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E-BookEPUBePub WasserzeichenE-Book
190 Seiten
Englisch
Books on Demanderschienen am09.10.20231. Auflage
Companies are increasingly developing into dynamic and project-oriented organizations. Globalization, innovations and organizational dynamics require more and more projects, and thus a more project-oriented corporate organization and management. As a rule, managers as well as employees already work parallel to their line function in projects or completely from project to project. At the same time, cross-company and especially international value chains lead to the cooperation of cross-departamental and intercultural teams. For this, the specialists and executives need above all knowledge and experience in project management and the corresponding concepts as well as in the special form of cooperation, team development and communication. Because the most problems in project management are not caused by project goals and methods, but by the many different problem-solving behavior and attitudes, e.g. between engineers and business people, different departments or the different country cultures. The international IT project specialist Tom DeMarco puts it in a nutshell (in Peopleware - Productive Projects and Teams: The major problems of our work are not so much technological as socio-logical in nature. In terms of content here, in contrast to traditional professional textbooks, not only the technologies are priority, but also the social and intercultural aspects of project work. The book is aimed equally at students of all disciplines with a focus on managerial and project-related work as well as practitioners and entrepreneurs in all private business sectors as well as in NGOs, public projects or PPPs as public-private partnership.

Professor Harald Meier, studies in Business Administration and Economics and PhD, University of Applied Sciences Bonn-Rhein-Sieg, after commercial vocational training working in banks, consulting, further education and NGOs in Germany and abroad, founder of the International Institute for Training Quality Certification (IfTQ-Cert) and working for certification agencies in the academic and professional educational sector world-wide.mehr
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KlappentextCompanies are increasingly developing into dynamic and project-oriented organizations. Globalization, innovations and organizational dynamics require more and more projects, and thus a more project-oriented corporate organization and management. As a rule, managers as well as employees already work parallel to their line function in projects or completely from project to project. At the same time, cross-company and especially international value chains lead to the cooperation of cross-departamental and intercultural teams. For this, the specialists and executives need above all knowledge and experience in project management and the corresponding concepts as well as in the special form of cooperation, team development and communication. Because the most problems in project management are not caused by project goals and methods, but by the many different problem-solving behavior and attitudes, e.g. between engineers and business people, different departments or the different country cultures. The international IT project specialist Tom DeMarco puts it in a nutshell (in Peopleware - Productive Projects and Teams: The major problems of our work are not so much technological as socio-logical in nature. In terms of content here, in contrast to traditional professional textbooks, not only the technologies are priority, but also the social and intercultural aspects of project work. The book is aimed equally at students of all disciplines with a focus on managerial and project-related work as well as practitioners and entrepreneurs in all private business sectors as well as in NGOs, public projects or PPPs as public-private partnership.

Professor Harald Meier, studies in Business Administration and Economics and PhD, University of Applied Sciences Bonn-Rhein-Sieg, after commercial vocational training working in banks, consulting, further education and NGOs in Germany and abroad, founder of the International Institute for Training Quality Certification (IfTQ-Cert) and working for certification agencies in the academic and professional educational sector world-wide.
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Weitere ISBN/GTIN9783756854363
ProduktartE-Book
EinbandartE-Book
FormatEPUB
Format HinweisePub Wasserzeichen
Erscheinungsjahr2023
Erscheinungsdatum09.10.2023
Auflage1. Auflage
Seiten190 Seiten
SpracheEnglisch
Artikel-Nr.12527512
Rubriken
Genre9200

Inhalt/Kritik

Leseprobe

2. Business Organization and Project Management

Co-author Frank Weber
2.1 Changes in Organizations

2.1.1 Organizational Theory

Companies are goal-oriented and relatively permanent socio-technical organizations (e.g. with communication structures, work processes), which differentiate themselves into subtasks (e.g. functions, processes, hierarchies) and coordinate them at the same time. A distinction must be made here
Organizational structure as a formal structure that represent the system or subsystems, and
Process organization as processes of task execution.

Organizational structures are changing very dynamically today, e.g. due a re-organization, temporary projects or agile organizational processes. In addition, every organization has informal structures and processes, e.g. through unconscious group dynamics or agreements among themselves, in order to do things more easily and quickly.

Example Jethro s Advice41

It happened on the next day, that Moses sat to judge the people, and the people stood around Moses from the morning to the evening. When Moses' father-in-law saw all that he did to the people, he said, What is this thing that you do for the people? Why do you sit alone, and all the people stand around you from morning to evening? Moses said to his father-in-law, Because the people come to me to inquire of God. When they have a matter, they come to me, and I judge between a man and his neighbor, and I make them know the statutes of God, and his laws. Moses' father-in-law said to him, The thing that you do is not good. You will surely wear away, both you, and this people that is with you; for the thing is too heavy for you. You are not able to perform it yourself alone. Listen now to my voice. I will give you counsel, and God be with you. You represent the people before God, and bring the causes to God. You shall teach them the statutes and the laws, and shall show them the way in which they must walk, and the work that they must do. Moreover you shall provide out of all the people able men, such as fear God: men of truth, hating unjust gain; and place such over them, to be rulers of thousands, rulers of hundreds, rulers of fifties, and rulers of tens. Let them judge the people at all times. It shall be that every great matter they shall bring to you, but every small matter they shall judge themselves. So shall it be easier for you, and they shall share the load with you. If you will do this thing, and God commands you so, then you will be able to endure, and all of these people also will go to their place in peace. So, Moses listened to the voice of his father-in-law and did all that he had said. Moses chose able men out of all Israel, and made them heads over the people, rulers of thousands, rulers of hundreds, rulers of fifties, and rulers of tens. They judged the people at all times. They brought the hard causes to Moses, but every small matter they judged themselves.


Fig. 2.1: On the way to the Line Organization


Moses obviously behaved like an entrepreneur or a managing directors and often a department or a team manager or also project managers: They want to decide everything on their own. But, as organizations grow the decision-making processes also become more complex and lengthy. The one-man management is overloaded with day-to-day operations and cannot concentrate on the important strategic tasks of corporate management. Jethro therefore gave Moses the still important advice to delegate (as we name it today management by delegation) and to introduce a hierarchical management structure.

Organizations are not only dependent on the objective corporate purpose (products, services), they are also shaped by the expectations and behavior of employees and other important stakeholders with direct influence, as well as the age and history of the organization (see chap. 1.1.2, theory of Corporate Development).42

In addition, the industry and its markets influence the organizations and there are constitutional frameworks such as legislation and site conditions. The large number of these influencing variables shows that there is no ideal form of organization for a company purpose.

Development stages in Organizational Theory
Classic Organizational Theory: Up until the mid-20th cent. it was primarily assumed that work efficiency could be increased through a scientific-systematic analysis of work and the resulting technicalrational work planning. Workers were in sense of the so-called Scientific Management (Taylorism) viewed mechanistically. The worker as a homo oeconomicus was considered a manipulable, cost-effective production factor that behaved purely rationally and could be motivated by economic incentives. The organizational consequences of this were the differentiation of tasks and functions (planning, organizing, motivating, controlling) and management as a clear hierarchy - the efficiency of the organization was the focus of all considerations.43
Neo-classical Organizational Theory: The new image social man, emerged in the mid-20th cent. where employees were seen as motivated by social needs, they seek contact and social recognition (Human Relations approach according to Mayo). In contrast to scientific management, the dependence of work performance on the variation of physical conditions was less assumed than on psychosocial conditions that determine work performance. Organizational consequences were the development and promotion of teamwork, recognition of employees by managers and the team. Management instruments were also geared towards the needs for recognition (e.g. bonuses, titles such as foreman), belonging and identity.
Modern Organizational Theory: today, an employee is seen as a complex man with an individual personality and looking for self-realization. Organizations are complex and interdisciplinary social structures with corresponding diverse individual employee requirements. To integrate classical and neoclassical organizational theory means: there is no generally correct organization. In a company this means, among other things, that supervisors should show a general leadership style (e.g. cooperative), but that it should be adapted to the individual situation of the employee and the work situation.


Fig. 2.2: Change in Corporate Organization44


In the meantime, a fundamental paradigm shift has also taken place in business administration. Organizational design theory completed. The principle of hierarchy, on which conventional organizational structures are based (see chap. 2.2), is increasingly being questioned45 as being innovatio, inhibiting and inflexible, and new organizational forms are being demanded: Hierarchy came from the church; strategies, line staff distinctions, divisions and many other things from the military; bureaucracy from the state. Is it now time that the private corporation invested in something on its own? 46

Until the 1980s, prevailing conviction was that competitive advantages could primarily be achieved through the consistent exploitation of the advantages of mass production and the inherent standardization of work processes. However, the ever faster changing competitive conditions require time, cost and quality advantages:
An individualized client orientation leads, among other things, to less routine in the work process, to more innovation and shorter product life cycles. This eliminates the efficiency advantages associated with classic hierarchical organizational structures. First and foremost, organizations should no longer ensure stability, but dynamics in the operational value creation and communication process.
A significantly higher qualification level of the staff and increasing teamwork requires for these team members more personal responsibility and shorter decision-making processes.
ICT technology enables all employees to be involved immediately in decision-making, which means there are no costs for central coordination by traditional managers.

Organizational forms as alternatives to traditional hierarchical concepts incl. team, process, network and agile organizations as well as temporary organizations such as project organizations.

2.1.2 From Line- to Project Organization

The traditional and still most widespread organizational types incl. forms of line organization, often extended with staff-line teams (permanent) and/or projects (temporary). Large companies can also be managed in whole or in part as divisions, business areas that are largely independent economically and/or legally as subsidiaries. Irrespective of this, there are also parts as fractal (designing itself as required), fluid (continuously adapting), virtual (pseudo) or matrix organizations (cross-sectional functions) for controlling selected strategies (e.g. quality management). In practice, organizations are often mixed forms and emerged in the course of corporate development.

Line Organization principles

The most important feature of the line organization (fig. 2.3) is the principle of unity of management: the line is the sole means of delegation, thinking and acting in the organization are based on hierarchies and the...
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