagues. While the disadvantages include A conflict of loyalty between line managers and project managers over the allocation of resources. If...
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...Engineering Project Management Corey Martin Week 4 Projects and Organisational structures Course Roadmap Organisational structure “An organisational structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aims”. Reference: Pugh, D. S., ed. (1990).Organization Theory: Selected Readings. Harmondsworth: Penguin To improve project success! Sources: http://www.pmi.org/ CHAOS summary report 2013 Common types of project management structures • Functional • Dedicated Project Teams • Matrix Reference: Gray, C & Larson, E, Project Management, 5th Ed. McGraw-Hill Functional Organisation of projects • Different segments of the project are delegated to respective functional units. • Coordination is maintained through normal management channels. • Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success. Functional 1. 2. 3. 4. Advantages No/little org. change Flexibility in use of staff In-Depth Expertise Easy Post-Project Transition 1. 2. 3. 4. Disadvantages Lack of Focus for project Poor Integration across org. Typically slower to complete Lack of Ownership Dedicated Project Teams • Teams operate as separate units under the leadership of a full-time project manager. • In a projectised organization where projects are the ...
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...ORGANISATIONAL BEHAVIOUR Assignment 1 This essay will deeply look at the organisational structure and culture and It will compare and contrast different organisational structures and culture analysing the relationship between an organisations’ structure and the consequences on business performances. Finally it will analyse the factors which influence individual behaviour at work. Organisational Structure First of all, an organisational structure refers to how an organisation has Hierarchical subordinates of persons concerned to achieve the same goal. The culture of an organisation can be described as the value, attitudes and beliefs of people within an organisation. The structure and the culture of the organisation reflects the aims and strategies to be accomplished. Formal and Informal organisation In order to have control of an organisation’s performance, an organisation would have some type of deliberate organisational structure. This is called a formal organisation; Structures are clearly organised by dividing departments, level of authority, responsibility and communication line. On the other hand, there are informal organisations. An Informal organisation does not have a specific structure or a planned division of responsibility and this type of organisations can be seen within formal organisations. Geographic Structure A structure with one head office who has the power to control all departments, and several regional or territorial departments where...
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...The Trophy Project was a lengthy project that seem was obviously very important to the company. Reichart, who was a prior assistant project manager, was given the reigns and selected as the project manager (PM) for the Trophy Project. From the very beginning, the project faced challenges that are common to many projects. As a PM, Reichart had many roles and responsibilities throughout the duration of the project. Reichart needed to direct and control the project. As the PM he needed to use interpersonal and communication skills with both functional managers and his project team to accomplish every task in the project. Unfortunately Reichart and the team ended up falling behind schedule, over spent the budget, and didn’t accomplish the project in accordance with the customer’s desires. The following is a list of problems that Reichart and his team encountered with some potential ways that he and the project team might have been able to fix them. 1. Competition over team leadership: From the very beginning of the project, Reichart was faced with the issue of functional managers not using the funds allocated to them for the project to complete actual work for the project. Functional managers were using line workers to accomplish different tasks that weren’t associated with the project while still billing the project for the hours. When Reichart made different people aware that this was happening he was told to not meddle in affairs of the functional managers. It was his...
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...CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT MODULE M2 GROUP ASSIGNMENT CASE: The Trophy Project DATE: 13 March 2013 We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated. Name | Signature | ID Number | Dorothy van Heerden | | 7003230015080 | Delareze Joubert | | 7911030059084 | George Klopper | | 6510115056089 | Morne Grobler | | 8006265241082 | Salome Cilliers | | 8502170130089 | Tammy Pieterse | | 7811030086089 | Thabi Qaqane | | 7812220436084 | Andre Henn | | 7807285013083 | * Index Index 2 1 Executive Summary 3 2 Introduction 4 3 Problem Identification 5 3.1 SWOT Analysis of the Trophy Project 5 3.2 Problem Analysis 6 3.2.1 STRUCTURAL 6 3.2.2 Behavioural 7 3.2.3 Organisational 13 4 Recommendation 15 4.1 Organisational Effectiveness 15 4.2 The Balanced Score Card Approach 15 5 Conclusion 18 6 Bibliography 19 Executive Summary This document, by means of a thorough analysis of the case study, reveals that the Trophy Project is in a state of disorder. It identifies problematic behavioural structural and organisational issues within the company and discuses leadership problems that the company experiences throughout...
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...certain benefits as well as potential pitfalls. 1. Self-sufficiency o An advantage of a divisional structure is that each division can operate as a separate, self-sufficient unit without having to rely heavily on the parent company or top management of the organization. Divisions typically have their own separate management structure that allows them to make decisions quickly, often without the need for approval from others. Divisions have their own equipment, supplies and resources, which allow for a more autonomous method of operation. Specialization o Another advantage of a divisional structure is that it allows for a high degree of specialization. Workers with similar talents and abilities can work together and focus on specific projects that help the division meet its objectives. Because the division operates autonomously, management is more likely to be familiar with the needs of the workers, which ensures they will have access to the resources they need to complete their tasks. Like-minded individuals may also find it easier to develop a sense of teamwork. Too Much Autonomy o On the other hand, a divisional structure may result in too great of a sense of...
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...need for project management? All industries have a need for project management 2) Which of the following is not one of the PMBOK Guide`s five process groups? Feasibility studies 3) Which of the following is normally not one of the traditional components of the triple constraint? Accepted by the customer 4) Which of the following is a potential benefit of using project management? Identification of time limits for scheduling 5) Which of the following functions of classical management is generally not performed by the project manager? Staffing 6) Which of the following is not an organizational stakeholder? Customers 7) Which of the following is not a product/market stakeholder? Creditors 8) Which of the following is not a capital market stakeholder? Unions 9) Which of the following is directly controlled by the project manager? None of the above 10) Successful project management requires a good daily working relations between project and line manager. True 11) Successful project management does not require that people understand how to report to multiple bosses. False 12) The project manager`s role as an integrator of activities does not include integration of activities necessary to: All of above are PM roles 13) The PM`s role with regard to interface management does not include interfacing: Between senior management and various external stakeholders 14) Which of the following is the role of the PM rather than the role of the functional manager...
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...organizational restructuring is needed because management is unhappy with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized ...
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...organizational restructuring is needed because management is unhappy with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized ...
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... [INDIVIDUAL REPORT PROJECT] | MATRIX ORGANIZATIONAL STRUCTURE | Quaid-I-Azam School of Management Sciences ISLAMABAD Submitted to: Sir Sarfaraz Hussain Ansari Subject: Principle of Management Introduction: A matrix organization structure can simply be defined as an organization, which has multi reporting lines in which employees have more than one formal boss. In other word a matrix structure is a grid like organizational structure that allows a company to address multiple business dimensions by the help of multiple command structure. If we closely examine this, we can easily find it, as a hybrid of functional and divisional structure. Multinational companies usually practice matrix structure or matrix management system to blend and bring functional and divisional structure under the same umbrella of an organization in order to gain more benefits out of it. But at the same time, it is not so much easy as it looks, but, rather it is very much difficult and challenging job for the top management to carry on operations in a matrix system. We will later in detail discuss the challenges, pros and cons of matrix organizational structure and how to deal with them. The concept of matrix organizational structure evolved in 1960s to meet the needs of the aerospace industry. NASA was the first organization who adopted matrix organization structure for its multiple projects. Government contract selection process required a project-oriented system, which should...
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...If you are to work effectively with people who are culturally different, you need to become aware of your own culture and how that impacts on others. As one textbook on professional communication puts it: ‘ we need to become more aware of the cultural basis of our own behaviours, perceptions, beliefs, and values. This enables us to see an interaction from a cultural perspective. It is not just the other person who is displaying culture-specific attitudes and behaviours; we are also doing just that’ (Peter Putnis & Roslyn Petelin, ‘Professional Communication principles and applications’, Prentice Hall, Sydney, 1996, p.76). Personal values: Personal values are our core beliefs, values, and philosophies that we hold about life, its purpose, and our own purpose. Prejudice are assumptions people make about the characteristics of members of a cultural or social group. Ethnocentrism: is the tendency to judge other groups according to the standards and values of one's own group. Cultural relativism: it is the refusal to make any judgement on the cultural values of other individuals, institutions or cultures. Culture shock: Culture shock is more than your initial mental adjustment to strange customs, new language, and perhaps water that isn't safe to drink. It is a very real set of symptoms that may include depression, anxiety, increased incidence of minor illnesses, and a sense of helplessness’ (Kathryn A. Wilson http://international.monster.com/workabroad/relocation/followspouse/)...
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...N 1;1 ~OF CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, USAF AFIT/GSM/LSY/88S-28 TC nc21A9 88 DEPARTMENT OF THE AIR FORCE AIR UNIVERSITY AIR FORCE INSTITUTE OF TECHNOLOGY Wright-Patterson Air Force Base, Ohio - .m.l i -. . . . 88 12 21 026 AFIT/GSMILSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, UJSAF AFIT/GSMILSY/88S-28 Approved for public release; distribution unlimited . -! -- U II - U PU E I ~ E 1 I 1 - m . . The contents of the document are technically accurate, and no sensitive items, detrimental ideas, or deleterious information is contained therein. Furthermore, the views expressed in the document are those of the author and do not necessarily reflect the views of the School of Systems and Logistics, the Air University, the United States Air Force, or the Department of Defense. Aceession For NTIS GRA&I LTIC TAB Unannounced JustificationBy l ,i Distribution/_ AvailtbilitY Codes A-7 U ,' o Dist 1pecial L .... AFIT/GSM/LSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Presented to the Faculty of the School of Systems and Logistics of the Air Force Institute of Technology Air University In Partial Fulfillment of the Requirements for the Degree of Master of Science in Systems Management ...
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...departments to do specific task; and assigning responsibility and authority to people. It also includes allocating resources, assigning specific tasks, and establishing procedures for accomplishing the organizational objectives. | Economies of scale | The situation in which companies can reduce their production costs if they can purchase raw materials in bulk; the average cost of goods goes down as production levels increase. | Unity of command | Each worker is to report to one, and only one, boss. | Esprit de corps | A spirit of pride and loyalty should be created among people in the firm. | Hierarchy | A system in which one person is at the top of the organization and there is a ranked or sequential ordering from the top down of managers and others who are responsible to that person. | Chain of Command | The line of authority that moves from the top of a hierarchy to the lowest level. |...
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...MODULE 2 PROJECT MANAGEMENT: PROGRAMME MANAGING ORGANISATIONAL PERFORMANCE AND INNOVATIVE IMPROVEMENT CASE STUDY: “TROPHY PROJECT” GROUP ASSIGNMENT 05 JUNE 2012 We the undersigned hereby declare that this assignment is our own work. It has not been previously submitted for any other examination. Nocawa Johnson________________________________ Nolusindiso Mitani_________________________________ Welhemina Mnguni_________________________________ Content 1. Executive Summary………………………………………………………….....2 2. Body (Problems and Causes)……………………………………………….....3 2.1 Poor Planning…........................................................................................3 2.2 Programme behind schedule….................................................................4 2.3 Fruitless expenditure……………………………………………………...….4 2.4 Lack of Leadership………………………………………………………..….5 2.5 Lack of Communication……………………………………………….….….6 2.6 Lack of teamwork (no cohesion)……………………………………….……6 2.7 No goals and no objectives…………………………………………………..7 2.8 Conflict and Resistance………………………………………………………8 2.9 No Programme Management Office…………………………..………….….8 2.10 No required skills..........................................................................9 2.11 Lack of Technology……………………………………………….…9 2.12 Lack of Authority……………………………………………………10 3. About leadership in the top and functional management levels of the Organisation…………………………………………………………………...
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