12/21/2010

UNIVERSITY
OF

TRADITIONAL

FORMAT OF ORGANIZATION

BALOCHISTAN

AND PROJECT MANAGEMENT INFORMATION

[Type the document subtitle] | asasa

Traditional format of organization and project management information

TABLE OF CONTENTS
TABLE OF CONTENTS..........................................................................................2 TRADITIONAL ORGANIZATIONAL STRUCTURE.......................................................................................................2 DRAW BACKS TRADITIONAL FORM OF ORGANIZATIONS........................................4 MOTIVATION OF PROJECT MANAGEMENT.............................................................5 PROJECT MANAGEMENT BODY OF KNOWLEDGE AREAS.........................................7 CORE KNOWLEDGE AREAS..............................................................................................................7 FACILITATING KNOWLEDGE AREAS......................................................................................................7 COORDINATION KNOWLEDGE AREA.....................................................................................................7 ORGANIZATIONAL CULTURE................................................................................8 INDEX................................................................................................................9

TRADITIONAL ORGANIZATIONAL STRUCTURE

While the previous section explained the emergence of the traditional organizational structure, this section provides additional detail regarding how this affected the practice of management. The structure of every organization is unique in some respects, but all organizational structures develop or are consciously designed to enable the organization to accomplish its work. Typically, the structure of an organization evolves as the organization grows and changes over time. Researchers identify four generally basic

decisions that managers have to make as they develop

2

an
By Mohammad Ayaz Khan (E)15| University of Balochistan

Traditional format of organization and project management information

organizational structure, although they may not be explicitly aware of these decisions. First, the organization's work must be divided into specific jobs. This is referred to as the division of labor. Second, unless the organization is very small, the jobs must be grouped in some way, which is called departmentalization. Third, the number of people and jobs that are to be grouped together must be decided. This is related to the number of people that are to be managed by one person, or the span of controlthe number of employees reporting to a single manager. Fourth, the way decision-making authority is to be distributed must be determined. In making each of these design decisions, a range of choices are possible. At one end of the spectrum, jobs are highly specialized with employees performing a narrow range of activities; while at the other end of the spectrum employees perform a variety of tasks.

ORGANIZATIONAL STRUCTURE
Traditional bureaucratic structures, there is a tendency to increase task specialization as the organization grows larger. In grouping jobs into departments, the manager must decide the basis on which to group them. The most common basis, at least until the last few decades, was by function. For example, all accounting jobs in the organization can be grouped into an accounting department, all engineers can be grouped into an engineering department, and so on. The size of the groupings also can range from small to large depending on the number of people the managers supervise. The degree to which authority is distributed throughout the organization can vary as well, but traditionally structured organizations typically vest final decision-making authority by those highest in the vertically structured hierarchy. Even as pressures to include employees in decision-making increased during the 1950s and 1960s, final decisions usually were made by top management. The traditional model of organizational structure is thus characterized by high job specialization, functional departments, narrow spans of control, and centralized authority. Such a structure has been referred to as traditional, classical, bureaucratic, formal, mechanistic, or command and control. A
3 By Mohammad Ayaz Khan (E)15| University of Balochistan

Traditional format of organization and project management information

structure formed by choices at the opposite end of the spectrum for each design decision is called unstructured, informal.

DRAW BACKS TRADITIONAL FORM OF ORGANIZATIONS

Traditional organizations have been criticized by many people, including Susan McClaryand one political philosophy which is vehemently opposed to hierarchical organization: anarchism is generally opposed to hierarchical organization in any form of human relations. Hierarchy is the most commonly proposed alternative to hierarchy and this has been combined with responsible autonomy by Gerard Furlough in his work on Diarchy theory. Large, traditional organizations have real problems trying to respond to rapidly changing markets and products fueled by new technology and shifting customer preferences. Western Union's inability to cope with the rapid technology-driven changes in the telecommunications industry is illustrative.

More expensive to form than proprietorship or partnerships More legal formality More state and federal rules and regulations Members may continue to look at the project as a continuance of what they have always done, and it may locked out innovative ideas, or there might not be that much enthusiasm or motivation to do the project really well.

Projects will lack focus as project responsibilities may get neglected if it conflicts with the primary obligations to the department. If the project goes through different units, there may be poor integration as each group will be concerned only with his part of the project, and not the total. Thus, switching from one functional unit to another will take time, and there might be slow response, and as a consequence, the project may take longer to finish overall. Lack of probable good communication across units may also result in

By Mohammad Ayaz Khan (E)15| University of Balochistan

Traditional format of organization and project management information

misunderstandings and miscommunications, and will result in things not done properly.

There is no identification or ownership of the task.

MOTIVATION OF PROJECT MANAGEMENT

MOTIVATION Motivation is the driving force within individuals that compels them physiologically and psychologically to pursue one or more goals to fulfill their needs or expectations. PROJECT: A project is a finite endeavor (having specific start and completion dates) undertaken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of projects stands in contrast to processes, or operations, which are permanent or semi-permanent functional work to repetitively produce the same product or service PROJECT MANAGEMENT: Project management is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives The performance of project managers continues to be disappointing despite the widening literature on project-management techniques, and a greater number of project managers driving an ever-increasing number of projects. As the scramble to find better ways to manage projects intensifies, an issue that seems relatively unexplored is the motivation of the project manager and project team to complete projects to time, cost and quality objectives. The study designed to explore the motives and drives of project managers and project teams, and to trigger debate in the area of goal-directed project management. The authors' findings lead them to take the view that the fostering and development of a project environment which encourages mutuality, belonging, rewards, bounded power and creative autonomy is likely to result in improved project performance. To create such an environment, they offer a new paradigm, based around team empowerment and project leadership, which is designed to generate greater motivation to perform among project personnel.
5 By Mohammad Ayaz Khan (E)15| University of Balochistan

Traditional format of organization and project management information

Motivation

is

the

driving

force within

individuals

that compels

them

physiologically and psychologically to pursue one or more goals to fulfill their needs or expectations, (Lam and Tang, 2003, p. 61). There is general understanding of employee motivation, but it has not been thoroughly investigated in the project management setting. So this paper will introduce some popular motivation theories and investigate their application to project management by reviewing existing literature. Project management has differences from traditional management, but employees working on projects also can be motivated if managers properly use these motivation theories. Yet, there is a lack of consensus of in project management as to how to properly motivate project managers and team members. As project management is becoming a more and more popular in organizations, research investigating how to motivate project management employees is of great importance to organizations and project managers. Research has shown that motivated employees are more productive than unmotivated workers, which can improve an organizations competitive position.

PROJECT MANAGEMENT INSTITUTE GENERAL INFORMATION

Project management institute is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. It is sometimes management conflated institute, with program however

technically that is actually a higher level construction: a group of related and somehow projects. A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables),[1] undertaken to meet unique goals and objectives,[2] usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business,
[3]

interdependent

engineering

which are repetitive, permanent or semi-permanent functional work to produce products or services. In

practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.

By Mohammad Ayaz Khan (E)15| University of Balochistan

Traditional format of organization and project management information

The primary challenge of project management institute is to achieve all of the engineering project goals[4] and objectives while honoring the preconceived project constraints.[5] Typical constraints are scope, time, and budget. The secondaryand more ambitiouschallenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.

PROJECT MANAGEMENT BODY OF KNOWLEDGE AREAS

The PMBOK, a formalized set of knowledge about project management, is published by the Project Management Institute (also the folks behind the PMP certification). The PMBOK is a process based approach to managing projects. The processes PMI documents in the PMBOK are:

Initiating: defines and authorizes the project (i.e. create project charter). Planning: shapes the outcomes/goals for the project by knowledge area. Executing: carries out project plans. Controlling and Monitoring: assesses actual project outcomes to planned targets and
makes corrective actions when necessary.

Closing: obtains a formal acceptance of the product/service by stakeholders and tapers out
project activities in a planned, organized fashion. The PMBOK defines nine knowledge areas, organized by their role in a project. The knowledge areas are separated into three groups: core knowledge areas, facilitating knowledge areas, and the coordination knowledge area. The knowledge areas are:

CORE KNOWLEDGE AREAS

o o o o
Scope Management Time Management Cost Management Quality Management

FACILITATING KNOWLEDGE AREAS

o o o o
Communications Management Human Resources Management Risk Management Procurement Management

COORDINATION KNOWLEDGE AREA

o
Integration Management

By Mohammad Ayaz Khan (E)15| University of Balochistan

Traditional format of organization and project management information

If any one of the core knowledge areas is changed in a project, it could affect one of the three legs of the project stool: functionality, time, and cost. You cannot change one leg without affecting one of the other legs of the stool. This is known as the triple constraint - if you change the functionality of a project, it could increase the time and cost of the project. If you lower the cost, it could decrease the functionality. Changing any one leg will inevitably lead to a chance in at least one of the others. Some projects also include quality as a leg of the stool, making the model a quadruple constraint.

ORGANIZATIONAL CULTURE
Organizational of organizational describes the culture is psychology, an idea in the field

studies and management which attitudes, experiences,

beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control way they interact with each other and with stakeholders outside the organization. This definition continues to explain organizational values, also known as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another the

STRONG CULTURE is said to exist where staff respond to stimulus because of their alignment to
organizational values. In such environments, strong cultures help firms operate like well-oiled machines, cruising along with outstanding execution and perhaps min or tweaking of existing procedures here and there.

WEAK CULTURE where there is little alignment with

organizational values and control must be exercised through extensive procedures and bureaucracy.

By Mohammad Ayaz Khan (E)15| University of Balochistan

Traditional format of organization and project management information

INDEX
A
alignment........................................................8 alternative.......................................................4 mechanistic.....................................................3 model of organizational structure....................3 Motivation........................................................5

C
Closing.............................................................7 conflated..........................................................6 Controlling and Monitoring...............................7

N
new technology...............................................4

O
organization.....................................................3 Organizational culture......................................8 organizing........................................................5

D
discipline..........................................................5

E
employees performing.....................................3 empowerment.................................................5 Executing.........................................................7

P
performance of project....................................5 personnel.........................................................5 planning...........................................................5 Project.............................................................5 Project management institute general information..................................................6 project responsibilities.....................................4 proprietorship..................................................4 psychologically................................................6

G
good communication.......................................4 greater motivation...........................................5

H
hierarchical organization..................................4 hierarchy.........................................................4

R
real problems...................................................4 resources.........................................................5 responsible......................................................4 result...............................................................5

I
Initiating..........................................................7

M
managing.........................................................5

S
Scope Management.........................................7 scramble..........................................................5

By Mohammad Ayaz Khan (E)15| University of Balochistan

Traditional format of organization and project management information

spectrum employees........................................3 Strong culture..................................................8 structure of every organization........................2 Traditional bureaucratic structures..................3 TRADITIONAL ORGANIZATIONAL......................2

T
task specialization...........................................3 tasks................................................................3 telecommunications.........................................4

U
unstructured, informal.....................................4

W
Weak culture....................................................8

10

By Mohammad Ayaz Khan (E)15| University of Balochistan