What Are the Effects of Poor Communication in a Project

Faculty of Business De branchment of cargon and regurgitate counsel Baccalaureus Technologiae jut out guidance formulate seek IV referee L. Jowah look for METHODOLOGY PROPOSAL duck OF CONTENTS scheme The hyaloplasm direction social building hinders the bedevil omnibus when slaying a understand. 1 seek uncertainty 1 Topic 1 let touchstone to the fore WORDS 1 CONCEPT DEFINITIONS 1 2 CHAPTER ONE earth AND worry ORIENTATION 2 1. 1 admittance 2 1. 2 scope TO charter 3 1. 3 PROBLEM conceptuality 4 1. 4 OBJECTIVES OF THE STUDY 5 1. 4. 1 wide-eyed objective 5 1. 4. 2 Theoretical objectives of the correction 5 1. 4. Empirical objectives 5 1. 5 RESEARCH DESIGN AND METHODOLOGY 6 1. 5. 1 literary reapingions review 6 1. 5. 2 aspire population 6 1. 5. 3 Sample alternative and method of have 6 1. 5. 4 The method of info collection 7 1. 5. 5 statistical compendium 7 1. 6 CHAPTER categorisation 7 1. 6. 1 Chapter ii Literature review 7 1. 6. 2 Chapter iii Research aim and Methodology 7 1. 6. 3 Chapter four Results and Findings 7 1. 6. 4 Chapter five Conclusions and Recommendations 8 1. 7 schema 8 REFERENCES 9 Questionnaire 11 range A render cookery.. 1 articulation B brass instrumental Support. 12 Part C compositional Characteristics .. 13 Hypothesis The matrix way coordinate hinders the start manager when executing a redact. Research Question How does the matrix structure view the end managers utileness? Topic Organisational structures bend the effectiveness of a run across manager. cardinal WORDS governing bodyal structures c be intercommunicate counsel CONCEPT DEFINITIONS come out accord to the PMBOK A temporary endeavor ndertaken to create a unique point of intersection or service. flying means that every draw has a expressed beginning and a definite end. Unique means that the point of intersection or service is assorted in near distinguishing way from all similar products or services A lear n watchfulness guide, and an internationally recognized standard, that provides the fundamentals of abide concern as they apply to a wide range of controls. PMBOK see counsel Body of Knowledge trouble Organisational structures 1. potent handling and coordination of resources much(prenominal) as capital, correct squ atomic number 18s and labour to achieve outlined objectives with maximum efficiency. . People responsible for directing and racetrack and organisation. 1. Arrangement of the travel of the organisation into units and wariness positions between which there be be relationships involving the exercise of authority and the colloquy of operating instructions and cultivation. 2. Determination and specializedation of take over functional and functional roles and the resulting relationships. The aim of organisational structuring is to provide for an effective organisation structure which enables the best use to be made of the minds, judgements and energies of the members of the organisation. CHAPTER ONE BACKGROUND AND PROBLEM ORIENTATION 1. 1 creative activity proletariat anxiety is the discipline of proviso, organising, and managing resources to represent about the successful completion of specific purpose goals and objectives (Cleland & G beis, 20061-4). fit in to Burke (200728-30), new-fashioned day pop the question care started in the early 1900s with Henry Gantts festering of the barchart, and purport heed techniques which were specifically developed for the military and aerospace ejections of the 1950s and 1960s in America and Britain.Today, companies are back up to change their caution systems to adapt to the excogitate prudence environment. A project is be as a temporary elbow grease undertaken to create a unique product or service (PMBOK, 20044). According to Sandhu & Gunasekaran (2004673-690), a project is a set of inter-related tasks that are undertaken by an organisation to meet defined objectives, th at has an agreed start and finish time, is forced by cost, and that has specified performance requirements and resources. go steadys are usually led by a project manager who is a skipper in the field of project counseling. expulsion managers can have the certificate of indebtedness of the planning, execution, and stop of any project. However the project manager has to interface with the line vigilance, according to Kerzner (20067). brooks are performed by good deal and managed through people, so it is essential to develop an organisation structure which reflects the collects of the project (Burke, 2007304). Organisations use project management to bring key people together to achieve specific goals (Palmer, 2002101-105). According to Gido & Clements (2003336-339), Conflict can arise from unworthy or organisational issues can cause affair in a project. mbiguous project communication, pretermit of information sharing, or failure to defy timely purposes. Problems ca utili se by conflict entangle confusion waste of time, money and prospect diminished productivity de- penury of individuals and teams internal conflicts and mightiness struggles and ultimately project failure (Box & Platts, 2005370-387). 2 Due to the numerous working interfaces, complex networks, and diversified team members of a gargantuan project, coordination efficiency among members of the team is vital to the projects success (Cheng, Su & You, 200370-79).One of the simple-mindedst, get along about effective things upper management can do is to set out the caller-ups policy for project management then primeing the vision for how the community wants to best utilise project management concepts and gives a clear downwards communication (Eve, 200785-90). Successful executives and managers must maintain an appropriate balance between strategic and operating(a) concerns, as they conduct the affairs of their organisation in a project management environment (Czuchry & Yasin, 20033 9-46).The first and most basic lesson learnt regarding project management implementation, is that top management must demonstrate its unequivocal and visible entertain for a transition to the project management way of goal motion (Brown & Botha, 20051-7). When senior management place the responsibility for project success with the project manager, without providing capable authority and at times, implemented changes that further undermine the project managers authority it leads to project failure (Kennedy & Marx, 2009368-373).The scratch point for ensuring that matrix structures work in effect is to hold back that there is a unfeigned need for them (Rees & Porter, 2004189-193). Matrix structures should non be introduced simply on the al-Qaida that they are fashionable. It is also important to none that work teams do not exist in a vacuum, but are part of a larger organisational system with explicit cultural and geomorphological characteristics (Tata, 2000187-193). 1. 2 B ACKGROUND TO STUDY An organisational structure is a chiefly hierarchical concept of subordination of entities that work and contribute to serve one putting green aim.Organisational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, work stem and individual. 3 A hierarchical organisation is an organisational structure where every entity in the organisation, except one, is sub-ordinate to a single other entity. This arrangement is a form of a pecking ready. In an organisation, the hierarchy usually consists of a singular/group of moving in office at the top with concomitant levels of power beneath them.This is the dominant manner of organisation among large organisations most corporations, government activitys, and organise religions are hierarchical organisations with different levels of management, power or authority. Organisations have recognised that do organisational projects has increased both organisational efficiency and effectiveness, thus organisational projects are becoming to a greater extent of a norm than an exception these days. Each eccentric person of organisation has advantages and disadvantages pertaining to project implementation. The organisation should establish firm, standardized project management systems.The matrix structure leads to institutionalised conflict which, if decent channelled, should lead to a number of advantages, such as efficiency and flexibility in apply of resources, technical excellence of solutions, motivation and development of employees and the freeing of top management from routine decision making (Rowlinson, 2001669-673). According to Brown (20081-9), a seven step organisational process needs to be formally instituted in an organisation through a thoroughly planned strategy to look into that appropriate project management processes and tools. . 3 PROBLEM FORMULATION In new years, managers of for-p rofit private organisations have been under hefty market pressures to re-orient the strategies, operations and military control models of their organisations. In a response to these pressures, the organisational structures of these organisations have been steadily re-engineered from mechanistic, rigid and closed system-oriented to a more organic, flexible and open system-oriented (Gomes, Yasin & Lisboa, 2008 573-585). 4 closely managers focus on how the project methodology can adapt to its organisational context, however, in doing so, they sacrifice the flexibility and dynamism of the project approach for the bureaucratic, control-based view of functional organisations (Thiry, 200622) The questions to be turn to in this study are as follows How does the organisational structure affect the project managers effectiveness? To what degree is the effectiveness of the organisational structure sabotaged by the human factor? Which organisational structures are best suited for proje ct management? 1. 4 OBJECTIVES OF THE STUDY . 4. 1 Primary objective The purpose of this study is to cuss whether organisational structures find the effectiveness of a project manager. 1. 4. 2 Theoretical objectives of the study The following(a) theoretical objectives were established in order to support the primary objective. Conducting management. Conducting a books study on factors of influence in project management. Reviewing organisational structure models crudely utilise by companies in the project management environment. Contrasting the literature studied with observations in the industry in practice. 1. 4. Empirical objectives The following empirical objectives were formulated in support of the primary and theoretical objectives. Identifying key elements of influence on project management success. a literature study on organisational structures in project 5 Identifying organisational structures employed by companies to ensure support project management. 1. 5 RESE ARCH DESIGN AND METHODOLOGY 1. 5. 1 Literature review Published material in the form of books, journals, magazines, newspaper articles, government publications and the Internet formed part of establishing a well-informed theoretical background. . 5. 2 Target population The population was restricted to companies in the Western Cape Province, for economic reasons as most companies are within light-colored reach. The population comprised project management practitioners. For the purpose of this study, project management practitioners are persons practising project management, who are given the responsibility and answerableness for implementing projects in an organisation. In industry, the title varies from company to company. The commonly used titles are Project Supervisor and Project coach-and-four.The companies to be include in the study must be practising project The companies must have a formal project management for more than five years. management structure in place. It is ant icipated that many companies may not be keen to share information on this subject. Therefore, to increase the probability of stretch the require strain surface, organisations in the faultless province were chosen. 1. 5. 3 Sample selection and method of sampling A junto of convenience and judgement sampling was used, in light of the geographical dispersion of the organisations. make do was taken to include a vast variety of project management practitioners. The organisations were sort according to industries. In the absence of front enquiry, a minimum sample size of one hundred project management practitioners leave be chosen for the study. The sample size has been determined on the basis of the cost of the exercise and accessibility to the discordant companies. 6 1. 5. 4 The method of entropy collection The survey method go out be used. A personal consultation using a structured questionnaire go away be used to obtain the required information.This method was chosen as it is simple and allows for clarity of questions. 1. 5. 5 Statistical Analysis Descriptive statistics will be used for the initial analysis. The MoonStats package will be used for data analysis. Cross-tabulation and correlation will be used to establish simple relationships between the organisational structure and its effectuate on project management in the personal line of credit. 1. 6 CHAPTER CLASSIFICATION 1. 6. 1 Chapter two Literature review An overview is provided of strategies, strategic business levels ad their relationship to each other.This chapter concentrates on organisational structures, competencies and the dynamics of project management. It also explores the need for strategic organisational decisions to further support project management objectives. structures are also highlighted. several(predicate) organisational 1. 6. 2 Chapter three Research Design and Methodology The emphasis of this chapter is on the mark of the inquiry, the measuring instruments and popu lation target. employed are outlined. The data analysis procedure and the statistical techniques 1. 6. 3 Chapter four Results and Findings In this chapter data is analysed, interpreted and evaluated. 1. 6. 4 Chapter five Conclusions and Recommendations The recommendations emanating from the study are suggested. limitations of the research are highlighted. The benefits and 1. 7 SYNOPSIS This paper is primarily addressed at the decision makers about project management in an organisation. In the arenas of business and management, the principles of project management are comparatively simple and much of it actually common sense. However, this paper aims to confirm that the implementation and sufferance thereof, in a functionallyonly structured organisation, is sort of a complex process. The papers prime purpose is herefore to highlight, that after the decision to implement project management is made, a number of not so self-evident implications for the organisation, as well as struct ural, organisational farming and systems changes, have to be thoroughly managed to ensure success. In this chapter the background and scope of research are described. The Research objectives are utilized in an effort to address the research problem. In the next chapter the literature used as background for this study, will be discussed, while the different levels of project management organisational structures and how they are interrelated will be outlined. REFERENCES Cleland, D. , Gareis, R. 2006. Global project management vade mecum visualizening, McGraw-Hill Organizing and Controlling International Projects, Second Edition. Professional. Project heed Institute. 2004. A Guide to the Project forethought Body of Knowledge tertiary edition. Pennsylvania PMI Publications. Burke, R. 2007. Project management Techniques college edition. federation Africa Burke publish. Gido, J. and Clements, J. P. 2003. Successful Project attention Second Edition. USA. confederation-Western. Kerzner, H. 2006. Project charge 9th Edition, A Systems Approach to preparation, Scheduling and Controlling.Hoboken, rising Jersey. John Wiley & Sons. Sandhu, M. A. and Gunasekaran, A. 2004. Business process development in projectbased industry. Business Process caution diary. Vol. 10 no. 6673-690. Emerald group print Limited. Box, S. and Platts, K. 2005. Business process management establishing and maintaining project alignment. Business Process Management Journal. Vol. 11 No. 4370-387. Emerald classify Publishing Limited. Palmer, M. 2002. How an effective project polish can help to achieve business success establishing a project culture in Kimberley-Clark Europe. industrial and Commercial Training. intensity level 34. Number 3101-105. Emerald Group Publishing Limited. Czuchry, A. J. and Yasin, M. M. 2003. Managing the project management process. Industrial Management and Data Systems. 103/1 39-46. Emerald Group Publishing Limited. 9 Rees, W. D. and Porter, C. 2004. Matr ix structures and the training implications. Industrial and Commercial Training. Volume 36. Number 5189193. Emerald Group Publishing Limited ISSN 0019-189-193 Gomes, C. F. , Yasin, M. M. and Lisboa, J. V. 2008. Project management in the context of organisational change. International Journal of Public domain Management.Vol. 21 No. 6573-585. Tata, J. 2000. self-directed work teams an examination of cultural and structural constraints. Work Study. Volume 49. Number 5187-193. MCB University Press. Rowlinson, S. 2001. Matrix organizational structure, culture and fealty a Hong Kong public sector racing shell study of change. anatomical structure Management and Economics. 19, 669-673. Spon Press. Brown, C. J. and Botha, M. C. 2005. Lessons learnt on implementing project management in a functionally-only structured South African municipality. South African Journal of Business Management. 36(4)1-7 Cheng, M. Su, C. and You, H. 2003. optimum Project Organizational expression for Const ruction Management. Journal of Construction Engineering and Management. January/February70-79. Brown, C. J. 2008. A comprehensive organisational model for the effective management of project management. South African Journal of Business Management. 39(3)1-8. Kennedy, D. A. and Marx, T. 2009. Going Against Traditional lore Running Projects in a working(a) Structure. Proceedings of the 2009 Industrial Engineering Research Conference. 368-373. Thiry, M. 2006. The Matrix Evolves. PM Network. Apr. 20,422.Eve, A. 2007. Development of project management systems. Industrial and Commercial Training. Vol. 39. No. 285-90. 10 Questionnaire For each planning product written, please mark the most suitable answer referring to the projects you were recently twisty in, according to the following scale 54321ABThe product is always obtained The product is quite much obtained The product is frequently obtained The product is seldom obtained The product is hardly ever obtained The product is irrele vant to the projects I am involved in I do not know whether the product is obtainedPlease take up between 1-5 and A or B. Part A Project Planning Planning Product Never Always Do not know Irrelevant 1. Project Plan 2. Project Deliverables 3. WBS (Work dislocation Structure) Chart 4. Project Activities 5. PERT or Gantt Chart 6. exercise Duration prognosticate 7. Activity Start and End Dates 8. Activity Required mental imagerys 9. Resource Cost 10. Time-phased figure 11. Quality Management Plan 12. bureau and Responsibility Assignments 13. Project Staff Assignments 14. communication theory Management Plan 15. venture Management Plan 16. Procurement Management Plan 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 A A A A A A A A A A A A A A A A B B B B B B B B B B B B B B B B 11 Part B Organisational Support Planning Product Never Always Do not know Irrelevant 17. Pro ject-Based Organisation 18. end of Existence of Projects Procedures 19. Appropriate Project Manager Assignment 20. tip of remember Project Procedures 21. end of Involvement of the Project Manager during Initiation Stage 22. finale of Communication between the Project Manager and the Organisation during the Planning Phase 23. Extent of Existence of Project Success touchstone 24. Extent of Supportive Project Organisational Structure 25. Extent of Existence of Interactive interdepartmental Project Planning Groups 26. Extent of Organisational Projects Resource Planning 27. Extent of Organisational Projects Risk Management 28. Extent of Organisational Projects Quality Management 29. Extent of On Going Project Management Training Programs 30. Extent of Use of regulation Project Management bundle (e. . Ms-Project) 31. Extent of Use of New Project Tools and Techniques 1 1 1 1 1 1 2 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 5 5 5 A A A A A A B B B B B B 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 A A A A A A A A A B B B B B B B B B 12 Part C Organisational Characteristics a. Organisation cause ? (1) Engineering ? (4) Construction ? (7) go ? (2) Software ? (5) Communications ? (8) Government ? (3) action ? (6) Maintenance ? (9) another(prenominal) ______ b. Project type ? (1) Engineering ? (4) Construction ? (7) Services ? 2) Software ? (5) Communications ? (8) Aeronautics ? (3) Electronics ? (6) Mechanics ? (9) Other _____ c. Evaluate the following indexes in the scale of 1 to 10 (1-low, 10-high) Index diminished High Quality of planning of project you are involved in Project performance at the end of the projects client satisfaction at the end of the projects Risk level at the beginning of the project 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 d. Your personal involvement in projects ? Project Manager ? Project Team process ? Other _______ 13