Trophy Project
CASE: TROPHY PROJECT
1.1 Executive Summary
Executive leaders are the guardians of an organisation’s preferred culture and behaviour, however this is not evident in this organisation, There is clearly no mutual respect for employees’ rights and support from top-level management as people are intimidated and threatened if they do not deliver results. The organizations behavioural strategy needs to transform from a bureaucratic to a learning organisation where employees operate in high performance teams and where good communication and free flow of information flourish (Pieter Steyn & Erik Schmikl, Pg 112 – Pg 113).
The organisation does not address any sort of training, employee development, relationships with customers and other factors bearing on quality. Instead it focuses on mistakes and condemns them instead of viewing them as opportunities for growth and learning. Top leadership failed by not providing a culture of trust, support, cohesion and lacked motivational leadership. Arbitrary induction of methodologies believing it would solve the absence of management acumen. The project manager found himself in an activity trap; he spent more time preparing paperwork, reports and projection, which was needed for his weekly meeting with the corporate, instead of managing the project. (Harold Kerzner, Ph.D. Project Management A System Approach to Planning Scheduling and Controlling, Pg 265)
In order to resolve some of these inherent problems, we propose the organisation consider the Organic Structure .The organic structure tends to work better in dynamic environments where managers need to react quickly to change. An organic structure is a management system founded on cooperation and knowledge-based authority.
The corporation will need to identify its strategy and communicate the strategy to the organisation.
The Balanced Scorecard created by Kaplan and Norton is an ideal tool for describing corporate strategy in uncomplicated terms so that the
1.1 Executive Summary
Executive leaders are the guardians of an organisation’s preferred culture and behaviour, however this is not evident in this organisation, There is clearly no mutual respect for employees’ rights and support from top-level management as people are intimidated and threatened if they do not deliver results. The organizations behavioural strategy needs to transform from a bureaucratic to a learning organisation where employees operate in high performance teams and where good communication and free flow of information flourish (Pieter Steyn & Erik Schmikl, Pg 112 – Pg 113).
The organisation does not address any sort of training, employee development, relationships with customers and other factors bearing on quality. Instead it focuses on mistakes and condemns them instead of viewing them as opportunities for growth and learning. Top leadership failed by not providing a culture of trust, support, cohesion and lacked motivational leadership. Arbitrary induction of methodologies believing it would solve the absence of management acumen. The project manager found himself in an activity trap; he spent more time preparing paperwork, reports and projection, which was needed for his weekly meeting with the corporate, instead of managing the project. (Harold Kerzner, Ph.D. Project Management A System Approach to Planning Scheduling and Controlling, Pg 265)
In order to resolve some of these inherent problems, we propose the organisation consider the Organic Structure .The organic structure tends to work better in dynamic environments where managers need to react quickly to change. An organic structure is a management system founded on cooperation and knowledge-based authority.
The corporation will need to identify its strategy and communicate the strategy to the organisation.
The Balanced Scorecard created by Kaplan and Norton is an ideal tool for describing corporate strategy in uncomplicated terms so that the
References: Berg, M. E., & Karlsen, J. T. (2007). Mental models in project management coaching. Engineering Management Journal, 19(3), 3-14. Crawford, J.K., Cabanis-Brewin, J., 2005. People + Projects = Strategy Execution, How a Strategic Project Office solves business problems. PMSolutions Expert Series. Available from: http://www.pmsolutions.com [Accessed: 31 May 2012]. Larson, E.W., Gray, C.F., 2011. Project Management The Managerial Process, Fifth Edition, New York, McGraw-Hill/Irwin. Neuhauser, C. (2007). Project manager leadership behaviors and frequency of use by female project managers. Project Management Journal, 38(1), 21-31. 4. Bibliography Kerzner, H , 1998,” Project Management: A Systems Approach to Planning, Scheduling, and Controlling”, sixth edition, New York, John Wiley and Son