Action #1: Training in project management. As stated in the case, these organizations were at different levels of project management maturity, including two of them that were “clueless” about project management. As their goal was to implement an enterprise project management methodology, training in project management represent the first step in this endeavor. It will also help them to create a general and common understanding of what project management is and how it should be implemented, as the other tow companies that knew and implemented project management, exert their implementation in a different way.
Action #2: Adapt the methodology according to the PM maturity level of each company. Currently, Honicker was working to implement their
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Organizational culture is key in project management and in any merge process, as it will dictate the parameters in which an organization preforms. In the case of Honicker and its merge process, organizational culture has a tremendous importance, as it regulates the way in which this organizations execute in regular basis and how they interact with their clients and stakeholders. Schein (2010) stated: “culture is an abstraction”. It can be argued then that even when companies are working in the same market, the way in which they actually do business might (most probably) be different. In any merge process organizational culture plays a pivotal role as it might signify the success of complete failure of the process. Honicker appears to be a mature organization in project management; nevertheless, the other four companies, along with their PM immaturity, possess cultures that showed little commitment to Honicker’s goals (which after the merge were their goals as well), a different teamwork approach, and a selfish engagement to the “common” endeavor. One of the main reasons why this situation happened was because of the different cultures that characterized each organization. If these cultural issues continue, the merge is most likely to end up being a failure, as the acquired organizations will not be able to perform in accordance to Honicker’s standards and
Honig v. Doe, 484 U.S. 305, 108 S. Ct. 592, 98 L. Ed. 2d 686 (1988).
fail (Cheng, 2012). Mergers and acquisitions are much common in these days and only a few of them are end up in successes. Even though mergers and acquisitions are not result much successes rate, many organizations are still preferring it because, it is used as a cooperative strategy but nowadays it is used for cooperative development. The cultural differences and merger integration can be considered as an important factor for the failure rate but this study mainly focused
Frame, J.D., Managing Projects in Organizations: How to Make the Best use of Time, Techniques and People, third ed., San Francisco: Jossey-Bass,112-117, 2003.
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
Jugdev, K. (2012). Learning from Lessons Learned: Project Management Research Program. American Journal of Economics and Business Administration , 4(1), 13-22.
Chapter sixteen in our textbook highlights the benefits of organizational culture and what it can do for any company with a strong culture perspective. In fact chapter sixteen-three(a) speaks widely on how a strong culture perspective shapes any organization up well enough to perform better than any of its competitors who do not balance any organizational culture. If not mistaken after viewing SAS institute case they are well on track with facilitating a high performance organization culture. First, SAS institute motivate all employees to become goal alignment in their field of work. This is where they all share the common goal to get their work done. In one of the excerpts taken away from this case, an employee- friendly benefits summary expresses the statement “If you treat employees as if they make a difference to the company, they will make a difference to the company.” “SAS Institute’s founders set out to create the kind of workplace where employees would enjoy spending time. And even though the workforce continues to grow year after year, it’s still the kind of place where people enjoy working.” Clearly highlighted from this statement that SAS Institute is mainly ran off of a fit perspective. Which argues that a culture is only as good as it fits the industry. Allowing a good blueprint or set up will
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
Organizational culture relates to a system of shared values, beliefs, and assumptions, which direct how people behave in organizations. These shared beliefs have a major influence on people in the organizations and dictate how they act, perform their duties, and dress. As such, organizational culture also impacts the change management process as it determines how people will respond to the change (Briody, Pester, & Trotter, 2012). The recent years have seen many companies and businesses engage in mergers to enhance their competitiveness in the market. The success of these mergers is largely dependent on the resulting firm’s ability to integrate cultures from both companies forming the merger. Cultural clashes often lead to problems in the management process and in most cases, if this is not addressed, the merger ends in failure. Sprint/Nextel merger is a perfect example of a merger that did not survive as a result of cultural clashes (Woodsworth & Penniman, 2013).
They outsourced and gave a quick training on project management for 50 employees (out of 300), some of which were place as part of the committee to create a project management methodology for the company. After two months of meetings, and mainly due to personal interests, three stage-gate models were created: information systems, new products/services provided, and one for acquiring new
Conflict seems inevitable when trying to merge two companies. Conflict is described as the “Process which begins when one party perceives that the other has frustrated or is about to frustrate, some concern of his” (Kumar, 2009). Synergon’s CEO uses a “take no prisoners” approach and would fire most of the management team within 12 months of taking over a company using an approach they call neutron bombing. In cases where both companies are successful, like in the case of Synergon Capital and Beauchamp, you add even more conflict. The managers of Beauchamp are used to operating in a positive way that has produced profits for the company and you add Nick Cunningham a manager of Synergon who is used to restructure management in newly acquired poorly run companies; something has to give to make it successful.
The values and belief shared through the organization always shape how its work is done and when there is any change to be introduced in the organization reshaping the organization’s culture is key. Brenes and Mena (2008) carried out a research on strategy and culture in Latin American firms, and established that if organizational culture is supportive of principles and values in the new strategy it will result to a successful strategy execution. Changing a firm’s culture to fit a new strategy is usually more effective than changing a strategy to fit an existing culture. The following are some the techniques which can be used to alter an organization’s culture. They include, recruitment, training, transfer, promotion, restructure of an organization’s design, role modeling, positive reinforcement, and mentoring. Linking strategy implementation and organizational culture must be handled wisely so that its performance and success are not jeopardized (Humphreys et, al 2008). A study by Ahmadi, Salamzadeh, Daraei, and Akbari (2012) on the impact of organizational culture while implementing strategies in Iranian banks established that a meaningful relationship exists between organizational culture and strategy
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
It is a “pattern of beliefs, values and learned ways of coping with experience” (Brown 1994) that manifests itself into three layers: artefacts at the shallowest, values and beliefs in the middle and basic assumptions at the deepest. It is inseparable from the organisation that cannot be easily manipulated as it is fundamentally non-unitary and emergent. Finally, organisational culture is important as it is one of the main determinants as to whether a firm can enjoy superior financial and a comparative advantage over firms of differing cultures.
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.
Project management involves all activities that encompass scheduling, planning, and controlling projects. A successful project manager ensure that an organization’s resources are being used both efficiently and effectively. Most projects need to be uniquely developed require a sense of customization and the ability to adapt to any posed challenges. The scope of effective project management includes defining what the project is and what is being expected to be accomplished. Projects are imposed to fulfill a certain need and project managers must have the ability to create the proper definition. Goals and the means used to attain those goals have to be clearly stated. Project Managers must also have the ability to plan