This document discusses key concepts related to organizations and project management, including: - Organizational structure and culture, and how they relate to relationships, roles, and communication within an organization. - Systems thinking and how analyzing a problem in terms of interacting components can help address organizational issues. - Different types of organizational structures like functional, project-based, and matrix structures. - Elements that shape organizational culture like symbols, language, behaviors, and underlying assumptions. - The importance of understanding stakeholders and leadership styles for effective project management.

1. Organizations and Project Management

2. Outline Systems Organizations Organizational structure Organizational culture Leadership & Management

3. Systems: sets of interacting components working within an environment to fulfill some purpose. Systems analysis: a problem solving approach that requires defining the scope of the system, dividing it into components, and then identifying and evaluating problems, opportunities, constraints, and needs Systems Management: managing the business, technological , and organizational issues associated with creating, maintaining, and changing a system How does this relate to the course project? Systems

4. Organizations Two or more people working together to achieve something (that often cannot be accomplished alone) Shared vision? mission? values?

5. Organizational structure System of relations, governing activities of employees, reliant upon one another to meet common goals Embedded in position descriptions Pictured in position relationships shown on organizational charts Revealed in distribution of authority and communication channels

6. Organizational structure Since it is based upon relationships, it changes, even when it looks fixed Varies from the simple to complex Can be formal or informal May be centralized or decentralized Marked by specialization and coordination

7. Ex. Functional Structure Hierarchies Top Level Management Middle Level Management Floor Supervisors Floor Workers Horizontal and vertical components Also Distinguished by: Governing rules –often rigid Specialized functional units Division of labor Chain of command Authority: right of supervisor to direct subordinates; flows from chain of command; vested in position, not person Power: ability to influence the behavior of others; may derive from: management, ability to reward, expertise, and/or respect Examples?

8. Ex. Project Organization Structures Hierarchies Groups/teams still report to managers up the hierarchy (ex. Portfolio manager, area manager, CEO, etc) Staff have varied skills to complete jobs Often provide services to other organizations Ex. IT consulting firms, engineering firms, service contractors, architectural firms, audit/accounting/management firms What about the middle ground? Matrixed organizations

9. Organizational Culture Not a model for management but a theory that explains workplace behavior Often operates unconsciously but guides action and affects ability to change Exists alongside formal organizational structure, can be at odds with it Learned responses of an organization in adapting to an external environment and integrating internally its experiences

10. Elements of Organizational Culture Symbols: décor, signs, clothing Language: use of terminology Standards of behavior: meetings Slogans: sayings Heroes: those who embody the culture Mythology: stories that are repeated Ceremonies: special events, celebrations

11. Levels of Organizational Culture Underlying assumptions Unspoken and unconscious but guide action Espoused values Stated in mission, ethical codes, etc. Artifacts Visible evidence of assumptions in behavior, rituals, myths, etc.

12. Stakeholders Stakeholders – people involved in or impacted by the project Project teams must have an understanding of the project stakeholders Must understand the organization and the client’s stakeholders if they will be impacted by the IT project

13. Leadership and Management styles Think of a manager you worked for and how s/he treated subordinates: Did s/he build team spirit? Did s/he monitor work closely? Did s/he punish mistakes? Did s/he permit you to share in goal setting and decision-making?