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Any organization with personnel numbering 30 or more is seen as a large organization even if it is confined within only one office building (Terrien, 1963, p 3).
‘A learned, shared, compelling, interrelated set of symbols whose meanings provide a set of orientations for members of a society. These orientations, taken together, provide solutions to problems that all societies must solve of they are to remain viable.’
In every organisation, a different management style and culture exists. Culture is a way of life and it is defined as a collective phenomenon, as it is partly shared with people who live or lived within the same social environment, where it was learned. Culture critically affects not only the way an organization performs but also its willingness to adapt to change.
Many organizations are held hostage by previous success which makes it management believe that what happened in the past will always work even in future. This brings about a conservative culture leading to stagnation due progressive inertia. Popularly referred to as the “comfort zone”, this kind of inertia leads to organizations becoming totally outpaced by their more dynamic competitors, or even growing completely obsolete (Mills, 1984, pp 11-12).
In a research carried out for the American Navy, Terrien (1963) set out to prove that the size of a social group affects the ordering and relationships within that group. His research proved that efficiency levels in carrying out a given task by the group tended to go down with the increase in size of the group. The research sampled 32 units of the Crocker-Anglo National Bank.
The findings were that the Bank had several positions which sounded like supervisory ones but were not. For example, there were company vice-presidents and their deputies who in actual sense supervised no one unless such duties were occasionally delegated to them (Terrien, 1963, p 5). This resulted in a
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This study looks into Zenith PM, a small traditional contracting company with a combined workforce of 173 staff. Due to increased levels of competition and the economic downturn, this company is increasingly finding it difficult to maintain a healthy order book of long-term work. Some manual staff are now being appointed on a contract basis, and made redundant after each contract has ended.
Employees are encouraged to be innovative, but at the same time they are expected to show strong proof of progress achieved by them. However, not too much of time is provided for experimentation as the organization does not tolerate delays. The top management of this organization feels that if an employee can deliver 80%, he should be given the target of 160%.
This paper studies the motivational problems faced by these employees, the most appropriate motivational theory and offers a package which can be employed to boost the workers morale and increase workers productivity. It further recommends how these concepts can be integrated into the industry to raise the overall company's productivity.
Selection of different equipments or materials, techniques of construction or allocation of works etc involves considerable amount of judgment that are of often ignored in the conventional approaches of decision risk analysis. These judgments or personal opinions
In this paper the researcher uses the work of Jeffrey, Pinto, K. named Project Management: Achieving Competitive Advantage. Based on this research it is necessary to select only those projects which meet the company’s strategic objectives in long run, which may return good profits and its experience can be transferred on to other projects.
company risk taking ability declined and the corporate and organizational culture showed adverse effects that had a huge impact on the performances of the employees. Thus, in this regard, in order to generate an understanding on the issues within the company, it would be
Therefore, the selection method I would recommend using is cognitive ability test. This test uses problems or questions to measure the ability of the participant to learn quickly, reason, give logic and comprehend on reading materials, as well as, other
The failure of projects can be attributed to many reasons. The common factors that can lead to project failure are size, resources, skills, methods, and experience. However, it should be noted that project size is not the only
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