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Business organisation

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Workshop #2 Today's trend towards greater project-based complexity makes organizational culture and designs the central theme behind the ultimate success and failure of any given project. With the emergence of global markets, projects now take on a wide distribution of project teams scattered across multiple organizations in a particular supply chain. If a particular organization is not trained to take on these new complexities, the selection of a project is thus limited towards smaller and menial tasks. Most organizations fall under two specific forms- organic and mechanistic (Olson & Branch, 2002). Organic companies have a culture in place that deals more with rapidly changing markets and technologies. Mechanistic companies are more effective in stable markets that usually do not require a quick turnover of new projects (Olson & Branch, 2002). Depending on how the organizational design and the employees who drive these decisions are defined, the culture is often times the overlooked intangible that will determine success. Technology enables employees to better manage complex projects, but without the right people and the right organizational culture in place, the propensity for delays, increased costs, and poor quality will ensue. Effective project management is a function of teamwork, leadership, communication and cultural ambience. Marvin Weisbord author of Organizing for the Future, states that project based organizations must be comprised of the four following elements needed for success: * Interdependence (working on important problems in which each participant has a stake) ...read more.


* Attitude Counts - Look for people with positive attitudes. * Diversity lowers Risk - Different styles and perspective counter balance. * Familiarity Breeds Action - Teams take time to work effectively and determine the outcome. * Availability beats everything - Who is available, can determine the outcome. * Leverage Matters - Establish a relationship with customers and those who have staff for the project. Project managers have the responsibility of building a supportive climate for the project. Under the conditions mentioned in the scenario, the project manager has to be cognizant of low employee morale. The project manager should validate the problem. The manager could motivate the team members with cash incentives and provide resources/services in exchange for future resources. The project manager has to establish an influence strategy to help engage in establishing cooperative relationships. Project teams must have a clear understanding of the project and their role within the project. Even with a clear understanding, it is still the role of the Project Manager to unite the team to meet the challenges set before them. Within any team, there are challenges that can disrupt the comradery that gets the team to the end result, completion. In an article by Lonnie Pacelli, he indicates 5 Simple Strategies For Unifying Your Project Teams. ...read more.


One way of uniting this team would be for the project manager to dig in and work right along side the team. In doing so, the project manger will demonstrate to the team that he/she is not willing to stand by and let the team fail. It will also demonstrate that he/she is one with the team and if the team fails, so does he/she as the project manager. The team in the scenario is not joined together, they have separated and each team member does not seem to want the responsibility of other's for fear of blame and negative consequences. Before the project manager can implement the above-referenced strategies, he/she must first begin to unite the team. REFERENCE Gray, C & Larson, E. (2003). Project Management: The Managerial Process. McGraw-Hill Companies. Melymuka, Kathleen (2004). How to Pick a Project Team Retrieved June 6, 2005, from www.computerworld.com Olson, J & Branch, K. (2002). Teams and Project-and Program based Organizations, Department of Education. Retrieved June 6, 2005, from www.science.doe.gov/sc-5/benchmark. Pacelli, L. (2005). 5 Simple Strategies for Unifying Your Project Teams. Debt Cubed. (20) (1) pg. 20 (2). Retrieved on June 6, 2005 from EbscoHost on the World Wide Web: at www.appollolibrary.com Weisbord, Marvin R. (1987) Productive Workplaces: Organizing and Managing for Dignity, Meaning, and Community. San Francisco: Jossey-Bass Publishers. ?? ?? ?? ?? 1 Behavioral Aspects of Project Mgt. ...read more.

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