Please answer the questions. I have several books about the info, but I am still having problems interpreting an answer.
How does organizationl culture influence the selection, sponsorship, and prioritization and ultimate success of projects?
In what ways could the organization culture create conditions that could lead to to projects being behind and low employee morale?© BrainMass Inc. brainmass.com October 16, 2018, 5:09 pm ad1c9bdddf
· The Paradigm: What the organisation is about; what it does; its mission; its values. The paradigm often determines if a company gets selected for a project. If a company that is bidding for the project has its mission and its values that meet the requirements of the awarding agency that company gets the project. For instance if a company values timely completion of projects and the awarding agency prizes timeliness, the company will get the award.
· Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture. There are some projects that are suitable for companies with a role culture. A bureaucracy where rules are paramount. Such projects will go to companies that have role cultures.
· Organisational Structures: Reporting lines, hierarchies, and the way that work flows through the business. In some projects for example IT software projects, elaborate hierarchies are a barrier to quick execution, such companies will not be selected for projects that require an informal culture.
· Power Structures: Who makes the decisions, how widely spread is power, and on what is power based? If there is a project that needs immediate and on the spot decision making , for example decisions that have to be made on the site, for such a project a company that has a power structure where decision making is highly centralized will not be selected.
· Symbols: These include the logos and designs, but would extend to symbols of power, such as car parking spaces and executive washrooms! The symbols favor some values, for example honesty. Such a company will be selected for projects where integrity is of paramount importance.
· Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary. A company that has elaborate meetings and reporting may lose flexibility and may get eliminated at the selection stage.
· Stories and Myths: build up about people and events, and convey a message about what is valued within the organization. Those companies that have stories and myths about the heroes
· The Paradigm: What the organization is about; what it does; its mission; its values. What determines sponsorship, the actions and the perceptions of an organization. This builds up the reputation. An organization marred by labor unrest will not get sponsorship or a project.
· Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rule books. There would be more reliance on individualism in a power culture. Sponsorship is granted to such organizations that have excellent control systems in place. This gives confidence to the sponsoring agency and the company will get the ...
2. Behavioral Aspects of Project Management Paper
Consider the following scenario: You have just been brought in on a project, as the previous project manager has left. The project is behind schedule and over budget, and several key team members have quit in disgust, plummeting the morale of the rest of the team, who fear they will have to do the extra work without compensation.
Write a 1,750-2,400-word paper in which you explore how organizational culture and human behavior influence the success of projects, in particular projects beset with issues like those presented in the scenario. In this paper, answer the following questions:
a. How does organizational culture influence the selection, sponsorship, prioritization, and ultimate success of projects? In what ways could organizational culture create conditions that could lead to the scenario described above?
b. What role does project leadership play in the success of projects? Does this role change under the conditions described in the scenario? If so, how and why? If not, why not?
c. How can a project manager build and manage a successful project team? How does this change under the conditions described in the scenario?
d. What are some strategies that could be used by a project manager to successfully manage the relationships among project team members and the relationships among the project team and external resources (e.g., subcontractors, government agencies)? How would these strategies differ under the conditions described in the scenario?