Some Potential Human Problems of the Project Form of Organization.

Reeser, Clayton

doi:10.2307/254734

Cited by 21 publications

(6 citation statements)

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“…Similarly, Dill et ai [15] have reported a positive relationship between high managerial authority (and its acceptance) and perceptions of project group effectiveness. Support for the desirability of clear and strong managerial authority for project managers can also be found in the conclusions of Reeser [16] to the effect that those project management situations characterized by ambiguity in the assignment of authority are often problemprojects.…”

Section: Managerial Authoritymentioning

confidence: 93%

The role of structural factors in determining project management success

Might¹,

Fischer

1985

IEEE Trans. Eng. Manage.

110

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A bstract-Despite all of the attention that has been paid to the strategic concerns of more repetitive operational contexts over the past few years, almost all of the research on project management has remained focused on various aspects of network manipulation. For any project where the simple application of network techniques could be inappropriate or dysfunctional, the continued oversight of strategic issues is unfortunate. This paper addresses several strategic issues involved with the structural aspects of project management and finds several of them significantly interrelated with project success and the implication of particular project management control systems. The structural variables that are studied include: organizational structure, managerial authority, and scale of the project. The study draws on data collected by a mail survey of 103 development projects in 30 different firms.Ever since Schumpeter [8] argued that structural factors such as organizational size and market position should affect the propensity to undertake R&D activities, students of R&D project management have been concerned with the impact which structural conditions have on the relative effectiveness 0018-9391/85/0500-0071$01.00

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Section: Managerial Authoritymentioning

confidence: 93%

The role of structural factors in determining project management success

Might¹,

Fischer

1985

IEEE Trans. Eng. Manage.

110

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“…Earlier we discussed two of the common responses Reeser received when he asked managers in three aerospace companies "What are some of the human problems of project organization1" Of the other eight responses Reeser (1969) reports, six, in fact, relate to structural ambiguities:…”

Section: The Adhocracy 461mentioning

confidence: 99%

“…Reeser (1969) asked a group of managers in three aero space companies 'What are some of the human problems of project man agement7" Among the common answers were two related to balancing the workload:…”

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confidence: 99%

The Structuring of Organizations

Mintzberg¹

1989

Readings in Strategic Management

2,174

1,956

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“…Joyce (1986) found that the effects of organisational processes in the matrix design affect employees' perceptions and work attitudes. In considering the effects of the matrix power relationship on attitudes, studies by Reeser (1969) and Rizzo, House and Lirtzman, (1970) have shown that the introduction of the dual reporting system can cause role conflict and ambiguity, with the resultant effect being the production of "negative effects on work attitudes like job satisfaction and involvement" (Joyce, 1986:536). It is also noted that quality of interaction has been demonstrated to play a moderating role between the bases of power and compliance, on the one hand, and subordinates' attitudes to superiors (Gupta & Sharma, 2008).…”

Section: Application Of the Framework For This Studymentioning

confidence: 99%

Comparing the power and influence of functional managers with that of project managers in matrix organisations: The challenge in duality of command

Moodley

Sutherland

Pretorius

2016

S. Afr. j. econ. manag. sci. (Online)

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Since its inception four decades ago, there has been widespread adoption of the matrix organisational design, particularly in project-based organisations. However, several challenges remain, one of which is related to the ambiguity of authority as a result of the dual command structure. This study examines the perceptions of the types of power and influence mechanisms used by the functional manager and the project manager to influence project personnel, and the effect of these mechanisms on attitudinal outcomes. The research used a two-phase design. The first qualitative phase validated the constructs of power and influence. In Phase 2, quantitative data was obtained from 22 functional managers, 28 project managers and 92 project personnel in South Africa, Italy and Canada from one large project execution technology company. There appears to be a large perceptual gap between project managers, functional managers and project personnel. Managers perceive themselves to be using aspirational and personal influence mechanisms, whereas project personnel perceive the managers to be using positional, punitive mechanisms. Relationships were observed between the perceived type of influence being used by the managers and the project personnel's satisfaction with their manager, overall job satisfaction, their performance and level of engagement. Functional and project managers are associated with very different attitudinal outcomes among project team members.

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Some Potential Human Problems of the Project Form of Organization.

Cited by 21 publications

References 0 publications

The role of structural factors in determining project management success

The role of structural factors in determining project management success

The Structuring of Organizations

Comparing the power and influence of functional managers with that of project managers in matrix organisations: The challenge in duality of command

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