Organizational Structures and Strategies Flashcards

1
Q

Approaches to Staffing

A
  • Ethnocentric approach
  • Polycentric approach
  • Geocentric approach
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2
Q

Ethnocentric approach

A

Monoculture, home country orientation

  • Employees from home country
  • Project management techniques of home country
  • Usually: no consideration of foreign specifics
  • Home country remains main market
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3
Q

Ethnocentric approach: Advantages

A

+ Dealing with familiar instruments
+ Uniform company policy
+ Easy communication between head office and foreign branches
+ International experience of parent company employees

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4
Q

Ethnocentric approach: Disadvantages

A

− Potential for conflict: culturally different views and attitudes
− Possible preferential treatment of employees from the parent company
− High costs due to posting

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5
Q

Polycentric approach

A

Multiculture, Host Country Orientation

  • Host country: focus of corporate efforts
  • Goal: highest possible integration into foreign market
  • High autonomy of foreign organization
  • If necessary, development of own host country image
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6
Q

Polycentric approach: Advantages

A

+ Low personnel costs
+ Language, market and cultural experience of employees
+ Easy communication between head office and foreign branches
+ International experience of parent company employees

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7
Q

Polycentric approach: Disadvantages

A

− Communication problems between foreign branch and head office
− Business conflicts of interest
− Often low know-how transfer

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8
Q

Geocentric approach

A

Mixed culture, world market orientation

  • Goal: World market position
  • Alignment of company’s activities with global market
  • Globalized corporate decisions
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9
Q

Geocentric approach: Advantages

A

+ Utilization of a worldwide employee potential
+ high know-how transfer

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10
Q

Geocentric approach: Disadvantages

A

− High costs due to postings
− Mostly very complex communication structures

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11
Q

Influence Organization

A

Project manager as
mediator between
specialist departments

  • Project manager has no
    direct authority to issue
    directives/ decisions
  • Close cooperation with
    management

-> rather in small projects

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12
Q

Matrix Organization

A
  • Superimposition of two
    equivalent lines of
    instruction
  • Each employee reports to
    the department head and
    project manager

-> Frequently, when all
organizational areas of the
company are affected

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13
Q

Autonomous Organization

A
  • Exclusive responsibility of
    the pm
  • All authority to issue
    directives and make
    decisions lies with the pm
  • Employees outsourced
    from various business
    units
  • High flexibility of the pm

-> very widespread in the
international project
business

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14
Q

Fields of activity of the German foreign construction

A
  • “Traditional/ Direct” Foreign Construction
  • T+B*-foreign expansion
  • Engineering services
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15
Q

Engineering services

A
  • Consulting and planning in developing, emerging and industrialized countries
  • Services export
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16
Q

T+B*-foreign expansion

A
  • At the corporate level
  • Building in industrialized countries
  • Own efficient construction industry
  • Provision of services of all kinds by national subsidiaries and associated companies
  • All kinds of projects
  • Deployment of fewer executives

*Subsidiaries and associated companies

17
Q

“Traditional/Direct” Foreign Construction

A
  • At project level
  • Construction in developing and emerging countries with no efficient construction industry of their own
  • Export of construction and design services
  • Infrastructure projects
  • Financed by international aid
  • Posting of many employees
18
Q

Project participants

A

= Stakeholder
A person, group of people or organization
1. That is actively involved in the project/is influenced by the course or outcome of the project,
and
2. which, if applicable, can influence the course of the project or the project result

internal/external stakeholders

19
Q

DIN 69901-5:2009

A
  1. Project stakeholders:
    All project participants, stakeholders and interested parties whose
    interests are directly or indirectly affected by course/outcome of project
  2. Stakeholder analysis:
    analysis of project stakeholders in terms of their influence on the project and their attitude (positive or negative) towards the project
20
Q

PRINCE2 2009

A

Stakeholder:
Individuals, groups, or organizations that can influence, are influenced by, or feel influenced by an endeavor (program, project, activity, or risk)