Chapter 2: Organization Context

Front 1

Strategic Management

Back 1

The science of formulating, implementing and evaluating cross-functional decisions that enable an organization to achieve it objectives.

Front 2

Stakeholder Analysis

Back 2

isa useful tool for demonstrating some of the seemingly irresolvable conflictsthat occur through the planned creation and introduction of new projects.

Front 3

Project Stakeholders

Back 3

aredefined as all individuals or groups

whohave an active stake in the project and can potentially impact, eitherpositively or negatively, its development.

Front 4

Internal Stakeholders

Back 4

-Top management

-Accountant

-Other functional managers

-project team members

Front 5

External Stakeholders

Back 5

-Clients

-Competitors

-Suppliers

-Environmental, Politcal, consumer, and othe intervener groups

Front 6

Organization Structure

Consist of 3 key elements:

Back 6

1. Designation of reporting relationships:

o number of levels in the hierarchy

o span of management(span of control)

2. Identifies groupingsof:

o individuals into departments or teams

o departments into the total organization

3.Design ofsystems for:

o effective communication

o coordination

o integration across departments

Front 7

Types of ORG sturcutss

Back 7

Funcational

Project

Matrix

Front 8

Functional organizatios

Back 8

group people performing similar activities into departments

Front 9

Project organization

Back 9

group people into project teams on tempory assignments.

Front 10

matrix organization

Back 10

combination of both project and functional

Front 11

Chain of command

Back 11

illustrates authority

Front 12

Authority

Back 12

the formal and legitimate right to make decisions and issues orders

Front 13

Responsiility

Back 13

the duty to perform the task or activity assigned

Front 14

Advatages of a functional org

Back 14

-Unity of command - only on "boss" is giving instructions

-Workers learn readily from each other

-share resources

-keep same manager

Front 15

Disadvantages of a functional org

Back 15

-slow communications across multiple functions and channels

-technical difficulty In incorporating input from other disciplines

Front 16

Projectized Organizations

Back 16

•Theproject manager _______assigns projects________, applies resources, and directs personnelassigned to the project

•Thereare ____no formal________ departments

•Thereporting manager is a _________project manager________, not a functional manager

Front 17

Advantages of Projectized ORGan

Back 17

•Traditionaldepartment barriers are reduced

o People from different functions report tothe same manager

•_______Unity of Command________– only one “boss” is giving instructions; _________Effective decision making___________________

•Communicationresponse times ___are fast________

•____Co-location_______– team members are physically close

o Enhanced project team identity

o Strong customer focus

o Effective integration effort

o Creates project management ______experts___

Front 18

Disadvantages of Projectized ORGANs

Back 18

•_____Cost__of assigning team members to onlyone part-time project

•Teams development work methods thatdiffer from the organization

•Teams may fail to communicate ________lessons learned_________; no ___specific____ knowledge pooled

•Possible ___loyalty____ to project and not thefirm

Front 19

Matrix Organization

Back 19

•Theproject manager and functional manager _____share responsibility ____

•Teammembers report to ___both the project and functional manager__________

•Acombination of the task focus of the projectized organization with thetechnical capability of the functional organization

Front 20

Advantages of a matrix Org

Back 20

•____shared___resources between departments and projects

•______cooperation between functional and project managers

•___high quality________decisions are well received

•Continueddevelopment of discipline specific knowledge

•Effective_____integration______; promotes coordination

•Lessonslearned shared effectively

•Flexibilityfor dynamic environments

Front 21

Disadvantages

Back 21

•Eachemployee has _____two bosses_______

•Moresources of ____conflict____

•more meetings

•Morechallenges to control

Front 22

Project Management Office

Back 22

Centralizedunits that oversee or improve the management of projects

Threetypes of PMO

WeatherStation

Trackingand monitoring

ControlTower

Establishesand ensures project standards met

ResourcePool

Ahelper resource for projects; supplies team members

Front 23

Spanof Management
(aka “span of control”)

Back 23

•The _____number of employees_____________is span of management

•_______inherent part_____of organizational structure

•Factorsassociated with less supervisorinvolvement and larger span of control

ØWork is stable and _______

ØSubordinates perform similar work

ØSubordinates in single location

ØHighly trained and need little direction

ØRules and procedures are _______

Front 24

Organization culure

Back 24

•__________formal and informal____shared among members of the organization

•___Value____– personal standards that influence judgments, interaction with others, andorganizational goals

Front 25

Organization culture

Back 25

• isthe shared social knowledge within an organization regarding the_rules, norms, values___that shape the _attitudes and behaviors______ of its employees.

oCultureis _____social knowledge_____ among members of the organization.

oCulturetells employees what the rules, _norms_____, and __values_ are within the organization.

-Organizationculture shapes and reinforces certain employee attitudes_and _behaviors__ bycreating a system of control over employees.

Front 26

CultureComponents

Back 26

•_______Observable artiacts_____________are the manifestations of anorganization’s culture that employees can easily see or talk about.

o____Symbols____ can be found throughout an organization,from its corporate logo to the images it places on its Web site to the uniformsits employees wear.

o__________Physical structures ________ include the organization’s buildings andinternal office designs.

o____Language____ reflects the jargon, slang, and slogansused within the walls of an organization.

Front 27

CultureComponents, Cont’d

Back 27

•Observableartifacts, continued

o____Stories____consist of anecdotes, accounts, legends,and myths that are passed down from cohort to cohort within an organization.

o____Rituals____are the daily or weekly planned routinesthat occur in an organization.

o____Ceremonies____are formal events, generally performed infront of an audience of organizational members.

•____Espoused values_______are the beliefs, philosophies, and normsthat a company explicitly states.

oPublished documents, verbal statementsmade to employees by managers.

Front 28

Basicunderlying assumptions

Back 28

•aretaken-for-granted beliefs and philosophies that are so ingrained that employees_____simply act on them_ rather than questioning the validity of their behaviorin a given situation.

Front 29

TwoDimension of Org Cultures

Back 29

•“_____solidarity____”– the degree to which group members think and act alike

•“____sociability______”– represents how friendly employees are to one another