Chapter3 Flashcards
It provides a framework for launching and implementing project activities within a parent organization.
Project management system
It is a commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project.
Functional organization
Advantages of functional organization
- No Change
- Flexibility
- In-Depth Expertise
- Easy Post-Project Transition
Disadvantages of functional organization
- Lack of focus
- Poor Integration
- Slow
- Lack of ownership
These teams operate as separate units from the rest of the parent organization
dedicated project teams/Projectized Organization
note1:
Dedicated project teams have full time project manager
Advantages of Projectized Organization
- Simple
- Fast
- Cohesive
- Cross-Functional Integration
- Disadvantages of Projectized Organization
- Expensive
- Internal Strife
- Limited technology expertise
- Difficult Post-Project Transistion
It is a hybrid organizational form in which a horizontal project management structure is “overlaid” on the normal functional hierarchy.
- Matrix Management
This form is very similar to a functional approach with the exception that there is formally designated project manager responsible for coordination project activities. Functional managers are responsible for managing their segment of the project
- Weak Matrix
This is the classic matrix which the project manager is responsible for defining what needs to be accomplished while the functional managers are concerned with how it will accomplished
- Balanced matrix
- This form attempts to create the “feel” of a project team within a matrix environment
- The project manager controls most aspects of the project
- Strong Matrix
Advantages of Matrix Management
- Efficient
- Strong Project Focus
- Easier Post-Project transistion
Disadvantages of Matrix Management
- Dysfunctional Conflict
- Infighting
- Stressful
- Slow
Project consideration
- Size of project
- Strategic importance
- Novelty and need for innovation
- Need for integration
- Environmental Complexity
- Budget and time constraints
- Stability of resource requirements
refers to a system of shared norms, beliefs, values, and assumptions which binds people together, thereby creating shared meaning
- Organizational Culture
10 Characteristics which capture the essence of an organization’s culture
- Member Identity
- Team Emphasis
- Management focus
- Unit integration
- Control
- Risk Tolerance
- Reward criteria
- Conflict tolerance
- Means versus end orientation
- Open-Systems focus
the degree to which employees identify with the organization as a whole rather than with their type of job or field of professional expertise
Member Identity
the degree to which work activities are organized around groups rather than individuals
Team Emphasis
the degree to which management decisions take into account the effect of outcomes on people within the organization
Management focus
the degree to which units within the organization are encourage to operate in a coordinated or interdependent manner
Unit Integration
the degree to which rules, policies, and direct supervision are used to oversee and control employee behaviour
Control
The degree to which employees are encouraged to be aggressive, inovative and risk seeking
Risk Tolerance
the degree to which reward increases are allocated according to employees performance rather seniority
Reward criteria
the degree to which employees are encouraged to air conflicts and criticisms openly
conflict tolerance
the degree to which management focuses on outcomes rather than on techniques and processes used to achieve those results
means versus end orientation
the degree to which the organization monitors and responds to changes in the external envronment
open-systems focus
Function of organizational culture
- Provides a sense of identity
- helps legitimize the management system
- clarifies and reinforces standards of behaviour
- helps create social order
