Organisations and People Flashcards
Organisation structures :
Functional - no separate function or organisation , projects managed within the (line) organisational structure , based around BAU e.f finance , IT , Products, HR
Project - team is multi disciplinary and moves from project to project , possibly an interim structure with BAU responsibilities re-resourced , focussed on the project and delivering change
Matrix - individuals work for two (or more) managers - project manager(s) and mine manager , needs careful prioritisation and good working relationship
Organisational structures: projects don’t operate in isolation when we talk about project context we are referring to how the project operates as part of a wider organisation. How the organisation is structured will provide a :
Management hierarchy, lines of reporting and who and how information will flow throughout it.
Most organisations are permanent, this contrast with projects which are temporarily undertaking , which means the organisation will need to understand how their projects will fit within their structure.
Essentially there are parts of the business which will change the organisation, the permanent elements tend to be those That;
Run the organisation , whilst any that change it will be temporary
Permanent and Dempsey structures: the project team will likely work across both the permanent and the part parts of the organisation and how easy or challenging this will be is determined by how the organisation structures Iredell: this can influence :
Where our staff come from , reporting and even how much control a project manager might have over their team
Permanent and Dempsey structures: there are three organisational structures that a project might take place within, these are:
Functional , Matrix and Project structures
Permanent and Dempsey structures: which structure we are working within can indicate who will have the most authority between a functional manager and a project manager:
Functional structures provide - the functional manager with the most authority
Whilst project structures give the authority to the project manager,
Matrix structure tries to balance the authority evenly between functional and project managers
It is unusual for an organisation to adhere entirely to one of these structures entirely , most will be a form of matrix
Functional - when an organisation arranged itself into specialist departments known as functions that provides a specific set of skills and outputs to the organisation this is known as ;
Functional. These function could be areas such as IT , HR and customer services
Functional - a fully functional structure is focused primarily on day to day activity so projects are rare activities. Because of this they don’t rent to have a dedicated project management function when deciding that they want to run a project to develop one of the functions ( for example a human resource project) then the resources are likely to be drawn from ?
Within HR
— the resources are drawn from within the function
Advantages of running projects within a functional organisation:
- flexible resourcing - can draw resources to support our project from other functions
- expertise - each function is full of experts , which can provide advice to our project that is based on working within the same organisation.
- development - using staff from within our own organisation means that they will be able to develop their own skills supporting projects and this in turn can develop their functions and business.
- staff Retention - when the project finish , the staff don’t leave the organisation , they will return to their function .
- clear lines of communication - the functional manager has authority , which means there are clear lines of communication for the team working within a project I.e any problems? Talk to their functional lead.
Functional - considerations :
- it isn’t set up to run project - meaning it can be inflexible and unable to adapt to the ways a project works and will need to be delivered.
- lack of perspective - very inward focus Internal experts mean that they are less likely to identify outside the box solutions as they don’t tend to bring external staff to support the project.
- loyalty to function- this can mean that project team are perhaps more focused on their functional objectives rather than delivery of the project.
- lack of project management expertise - because the project team will made of people from the function that correspond to the nature of the project , their expertise may be in their functional role but may lack experience of delivering a project
Matrix- a matrix structure will be set up similarly to a functional , in that it will arrange itself into functions with specific focus as well as including functions that deal specifically with :
Delivering changes for example project management and programme management functions
Matrix- with the matrix structure people will remain within their functions but will be temporarily assigned to projects to support project delivery. Once their work on a project is completed then they can ,
Return to their original functions ready to be ‘loaned’ out to another project .
Matrix- organisations tend to lean towards a matrix structure when a project requires :
Many different skills, needs to be managed distinctly from a specific function but can still draw upon expertise from within the organisation.
Simply put we want to get the best of both functional and project structures
Matrix- the project managers that are used to lean projects will be drawn from the project function and will report to the board. Whereas staff from other functions will find their day to day project activities will come under ?
The authority of the project manager and their functional manager
Advantages of a matrix structure:
- Allows quicker response to changes as the projects aren’t constrained to a function.
- tailored projects - because the project are outside of functions, they can be tailored to suit organisational needs, rather than made to ‘fit’ into a function that is chosen simply because it is ‘closer’ to the project objectives rather than other functions .
- flexible resources - can share resources more fluidly, so one person can potentially support several potentially in-related who might need their expertise.
- consistency - allows best practice to be shared across multiple projects and allows expertise to develop as Staff will return back to their functions upon project completion.
- two managers- two sources of information and guidance tailored to both function and project approach .
Disadvantages of a matrix structures:
- complex - allocating resources from multiple functions into projects can be time consuming and difficult to manage
- project manager doesn’t have as much power as their team will still partially within their functions
- conflicting loyalty between function and project as the people could be torn between delivery of functional objectives versus their project objectives
- staff might be stretched thin supporting multiple unrelated projects
- two manager two sources of contradicting information and guidance biased towards function or project approach
Weak , balanced and strong matrix structures :
How much authority the functional or project manager will have usually depends on which type of matrix structure we are using.
There are three, weak , balanced and strong
Weak , balanced and strong matrix structures: STRONG
a strong matrix structure closely resembles a project structure. This means that they authority over staff will lie primarily with the project manager , so that means there will be strong line of reporting between the project team and the project manager.
Most if not all decisions regarding resources , control of work and staff objectives will lie with the project manager whilst the functional manager will be able to support any functional matters though have minimal involvement beyond this
Weak , balanced and strong matrix structures: BALANCED
This approach balances the authority between the project manager and functional manager evenly. This mean that any activities more traditionally associated with the functional role , such as training , development of functional objectives etc can be managed by the functional manager where as anything that corresponds with day to day involvement with a project such as holiday request , appraisals etc can be managed by the project manager.
This means that both the functional and project activities are lest likely to cross over and take time away from the other , though to work effectively there needs to be clear lines of communication and reporting , matrix structure can be challenging if these reporting lines are not defined and can cause conflict and conclusion for people working within it if not well established.
Weak , balanced and strong matrix structures: WEAK
A weak matrix structure is closest to resembling a functional structure.
This means that the functional manager has the leading authority over matters such as staff management , priorities, cost etc as business focus is more on functional delivery , with most of the decision making resting with them.
The project manager will typically have a minimal role regarding staff activity and priorities with their focus primarily on coordinating project activities.
Project Structure - a project structure is usually how a organisation arrange themselves if they deliver lots of large , complex projects. Such as
Construction or film industry
Project Structure - the business will have few, if any established functions and these will be mainly focused with recruitment of temporary project staff to support any projects that the organisation has decided they want to undertake. Because there is unlikely to be any permanent employees to support projects , most of the team are usually sourced ?
Externally
Project Structure - once the project is complete , the team delivering it will disband and unlike the functional or matrix organisation the project manager has ?
Complete management authority over the team and will report to the board directly ( and or programme manager if it falls under a programme)
Advantages of a project structure:
- Project focus. All communication, objectives and task are focused on project delivery without having to consider functional needs
- dedicated teams - the team gave no split loyalty and have a clear line of reporting which can help develop a strong team identity
- external staff can provide different perspectives that can come from experiences outside if an organisation, increasing the changes of innovation and new solutions,
- project manager authority means that the project manager has complete control over the direction , hiring and objectives of their team and task, it will also allow their teams to develop specific project management skills.
Disadvantages of a project structure:
- isolation - because the focus is on project rather than functions it is unlikely that resources can be shared efficiently between projects.
- duplication of resources - since we aren’t able to use resources as efficiently it may mean refuting the same role for two separate projects where in a functional or matrix structure we could simply share a person with multiple projects.
- loss of skills due to temporary nature of the projects. If we are primarily hiring externally , once a project finished those staff will leave the organisation taking any skills or lessons learned with them potentially even to a rival organisation.
- can mean that the focus of the organisation is kissed as the project team are stove -piped in their project with maybe a high level of focus on project objectives with less on the objectives of their business itself.
Dr John Adair’s action centred leadership model : the three things that a leader needs to balance in order to achieve synergy
Team , task and individual
Dr John Adair’s action centred leadership model : Dr John Adair says that a good leader can balance the needs of the :
Task - the need to complete work and get things done
Team- building and maintains an effective team who are collaborating and communicating
The people within the team - developing skills and nurturing those people as individuals
Dr John Adair’s action centred leadership model : shows that is a leader balances , the team , the task and the individual they will achieve -
Synergy, which means the team is interacting and collaborating cohesively and it will also help to increase the morale of the team
The leader role might be to :
- bring people together
- develop people and provide direction and motivation for them to do their best work
- lead in a changing and uncertain environment
- provide timely and constructive feedback to the team, and encourage and be open to feedback from the team
-understand that different people need different support
-be willing to adapt their leadership style depending on the situation - Act as a coach and mentor to promote personal growth
-be authentic , emotionally intelligent and collaborative
The Hersey Blanchard - situational leadership theory: this model promotes ?
Flexible leaders that can adjust their style based on experience and ability of those they are leading known as ‘followers’
The Hersey Blanchard - situational leadership theory: the term ‘maturity’ when we talk about teams is regarding how much…..
Experience , skill, confidence, commitment and ability to ‘self-lead’ are all ways we can assess a teams maturity we need to think are our teams :
- unable and willing
- unable but willing
- able but unwilling
- able and willing
Unwilling doesn’t necessarily demote lack of enthusiasm but could be due to lack of confidence, or that the goals and aims are not yet accepted. Based on the groups , it is possible for a group of followers to be good at their jobs but not yet committed to the aims.
The Hersey Blanchard - situational leadership theory: this model identifies a variety of styles that map a progression of leadership approaches that respond to the tendency for a teams maturity to increase overtime , it uses four stages :
- structuring (also known as directing)
- coaching
- encouraging (also known as supporting)
- delegating
None of these styles are considered better than another , simply that a leader can adopt whichever of the styles best suits a given situation.
The Hersey Blanchard - situational leadership theory: Structuring/Directing :
This is the most direct form of leadership. It could be considered as ‘telling’ someone what to do.
This approach is the least collaborative and instead the leader will provide specific instructions for their teams to follow.
The Hersey Blanchard - situational leadership theory: Structuring/Directing
This style of leadership could be used where the team is very inexperienced and needs clear guidance, as they will need to be given instruction in what the task is and what their responsibilities are.
It could simply mean the team is new , inexperienced team but could also mean the team simply does not have the knowledge or background relating to a specific task or project .
The Hersey Blanchard - situational leadership theory: Structuring/Directing - the leader needs to be careful about using this approach with a more experienced team however as it be perceived as ?
Micro managing
The Hersey Blanchard - situational leadership theory: Coaching - perhaps an individual lacks ability or confidence , maybe due to inexperience but is keen and enthusiastic to develop. Coaching as a leadership approach is aiming to -
Collaborate more with the team compared to structuring
The Hersey Blanchard - situational leadership theory: Coaching - whilst the team will still require direction , the leader will be more likely to ….
Discuss and engage with their team, with the idea of coaching being that the leader will want some input from their team but also needs to convince them to follow their lead and do things in a particular way
The Hersey Blanchard - situational leadership theory: Coaching - this approach could be used for teams that are -
Unable but willing , so is useful where team members perhaps lack the experience or knowledge themselves but are keen to develop it further and are willing to take on the task despite their lack of experience with it .
The Hersey Blanchard - situational leadership theory:- encouraging / supporting
Encouraging leadership could be used where the team is capable and experienced in doing task but may lack confidence or be questioning objectives.
The Hersey Blanchard - situational leadership theory:- encouraging / supporting : this leadership approach is useful for a leaders to build -
Relationships with their team , involving them in decisions and rather than telling them what to do , will be making space for the teams to make their own minds, maybe even deferring decisions ti those with appropriate experience.
The Hersey Blanchard - situational leadership theory:- encouraging / supporting - this style is best used when ?
People have the skills and experience but perhaps lack the confidence to work fully independently and maybe need that encouragement and support to invest them in the objectives.
The Hersey Blanchard - situational leadership theory:- delegating
A style which represents that the leader is comfortable passing responsibilities for take or even project to their teams. Leaders tend to adopt this when their team is experienced and mature to the point where the leader knows that the team members are completely capable of handling a task with little or no input or direction from the leader.
The Hersey Blanchard - situational leadership theory:- delegating - delegating works well for teams that have ;
Confidence and are expected to work independently , where the teams are both willing and able
Virtual teams: increasingly common nowadays is for leaders to be working with virtual teams , a virtual team is a ?
Group of people who share a common goal and are working together to deliver it, but are not necessarily sitting in an office together and rely on electronic ‘virtual’ communication to interact .
Thought they meet in personal occasionally , this is not the norm and teams could even be working in different time-zones to another.
Virtual teams: the benefits of teams working virtually is that the ….
Project can utilise a much broader pool of talent , providing diversity with the team and offering wider perspectives and expertise.
Although we do need to consider that there are some drawback of working this way such as
Scheduling people working in different time zones , the logistics , technical and even cultural attitudes of people working remotely .
Challenges of working in a remote team : Infrequent communication -
people may find relationships to take longer due to meetings and discussions having to be scheduled. Leaders can create tasks that require frequent communication to deliver , though every person in a team is responsible for trying to increase regular interaction.
Challenges of working in a remote team : Isolation
People in teams may feel isolated from each other , perhaps leading to lack of trust as they aren’t getting immediate responses or able to see what others are doing.
Leaders can manage this by setting clear goals and expectations and celebrating achievements of people within the team
Challenges of working in a remote team : diverse teams
Different cultures and social norms can be a challenge if our team is working internationally. To minimise conflict, there needs to be agreed and common work ethics and team customs to foster understanding of each other .
Challenges of working in a remote team : overlong routine
People can become fatigued sitting at a computer all day with little if any face to face interactions with their teams. If working internationally , people may work longer days so that they are Available during alternative time zones.
The leader. Needs to clarify and encourage normal working days even if those are not normal 9 to 5 routines.
