Managerial Exam Solutions - Assignment Example

Exam Solutions a) The ity of the project manager largely depends on the organisational structure within which they operate. Outline the various forms of organisational structures and comment on the project manager’s role and responsibility within each. (10 marks) The various forms of organisational structure are the bureaucratic structure with a formal framework of authority; the matrix structure that combines vertical and horizontal lines of authority; the cluster structure that typifies teams and the network structure that concentrates on its core competencies. In a bureaucratic structure the project manager manages the evolution of change in the structure. In a matrix structure the project manager shares roles and responsibilities with several functional managers. In a cluster organization the project manager shares roles and responsibilities with functional teams in place of managers and in a network organization the project manager coordinates and controls the external functions. 1. b) The traditional management approach is coming under increasing pressure in this modern competitive environment and as a result organisations are finding it difficult to meet the demands of the changing marketplace. Discuss this giving examples from your own organisation and suggest how they might improve their ability to succeed in this environment. (15 marks) The traditional management approach relies on a bureaucratic structure, which is suitable to an environment that is stable with a high degree of certainty and predictability. The modern market environment calls for a looser or organic system more suited to for an uncertain and unpredictable environment. Yet, the transition is not necessarily drastic, but marked by gradual progress in a step by step process as happened in my organisation, where the initial step was to a functional organization that culminated in a cluster organization. 2. a) "Without feedback there is no system." Discuss this statement outlining how feedback is used to control outputs from a system. (10 marks) All systems generate feedback, which can be used to control outputs or objectives from a system. Feedback can be considered as information that the process system generates. This information can be used as feedback input in the process to control to guide the system behaviour and thereby maintaining control on the output of the process system. b) Outline the systems approach to managing projects and comment on your organisations effectiveness in managing projects using this approach. (15 marks) The systems approach accomplishes things through the conversion of inputs into outputs. The inputs are resources and raw materials that are put into the system to arrive at the output or the end result of the system for which the system is created. In my construction based on the project involved skills and manpower are used as the resources along with the required raw materials for the effective and timely completion of the project, which is the output. 3. a) Outline the principle components of a system and show how the systems paradigm might improve understanding of a problem situation within a project. (10 marks) The principle components in a system are the input, the process, the output and the feedback. It is the process that physically converts the input into the output generating feedback all the time. The feedback can provide indications whether a problem is occurring within the process system, whereby the desired output may not be forthcoming. Thus evaluation of feedback provides understanding of a problem situation in a project. 3. b) Take a situation from your own industry and construct a systems map showing the various systems and subsystems describing the situation. Select one of the other mapping types and reflect the same situation illustrating some of the processes involved. Provide a brief explanation to support your maps. (15 marks) The situation selected from my organization is a project involving the construction of a 30ft bridge across a stream. The systems map consists of Initiating Process Group Planning Process Group Project Documents  Executing Process Group  Closing Process Group. The initiating process group creates the project charter for the planning process group that leads to the project documents, on the basis of which the executing process group executes the project, which is handed over to the customer by the closing process group. All these process groups report to the monitoring and controlling process group. 4. a) Discuss the generic lifecycle and relate this to a specific application from your own industry. Give a brief description of each of the phases. (10 marks) Projects have a start and end in their definition. Interlaying this are several layers through the expansion of planning and executing. A simplistic way of looking at a generic life cycle is to consider it made up of the generic layers of conceptual, definition, production, operational and disinvestment. In the construction industry the generic life cycle usually consists of six sequential steps of identification, preparation, appraisal, negotiations, execution and audit. 4. b) Phase reviews are an integral part of project management. Discuss this statement and show how it can be used to provide a model for managing projects effectively. (15 marks) The generic life cycle of projects shows that it consists of a set of phases from start to end. The phase model uses each stage or phase of the project to ensure that the objectives of the project are attained. For example in the construction industry normally the fifth phase in the project is the execution stage. Bu ensuring that the process changes are consolidated in this phase towards achieving the project goals it is possible to manage projects effectively. 5. a) Describe the planning processes involved in developing a project schedule, and discuss how these interrelate to each other. (7marks) The planning process involved in the development of project schedule starts with an analysis of the experience on previous projects of a similar nature, then estimating the effort required in for the project and based on the resource factors available for the effort estimate a project schedule is drawn up. The effort estimate, the resources available are interlinked as the larger the estimate of effort the more the resources that are required and this has an impact on the development of a project schedule. 5. b) Discuss the triple constraints model and describe how changes in project requirements can have an impact on project objectives. (8) The triple constraints model can be represented as a triangle with the scope component as the horizontal leg, the time component as the left leg and costs or resources as the right leg, with quality at the centre. Such a representation makes it clear that changes in any one of the constraints leads to changes in the other two constraints. For example where the time component be made flexible and increase, then the project objectives would change to a lowering of usage of resources. In other words the project objectives would change wherein the project extends in duration through a reduction in resources used in the project. 6. a) Project communication management provides the critical links among people, ideas and information that are necessary for success. Discuss this in the context of a global project where team members are geographically located across international boundaries, and show how the communication management process is essential for the success of this type of project. (13 marks) In spite of all the planning and risk reduction, projects have the tendency to run into bottlenecks or roadblocks due to elements not factored in at the planning stage. Status updates indicate the roadblocks and bottlenecks, but it proper communication that leads to a better understanding of the bottlenecks and roadblocks and this is particularly true in projects that are implemented across geographical borders. Geographical barriers may impede the communication flow, calling for efficient communication process in the management of the project. 6. b) Discuss how project risk management can be used to deal with the uncertainties in the early phase of a project within your own industry (12 marks) Risks in construction projects can arise from uncertainties in the financial markets, availability or fluctuations in cost of construction raw materials, accidents, natural calamities and project failures. Project risk management identifies, evaluates and prioritizes these risks and through the application of resources minimizes and controls the probability and impact of these risk factors, helping to deal with uncertainties in the early phase of the projects. 7. a) The Project management Institutes PMBOK is an exclusive term that describes the sum of the knowledge within the profession of project management. Select two of the nine knowledge areas that you are most familiar with and describe your understanding of this knowledge area by discussing the inputs, tool and techniques and outputs of the processes involved. Your understanding should be demonstrated using everyday projects that you are involved in or, if more applicable, as a team member of a recently completed project. Your discussion should focus on your organisations use, non-use or misuse of the tools and techniques that would normally be used within the knowledge area that you have selected. The knowledge area in project scope management involves the processes that limit and control the work that is a part of the project. It is through these processes that all the work required in the project is included and it also includes the initiation process along with all the processes involved in developing the scope of the project. Every one of these processes has an input and output and a set of tools and techniques that converts the input into output. Project management knowledge area is an approach used in the construction industry, which works on the principle that work is accomplished through processes. Quality planning identifies the appropriate quality standards and the manner in which the can be satisfied adequately. Quality assurance makes sure that project management uses quality processes that are required to meet the project needs in a planned and systematic manner. Quality control monitors specific project outputs and determines compliance with the standards set in the project. It is also responsible for identifying risk factors and minimizing their impact. 8) Analyse the key characteristics of the organisational culture that currently exists within JLP. How consistent is that culture with the strategic priorities of the organisation? The organizational culture in JLP is essentially participative, as it has a democratic set up, with all the employees as partners in the enterprise and active participants in the decision making processes in the organization. The strategic priorities of JLP including projecting its activities as a part of serviced to the communities it operates in. The democratic style of organization with the participative culture is consistent with the image JLP wishes to project. 9) How would you describe the sources of power that are available to the Chairman? Illustrate your answer with examples. The sources of power available to the Chairman lie in his appointing twenty percent of the Partnership Council, where the rest of the eight percent are elected. The Chairman can make his voice heard forcefully through this solid block of twenty percent of the representation in the Partnership Council. 10) Which do you consider to be more important: person/ job-fit or person organisation-fit? Justify your answer with examples. How does knowledge of individual differences inform organisations about the selection and development of people? I would consider person organization fit more important, as this is a complimentary fit, wherein the individual and the environment suit each other. Such a fit is more likely that the individual would choose to remain in the organization reducing turnover, unlike in a person job-fit, where the individual may seek a more conducive environment. 11) Teams represent the most important feature of an organisation. Set out three arguments for and three against this proposition. From an organizational perspective teams are found to increase productivity. This stems from the higher self-esteem and self-actualization that individuals in a team experience and is reflected in the managerial advantage of sharing the load and responsibilities with the teams. Teams also have their disadvantages. Certain specialist functions are best done by an individual, which is impeded if a team is used requiring consultation within the team to do the function. Teams require start up time and over a period of time teams may become bureaucratic. 12) The motivation of employees requires a detailed knowledge of the individual, the job and the organisation. Explain this statement. For an employee to be motivated the job must be suited to the employee and so too the environment in the organization. Thus three factors are involved in this evaluation and that is the detailed knowledge of the individual in terms of knowledge and skills and likes characteristics, the nature of the job that the employee is doing and the environment of the organization or its structure and culture. 13) Propose three arguments for and three against the proposition that ‘an organisation should develop a strong corporate culture’? Organizations with strong corporate culture benefit from labour cost advantages as they become better places to work in. Organizations with strong corporate culture benefit from customer loyalty and another benefit lies in these organizations having strong leadership. Organizations with strong corporate cultures do not find it easy cope with unpredictable and volatile environments. Employees in organizations with strong corporate resist change more strongly. In organizations with strong corporate culture there is also the possibility of the rules and regulations of the organization becoming more important than its objectives. 14) What particular challenges to large projects pose for the ways in which people behave? Provide an explanation of three challenges. Large projects face three challenges. The first challenge is the diversity in the individuals involved in the project calling for facing the diversity challenge. The next challenge is that in large projects there is the element of knowledge sharing and some individuals may not be too keen on sharing knowledge, Finally, in large projects staff turnover will occur and new comers will feel comfortable only if they find themselves welcome to the project. 15) How would you go about implementing a team based continuous improvement initiative in a large bureaucratic organisation? List the main issues that you would consider. In a bureaucratic organization there is a well defined hierarchy and well defined rules of functioning. These run against the construct of team functioning and therefore the initial tasks involve the changing the hierarchical mode of functioning and a less defined set of rules in which the managers and employees function. 16) Distinguish between the following set of terms: a) Change is to make different or cause a transformation in an individual or an organization, while innovation is the adoption of creative ideas in an organization. b) A team is a group of individuals working for a common objective, while a group is several individuals considered as a unit, but with no common objective. c) Culture consists of the attitudes, experiences, beliefs and values in an organization, while is the organization of responsibilities, authorities and relations in such a manner as to make it possible for an organization to perform its functions. d) Motivation is to cause an individual to behave in a desired manner and is an established practice in organizations to enhance performance. On the other job satisfaction is the extent that an individual is happy at the job function. Job satisfaction is a factor in motivation. e) Leadership is leading people by doing the right things, while management involves managing the tasks in an organisation by getting them done in the right manner. f) Organization behaviour is related to the behaviour of individuals in an organization like motivation and performance, while organization theory deals with organizations from a larger perspective of examining its structure and environment. 17) Using the Burns and Stalker Model and the Handy Model as the basis for analysis, identify the degree to which John Lewis Partnership, Waltrose and Ocado reflect mechanistic, organic and ‘shamrock structures of organisation. The organizational structure of John Lewis Partnership shows that it a representative democracy, with all employees as partners electing the governing body and able to influence decision making at every level of functioning. Such an organizational structure has the minimal degree of a mechanistic function, characterized by hierarchy and well defined lines of authority from top to bottom. The only feature reminiscent of a mechanistic structure are the rules that govern the manner in which the organization governs and functions. Employing the Burns and Stalker Model shows that John Lewis Partnership has a high degree of organic structure. It has a low and flat structure, is adaptable and flexible to a large extent, which are the hallmarks of an organic structure. These features are derived from the lack of omniscience attributed to the top of the structure, lateral rather than vertical communication and the shedding of responsibility through rights, obligations and methods. The Handy Model also supports the view of John Lewis Partnership has a high degree of organic structure, with greater influence of Athena (expertise, wisdom, meritocracy or the task culture) and Dionysus (professionalism and existential culture). John Lewis Partnership has hardly any degree of the ‘shamrock’ structure as its business activities are essentially internal and is not dependent on external expertise. 18) Critically review the governing structure of the John Lewis Partnership. What are the strengths and weaknesses of such a structure in a fast-moving competitive environment? In the John Lewis Partnership the decision making body, which is composed of eighty percent elected members (elected by all the employees as partners in the organization) and the remaining twenty percent nominated by the Chairman. Even though the decision making body resembles an elected body, the Chairman maintains a degree of control through the nominated twenty percent. Additional forums are available at the various units that aid to the contributions in the decision making process and paves the way for leadership to emerge at the unit levels. In a fast-moving competitive environment changes occur fast and will have to be implemented quickly. Change decisions coming from a representative decision making body will face less resistance and furthermore such change requirements are likely to develop at the unit level through forums present and implemented quickly as there is an understanding of its requirement with the additional motivation of monetary rewards from the returns generated through being competitive in a competitive environment. However, the weakness in this structure lies in the time that decision-making will take at the governing body level. In any democratic set up the weakness lies in the excess time needed for decision making as a majority of the members need to be carried along for any decision to mature. While the organizational set is geared for quick response in implementing change decisions to a fast-moving competitive environment, the whole process is hindered by the slowness in the decision-making process. 19) Discuss and evaluate the possible impact of this democratic style of organization on the role and behaviour of managers. How is it likely to differ from the role and behaviour of managers in a more traditional, shareholder-company? In this democratic style of organization managers will have less of a managerial role and more of a leadership role to help in effective management and better performance. For this to happen, the managers will have to develop better working relationships with the subordinates, understanding the behaviour of each subordinate, encouraging self-management and assertiveness, delegating more responsibilities to empower the subordinates. In contrast in a more traditional share-holder company managers perform more of a managerial role and than a leadership role. There are very clear lines of who reports to whom and who is responsible for what. The role of the manager is to coordinate the behaviour of the subordinates and harness it to meet the objectives of the company. In other words the manager monitors performance and takes necessary action for motivating the subordinate to meet the performance expectations towards the objectives of the company. Read More