ORGANIZATION-STRUCTURE AND CULTURE FOR ENGINEERING.pptx

ORGANIZATION STRUCTURE AND CULTURE FOR ENGINEERS

1. ORGANIZATION: STRUCTURE AND CULTURE

2. PROJECT MANAGEMENT STRUCTURES 2 FUNCTIONAL ORGANIZATION PROJECTIZED ORGANIZATION MATRIX ORGANIZATION

3. FUNCTIONAL ORGANIZATION In a functional organization, project team members are typically assigned from various functional units within the organization (such as marketing, finance, engineering). Each team member reports to a functional manager and may work on multiple projects simultaneously. The project manager has limited authority, and decisions are made by functional managers. 3

4. 4 FUNCTIONAL ORGANIZATION

5. PROJECTIZED ORGANIZATION In a projectized organization, the project manager has full authority and control over the project and its resources. Project team members are often co-located, and their primary allegiance is to the project manager. This structure is suitable for organizations where projects are the dominant form of work. 5

6. 6 PROJECTIZED ORGANIZATION

7. MATRIX ORGANIZATION Matrix organizations blend elements of both functional and projectized structures. There are two types of matrix structures: weak matrix and strong matrix. In a strong matrix, the project manager has more authority, while in a weak matrix, functional managers have more control. Team members report to both functional and project managers. 7

8. 8 MATRIX ORGANIZATION

9. When choosing a management structure, consider the nature of the project, the skills required, the level of autonomy needed, and the organizational culture. It's also essential to communicate the chosen structure clearly to all team members and stakeholders to ensure a common understanding of roles and responsibilities. In some cases, a hybrid approach or a combination of structures may be the most effective solution. 9

10. ORGANIZATIONAL CULTURE 10 Refers to the shared values, beliefs, attitudes, and behaviors that characterize a group or an organization. It plays a crucial role in shaping how members of the organization interact with each other, make decisions, and approach their work. A strong and positive organizational culture can contribute to employee satisfaction, engagement, and overall success.

11. VALUES 11 Core values represent the fundamental principles that guide the organization's actions and decisions. They often reflect what the organization considers important, such as integrity, innovation, customer focus, or teamwork.

12. BELIEFS 12 Beliefs are the convictions and assumptions held by members of the organization. They shape the way people perceive their work, colleagues, and the organization as a whole.

13. NORMS 13 Norms are the unwritten rules or expectations that govern behavior within the organization. They influence how employees interact, communicate, and collaborate.

14. MISSION AND VISSION 14 The mission statement defines the organization's purpose, while the vision statement outlines its aspirations for the future. These statements can inspire and guide employees, aligning their efforts with the organization's overall goals.

15. EMPLOYEE ENGAGEMENT 15 An engaged workforce is often indicative of a positive organizational culture. Organizations with a culture that values and supports employees tend to have higher levels of engagement and productivity.

16. EMPLOYEE RECOGNITION 16 How the organization recognizes and rewards achievements reflects its values. Recognition programs can reinforce positive behaviors and contribute to a positive culture.

17. INCLUSIVITY AND DIVERSITY 17 An inclusive culture values diversity and promotes an environment where individuals from different backgrounds feel welcome and respected.

18. ORGANIZATIONAL CULTURE 18 Has significant implications for organizing and managing projects within an organization. The alignment between the culture of the organization and the project can impact project success, team dynamics, communication, decision-making, and overall project performance. Here are some key implications of organizational culture for organizing projects.

19. DECISION MAKING PROCESS 19 The decision-making processes in an organization are often shaped by its culture. Hierarchical cultures may have centralized decision-making, while more collaborative cultures may encourage decentralized decision-making and input from various team members.

20. RISK TOLERANCE 20 The level of risk tolerance within an organization's culture can impact how project risks are identified, assessed, and managed. Cultures that encourage innovation may be more tolerant of calculated risks, while risk-averse cultures may prefer conservative approaches.

21. FLEXIBILITY AND ADAPTABILITY 21 Organizational cultures vary in their degree of flexibility and adaptability. In a culture that values flexibility and adaptability, project teams may be more agile in responding to changes and unforeseen challenges.

22. LEADERSHIP STYLE 22 The leadership style prevalent in the organization, influenced by its culture, can impact how projects are led. Transformational leaders in a culture that values innovation may inspire creativity and risk-taking, while in a more stable culture, a transactional leadership style may be more prevalent.

23. CONFLICT RESOLUTION 23 Different cultures may have varying approaches to handling conflicts within project teams. Cultures that encourage open communication and constructive feedback are more likely to have effective conflict resolution mechanisms in place.

24. ORGANIZATIONAL CULTURE 24 Understanding and aligning with the organizational culture is essential for project managers and teams to navigate the organizational landscape effectively. It helps in creating an environment that supports project success and ensures that project management practices are congruent with the organization's values and expectations. Additionally, recognizing and addressing any cultural challenges early in the project can contribute to smoother execution and better outcomes.

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