Some Potential Human Problems of the Project Form of Organization

Reeser, Clayton

doi:10.5465/254734

Cited by 4 publications

(4 citation statements)

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“…The item of "project team member always supports the decisions made by the project director" recorded the highest mean of 4.12 (82.5%), while "the project director item is very clear with the role, responsibility and authority in the project" recorded the lowest mean of 4.04 (80.9%). The findings of this study are consistent with Reeser (1969), who journal.ump.edu.my/ijim ◄ stated that confusion and ambiguity between responsibility and authority is a problem that is often associated with project directors. Thus, a project director not only needs to be given the role and responsibility to complete a project on time but also needs to go hand in hand with giving the authority to obtain the necessary resources, manage the allocations given, and make critical decisions in the project (Fortune & White, 2006).…”

Section: Project Management Factorsupporting

confidence: 90%

“…The second aspect is the authority of the project director. Confusion and ambiguity between responsibility and authority are problems often associated with project managers (Reeser, 1969). Thus, a project director needs to be clear with the authority given to obtain the necessary resources, manage the allocation given, and make critical decisions on the project (Fortune & White, 2006).…”

Section: Project Management Factors At the Project Planning Stagementioning

confidence: 99%

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Factors Influencing Project Planning for Physical Projects in Sabah

Ismail

Arifin²

2022

IJIM

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In the context of the public sector, projects are implemented to fulfil the government's social responsibility to ensure more balanced growth with equity in a developing country. Even though the country has entered the 12th Malaysia Plan (12MP), there are still inefficiencies in the financial and physical performance of public projects due to the weaknesses at the project planning stage. This study examines the influence of human/personnel, project management, technical, and organisational factors on project planning for physical projects in Sabah. This study utilised a quantitative method using a questionnaire and the respondents involved 273 officers from the Management and Professional group (Grades 41- 54) at the Federal Government and Sabah State Government levels. Data were analysed using descriptive analysis. The study found that the factors influencing project planning are at a very agreeable level of 4.08 mean (81.50%) which explains that these four factors greatly influence the planning of a project. The organisational factor is the most dominant factor, with the highest mean of 4.35 (86.8%). Therefore, it can be concluded that the top management of the Ministry/Agency needs to enhance support and commitment to the project team where this support can give a positive signal to the parties involved with the project.

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Section: Project Management Factorsupporting

confidence: 90%

Section: Project Management Factors At the Project Planning Stagementioning

confidence: 99%

Factors Influencing Project Planning for Physical Projects in Sabah

Ismail

Arifin²

2022

IJIM

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“…Here are found Wilemon and Cicero (1970), Gemmill and Wilemon (1970), Wilemon and Gemmill (1971) and Wilemon (1973) on the ‘ambiguities’ and ‘conflicts’ in project management. Among the first publications are also Reeser (1969), Hammerton (1970), Melcher and Kayser (1970) and Butler (1973). Reeser (1969) examines the human problems in the ‘project form of organization’ and zeroes in on the ‘anxieties and frustrations’ of people working in a ‘projectized organization’, including the issues of phase‐out and temporary relationships.…”

Section: Behaviour Schoolmentioning

confidence: 99%

“…Among the first publications are also Reeser (1969), Hammerton (1970), Melcher and Kayser (1970) and Butler (1973). Reeser (1969) examines the human problems in the ‘project form of organization’ and zeroes in on the ‘anxieties and frustrations’ of people working in a ‘projectized organization’, including the issues of phase‐out and temporary relationships. Hammerton (1970) discusses the difficulties in projects associated with interdisciplinarity and motivation.…”

Section: Behaviour Schoolmentioning

confidence: 99%

Pluralism in Project Management: Navigating the Crossroads of Specialization and Fragmentation

Söderlund

2010

International Journal of Management Reviews

270

183

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Project management is a rapidly expanding subfield of management and organization studies. This paper seeks to make sense of this development and the current state of project management research. It reviews the literature published over the last five decades in 30 leading management and organization journals. In total, 305 articles were included in the data set. The paper proposes a categorization of the published articles into seven 'schools of thought': Optimization School, Factor School, Contingency School, Behaviour School, Governance School, Relationship School and Decision School. The schools vary in terms of their main focus and use of the project concept, major research questions, methodological approaches and type of theorizing. It is suggested that a better awareness on how to make use of the schools and the identified perspectives would stimulate cross-fertilization, unification and thus enhance a pluralistic understanding of projects and project management at the same time as it would prepare research to frame more accurately the problems of contemporary projects. In that respect, the paper offers ideas on how to navigate at the crossroads between specialization and fragmentation, between the search for novel topics and improvements of existing knowledge.

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Managing complex programs: a review of major research findings

Baker

Wilemon

1977

R & D Management

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Managing large-scale research and development projects is without question a difficult task. Success is often dependent on the ability of the project manager to successfully cope with a myriad of unpredictable situations. To assist project managers, the authors review several of t h e most significant recent research studies to identify potentially useful insights for those charged with the administration of complex research and development projects. Specifically, five areas of research are examined, namely, (1 ) project manager leadership styles; (2) conflict management;(3) decision-making styles; (4) organizational design considerations and project authority; and (5) the relationships of the project team with the parent, client, and other external organizations.

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Some Potential Human Problems of the Project Form of Organization

Cited by 4 publications

References 0 publications

Factors Influencing Project Planning for Physical Projects in Sabah

Factors Influencing Project Planning for Physical Projects in Sabah

Pluralism in Project Management: Navigating the Crossroads of Specialization and Fragmentation

Managing complex programs: a review of major research findings

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