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The research of network relationship of matrix organization within a global project - An example of Advanced Semiconductor Engineering Inc.Wu, Jia-ming 11 August 2005 (has links)
More and more companies have expanded their activity to other countries due to globalization. Therefore, effective management of multi-national project has become an important ability for company development. Many companies choose the matrix organization as they design the organization of multi-national project, and past studies mostly focus on the design and management of matrix organization. However, the management of network relationship inside and outside the organization plays an important role for the success of project. The management of project relationship becomes more and more complex when it comes to multi-national organization.
This research explores the network relationship of matrix organization within a global project. Through a representative project selected from a multi-national company, its¡¦ organization network and project management was studied. The management of network relationship inside and outside the organization includes: (1) Management between functional organization and project organization, (2) Organizational self development, (3) Stakeholder management.
This research uses case study as the research methodology and studies issues concerning the project network relationship management. Network relationship related issues were identified and compared to key points indicated by literature; then the relation chart was determined accordingly. Finally, the key point for future development of project organization was suggested.
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The analysis of companies applying knowledge management systems through theory of Structuration and a case study of the industrial PC industryLee, Kuo-chung 14 September 2006 (has links)
Knowledge management becomes the hot topic of business circles in recent years, more and more enterprises become interested in knowledge management, a lot of scholars are engaged in relevant research one after another too. With the fast development of information science and technology, the administrative system of knowledge is the most important part in knowledge management by enterprises, but some enterprises have found gradually , though information science and technology can help enterprises to do a good job of knowledge management , but really leading knowledge management is the members who participates in, these members include high-order executive , technical staff and user.
Leadership , culture , evaluation and technology and technology that four major keys to knowledge management succeed, but because task or have different type attitude emerge at the mission on because organization of enterprise should different, for instance the stratum type organizes, flat organization , radiating type organization and matrix type organize etc., organize each unit their have two or more upper strata management units appear perhaps in matrix type especially, so but more general stratum type complicatedness that comes will come efficiently in the treatment of some tasks on the operation of organizing. So quite a lot of modern enterprises all adopt this organization method , research this mainly with view and is it is it probe into with course theory one matrix type organize enterprise during the process of channeling into knowledge management about step time organize to come to complement, Structuration of theory, times of culture and different leader classify with science and technology or other as literary composition surface that consult is it pursue difference of effect to have in leader , culture , assessment, the difficulty met and gains, do it for other reference while channeling into the management activity of knowledge in initial stage of enterprise which is similar to institutional framework .
Try to complement from the view of the Structuration theory with the process theory by way of case study in this research
This research adopts the law of case study and goes on, select a domestic industrial computer company listed to do for the target further investigating it, adopt a single case to design in studying the design, but carry on the collection of the materials through the interview way of the depth with the matrix type organization difference organizing, in the course of studying, three undertaking groups count 13 colleagues in researcher's interview case company altogether, duplicate the interview content to analyze for the draft word for word , understand why need information management in the case company in depth after interview? The annotation explanatory note of information management? Pursue the system of information management? Pursue the culture of information management? Pursue the present situation of personnel of information management? Pursue the science and technology and tool used of information management? Pursue the type of information management attitude? Set up those knowledge management activity? (take , take and socialize by outside inside), pursue change and result of information management? (the procedure , science and technology and structure); And use the structure of composing a piece of writing and offering now to carry on the difference analysis between different undertaking group of case company, will regard running as and will be similar to the research that enterprises pursue information management to consult relevantly in the future .
This study found that the communication between managers and users is the necessarily sustained work. The communication process will influence on managers and users¡¦ cognition about KMS. This cognition will again influence on their communication behavior. Therefore, the key success factor of implementing KMS has relations with their common consensuses about the system implementation. Companies should realize the gap between managers and users¡¦ need by means of sustained communication to find the best way to develop KMS. Then, users¡¦ participation in the system implementation can increase the opportunities for managers and users¡¦ interaction. During the interaction process, they dominate the system development, and then the structure of their power will change. Therefore, the key success factor of implementing KMS has relations with their power structure. Companies should realize the structure of managers and users¡¦ power and give users more power to dominate the resource of KMS under managers¡¦ appropriate control. Besides, managers have to reveal their support by practical actions for convincing users to participate in the system implementation and then try to form a culture which is suited to the KMS implementation to sanction their behavior. Therefore, the key success factor of implementing KMS has relations with whether managers can form a culture which is suited to the KMS implementation. Companies should establish proper rules to have managers and users contribute or share knowledge during the routine work and form a culture which is suited to the KMS implementation to sanction their behavior.
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Matrix management in the new millennium : the skorpion zinc experienceFuls, H. F. 12 1900 (has links)
Thesis (MBA (Business Management))--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Globalisation and increased communication flow in the world has increased competition tremendously over the last decade. For organisations to stay ahead of their competition it became essential to adapt quickly. Flexible low cost organisations will become leaders in the
industry. Collaboration and teamwork in organisations, especially across functions, could maximise flexibility and productivity.
Matrix structures were introduced in the sixties by multinational companies and by the early Seventies many other companies followed suit with mixed success. Academic interest faded after the mid Eighties. The challenge of continual, fast growing organisations is opening a debate for project management and cross-functional structures as teamwork and effective
collaboration between functional departments become key to success.
This study will focus on application of matrix management structures in the new millennium and project management principles applied by a literature search. The best practice model is compiled with specific application to Skorpion Zinc. Skorpion Zinc is a newly commissioned zinc mine and refinery, applying new technology to produce Special High Grade zinc. Application of this model is verified by personnel from the organisation by means of a questionnaire.
Research indicates that most project orientated organisations prefer and use matrix management structures to manage their business. Successes and challenges related to crossfunctional structures are similar to those experienced in the Eighties. Implementation and management of the structure is the key to success. Selecting the correct type of matrix structure that will best support the business is vital.
The study reveals that the Weak Matrix Management structure applied in the Refinery Department will enhance personnel management, project management and enable optimal utilisation of resources. In addition to the implementation of the structure focus is required in improvement of project management principles. Enabling factors to the Weak Matrix Structure that needs to be encouraged is a cooperative culture, teamwork, open and effective
communication. Skorpion Zinc can use their strength of trust within departments and expand this to an interdepartmental trust.
It is concluded that the study has identified the latest trends and success factors related to matrix management structures. Best practice suitable to Skorpion Zinc has been identified and verified. By applying this knowledge, the organisation can look forward to producing zinc cost effectively with a contented workforce, thus becoming a world leader in its class. / AFRIKAANSE OPSOMMING: Internasionalisering en toenemende kommunikasie vloei regoor die wereld het kompetisie geweldig laat toeneem oor die laaste dekade. Vir organisasies om kompeterend te bly het dit al belangriker geword om vinnig te kan aanpas by veranderende omstandighede. Aanpasbare, lae
koste besighede sal leiers in die industrie word. Spanwerk en samewerking in organisasies, veral tussen funksionele departemente sal lei tot aanpasbaarheid van die maatskappy en produktiwiteit van werknemers.
Matriks strukture was in die sestiger jare bekend gestel deur internasionale maatskappye wie se voorbeeld gevolg was deur ander maatskappye in die vroeer sewentiger jare met gemengde sukses. Akademiese belangstelling het gekwyn na die later tagtiger jare. Uitdagings van vinnig groeiende, dinamiese organisasies het opnuut debat rondom projek bestuur en matriks strukture
laat opvlam as gevolg van sukses wat bereik word deur samewerking tussen funksionele departemente.
Fokus van die literatuur navorsing studie sal val op die jongste toepassing van matriks organisasie strukture en projek bestuur beginsels. 'n Model van beste praktyke van toepassing op Skorpion Zinc is saamgestel. Skorpion Zinc is 'n jong sink myn en raffinadery, onlangs in gebruik gestel, wat nuutste tegnologie aanwend om Spesiale Hoe Graad sink te ontgin en produseer. Werknemers het die toepaslikheid van die model bevestig deur middel van 'n
vraelys.
Navorsing dui aan dat meeste projek ge-orienteerde organisasies vierkies en wend matriks strukture aan om hul besighede te bestuur. Vandag se suksesse en uitdagings verwant aan matriks strukture is baie eenders as wat ondervind was in die tagtiger jare. Implementering en bestuur van die strukture is die sleutel tot sukses. Die keuse van die matriks struktuur wat die onderneming sal ondersteun is van kardinale belang.
Navorsing dui daarop dat die Afgewaterde Matriks struktuur, soos toegepas in die Produksie Afdeling, personeel bestuur, projek bestuur en optimale benutting van menslike hulpbronne sal bevorder. Dit is belangrik dat aandag toegespits word op verbetering van projek bestuur beginsels tesame met implementering van die struktuur. 'n Samewerkende kultuur, spanwerk,
effektiewe en op die man af kommunikasie is ondersteunende faktore vir matriks strukture wat bevorder moet word.
Die gevolgtrekking kan gemaak word dat die navorsing beste gebruike en sukses faktore van matriks bestuur uitlig. Gebruike van toepassing op Skorpion Zinc is geidentifiseer en bevestig.
Deur die kennis toe te pas kan die maatskappy uitsien daarna om 'n wereld leier op sy gebied te word met lae koste sink produksie en 'n bevredigde arbeidsmag.
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A study of the project responsibility - authority gap in the matrix organization structureBarnard, J. N.(Jakobus Nicolaas) 03 1900 (has links)
Theses (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Dual lines of responsibility and authority that exist in the matrix structure's
approach to project management lead to conflict and power struggles between
project managers and functional managers with regards to personnel and
resources. Most problems associated with the matrix structure have to do with
the inability of the upper managers to work out the required power sharing in the
organization. Responsibility can be defined as feeling obligated to perform
assigned work, while authority is the power to apply resources to carry out the
work. A common problem that arises as a result of the need to share power in
the matrix organization is the responsibility - authority gap that project managers
face, i.e. project managers charged with the responsibility of attaining ambitious
goals often lack sufficient formal authority to meet them.
It is accepted that authority should be commensurate with responsibility, but
feedback suggests that general managers are often reluctant to assign sufficient
formal power to project managers.
The objectives of this research study are to, through study of literature,
investigate the characteristics of matrix organizations that create the
responsibility - authority gap and its implications on the organization in order to
identify certain recommendations and tools that will assist management to
address responsibility and authority issue. / AFRIKAANSE OPSOMMING: Die matriks organisasie stuktuur het dubbele lyne van verantwoordelikheid en
autoriteit wat dikwels lei tot konflik en mags konflik tussen die projek en
funksionele betuurders met betrekking tot personeel en hulpbronne. Meeste van
die probleme wat gepaardgaan met die matriks struktuur spruit voort uit die
onvermoee van top bestuur om die gewenste balans van magsdeling in die
organisasie te bewerkstellig. Verantwoordelikheid kan gedefinieer word as die
neiging om verplig te voel om toegedeelde werk te vervul, terwyl autoriteit die
mag is om die werk te kan doen. 'n Algemene probleem wat voorkom as 'n
gevolg van die nood om mag te deel in die matriks organisasie, is die
verantwoordelikheids - autoriteits gaping. Projekbestuurders is dikwels toegedeel
met die verantwoordelikheid om ambisiuese doelwitte van projekte te bereik
terwyl hulle nie die nodige autoriteit toegedeel word om die doelwitte te bereik
nie.
Daar word dikwels gesê dat autoriteit verantwoordelikhied moet aanvul, maar
terugvoering is dat algemene bestuurders dikwels nie genee is om genoegsame
formele autoritiet aan projekbestuurders toe te staan nie. Die studie se doel is om, deur literatuur studie, die elemente van die matriks
organisasie wat tot die verantwoordelikheid - autoriteits gaping lei, en die impak
daarvan op die organisasie te ondersoek ten einde voorstelle en aanbevelings
aan projek bestuurders en algemene bestuurders voor te lê wat hulle in staat sal
stel om effektiewelik die probleem te kan bestuur
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Compare functional management with matrix management to select an effective and suitable management style to manage projects in Desert Cool ccWolstenholme, Henry 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2004 / ENGLISH ABSTRACT: Desert Cool is a South African manufacturing, wholesale, and retail company
that markets 4x4 accessories and camping gear through its retail outlets trading
as 4x4 Mega World. Desert Cool has sole import rights for well known products,
like Engel fridge/freezer, ARB accessories and Old Man Emu suspensions.
Desert Cool recently created its own brand name "Sunset Gear" under which it
will market various 4x4 accessories and camping gear.
Desert Cool has grown fast over the last two years and they are already being
seen as the leading 4X4 accessories company in South Africa. Important
priorities in the organisation are the development of new products, changes to
current products and to satisfy customer needs. Currently these priorities are not
being managed properly. Also due to fast growth in terms of sales the
organisational structure has not been attended to and has fallen behind. Several
projects have delivered poor results due to the wrong approach and poor
management of the projects.
The goal of this study is to sell the concept of matrix management and
organisational structure to the management of Desert Cool, instead of keep on
following the conventional functional structure. The study project examines the
advantages, disadvantage and characteristics of functional as well as matrix
management. It also examines and lists the criteria's on which one can select
between the two organisational structures. These criteria have been used in a
survey with a questionnaire to obtain top management's views.
The survey resulted in the following conclusions:
The questionnaire used can be divided into three sections, section 1 is an
introduction to matrix management, section 2 is a selecting phase where the
respondents need to select between matrix and functional management and the
last section is an evaluation of the respondents' responses in the first two
sections.
The results indicate that the average vote for matrix management in section 1 is
94%, in section 2, 57% and in section 3, 68%. The low percentage in section 2 is
not due to a low vote percentage for matrix management (received 84% of the
votes), but more due to the level of preference for matrix management. The
percentage votes received in section 3 is not too low, but a higher percentage
was expected when compared to the 94% in section 1. The 68% also raises a
concern when one looks at the results in the functional management section.
The results also indicate that the average votes for functional management in
section 1 is 6%, in section 2 it is 11% and in section 3 it is 54%. Due to the low
score in section 1 a low score in section 2 was expected and for that matter also
in section 3, but a fairly high vote came from section 3.
The introduction and selecting sections (section 1 and 2) give results that are
inline of what were expected, but the evaluation section (section 3) shows a
different result. With a closer investigation into this result, it became clear that
most of the people could not separate the matrix characteristics from the
functional characteristics. This resulted that in some instances high votes were
given to both the matrix and the functional characteristic that are opposed to
each other.
Due to limited knowledge of matrix management amongst management, we need
to supply them with more clear info so that they can obtain a better
understanding. A better understanding of matrix management might have
resulted in a better response in section 3 of the questionnaire. Overall a good
result has been obtained.
To conclude, Desert Cool cc is growing at a fast rate, but their structure and
management style has fallen behind. Matrix management will offer a complete
management style as can be seen from the results.
The basis has been laid through the survey and matrix management need to be
represented in a formal way to all the people of Desert Cool. This document will
contribute to understand the advantages, disadvantages, characteristics and the
issues of matrix management. It also explains the role of the project manager in
this structure. / AFRIKAANSE OPSOMMING: Desert Cool is 'n Suid Afrika gebaseerde maatskappy wat 4 x 4 toebehore en
kamptoerusting vervaardig, groothandel en klein handel en bemark dit deur sy
kleinhandeltakke, 4 x 4 Megaworld. Desert Cool het alleen invoerregte vir
produkte soos Engel vries/yskaste, ARB toebehore en Old Man Emu onderstelle.
Desert Cool het onlangs sy eie handelsmerk geskep, naamlik 'Sunset Gear'.
Verskeie produkte word onder hierdie handelsmerk bemark.
Desert Cool het baie vinnig gegroei oor die laaste twee jaar en word reeds
gesien as die leier in die 4 x 4 toebehore mark in Suid-Afrika. Belangrike
prioriteite binne die maatskappy is die ontwikkeling van nuwe produkte,
verbeteringe aan huidige produkte en om aan kliente se behoeftes te voldoen.
Huidiglik word hierdie prioriteite nie behoorlik gebestuur nie. As gevolg van die
hoe groei tempo in verkope en die groot hoeveelheid aandag wat daaraan gegee
is, het die ontwikkeling van die organisasie struktuur agterwee gebly. 'n Hele
paar projekte het swak resultate opgelewer weens die verkeerde benadering en
swak bestuur daarvan.
Die doel van hierdie studie is om die konsep van matriksbestuur en -organisasie
struktuur aan die bestuur van Desert Cool te verkoop, en om af te sien van die
huidige funksionele organisasie struktuur. Die studieprojek ondersoek die
voordele, nadele en kenmerke van funksionele- en matriksbestuur. Dit
ondersoek ook die kriteria's wat gebruik kan word om te kies tussen die twee
organisasie strukture. Hierdie kriteria's word dan gebruik in 'n ondersoek, in die
vorm van 'n vraelys, om die opinie van die hoofbestuur te verkry.
Die vraelys kan in drie afdelings opgedeel word, afdeling 1 kan beskou word as
'n inleiding tot matriksbestuur, afdeling 2 is 'n keuse fase waar die respondente 'n
keuse moet maak tussen funksionele- en matriksbestuur en die laaste afdeling
dien as 'n evaluasie van die respondent se antwoorde in afdeling 1 en 2.
Die resultate dui daarop dat die gemiddelde stem vir matriksbestuur in die
afdeling 1, 94% is, in afdeling 2, 57% is en in afdeling 3, 68% is. Die lae
persentasie gemiddelde in afdeling 2, is nie as gevolg van 'n lae stem
persentasie vir matriksbestuur nie (verkry 84% van stemme), maar meer as
gevolg van die vlak van voorkeur vir matriksbestuur. Die persentasie stemme
ontvang in afdeling 3 is nie te laag nie, maar 'n hoër persentasie is verwag
wanneer daar gekyk word na die 94% wat in afdeling 1 behaal is. Die 68% is
ook kommerwekend wanneer daar gekyk word na die persentasie stemme wat
funksionele bestuurs in afdeling 3 (gemiddelde van 54%) behaal het.
Die resultate dui dat die gemiddelde stem vir funksionele bestuur in afdeling 1,
6% is, vir afdeling 2, 11 % is en vir afdeling 3, 54% is. As gevolg van die lae
telling in afdeling 1, is daar 'n lae telling in afdelings 2 en 3 verwag, maar 'n
redelike hoë persentasie stemme is behaal vir funksionele bestuur in afdeling 3.
Afdeling 1 (inleding) en afdeling 2 (selekteuring) lewer resultate in Iyn met wat
verwag is, maar afdeling 3 (evalueering) het 'n meer teenstrydige resultaat
gelewer, as dit wat verwag is. Met nadere ondersoek op die resultaat, het dit aan
die lig gekom dat respondente nie kon onderskei tussen die matriks en die
funksionele kenmerke van die strukture nie. Dit het daartoe gelei dat hoë
stemme in sommige gevalle aan beide die teenstaande kenmerke gegee is.
Die beperkte kennis wat hoofbestuur het van matrikbestuur, het bygedra tot die
swak resultaat in afdeling 3. Dit is dus noodsaaklik dat hulle eers meer
breedvoerig ingelig word aangaande matriksbestuur, sodat hulle dit better kan
verstaan, voordat 'n evaluasie van so 'n aard gedoen word. Indien hulle
matriksbestuur beter verstaan het kon dit tot 'n beter resultaat in afdeling 3 gelei
het. Oor die algemeen is goeie resultate verkry.
Om mee af te sluit, Desert Cool groei teen 'n hoe tempo, maar die organisasiestruktuur
en bestuurstyl het agterwee gebly. Die resulate dui daarop dat
matriksbestuur die mees aangewese bestuurstyl vir Desert Cool is.
Die basis is gelê deur die ondersoek en nou moet matriksbestuur op 'n formele
manier aan almal oorgedra word. Hierdie dokument sal bydra om die voordele,
nadele en kenmerke van matriksbestuur beter te verstaan. Dit verduidelik ook
die rol van die projekbestuurder in die struktuur.
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'n Ondersoek na die verbetering van matriksbestuur in GERATECLiebenberg, J. G. (Johannes Gideon) 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The increasing demands on modern day organisations in terms of profitability are based on
enhanced effectiveness and productivity.
Geratec is a specialist catering company with the elderly as target market. The operation of
Geratec makes a framework for effective matrix organisation and improvement thereof a matter of
utmost importance.
The questionnaire that is used in this document is specifically designed according to the
framework for an effective matrix organisation. The results of the questionnaire are used to
compile a matrix profile for Geratec. Possible problem areas can be identified and addressed
accordingly.
The problem areas that were identified are as follows:
• Performance management,
• Remuneration and acknowledgement,
• Shared goals, and
• Empowerment.
According to the results of the questionnaire, the latter is least present in the organisation.
Empowerment must therefor be seen as a departure for the establishment of a framework for an
effective matrix organisation.
The recommendations and suggestions in this document strives to establish the roles of the
principal shareholders, who are,
• Top management,
• Project managers,
• Functional managers,
• Team players.
As concluding remark, this document created awareness at Geratec for the framework of the
improvement of matrix management. The improvement of matrix management must be handled with utmost care because of inevitable resistance to change. Visible top management support is
therefor of vital importance. / AFRIKAANSE OPSOMMING: Die toenemende eise wat aan moderne organisasies gestel word in terme van winsgewindheid
word gebaseer op verhoogde effektiwiteit en produktiwiteit.
Geratec is 'n spesialis spysenieringsmaatskappy met bejaardes as die teikenmark. Die
funksionering van Geratec maak 'n raamwerk vir effektiewe matriks organisasie en die
verbetering daarvan, onontbeerlik.
Die vraelys wat in hierdie dokument gebruik word, is ontwerp volgens die raamwerk vir 'n
effektiewe matriks organisasie. Die resultate van die vraelys word gebruik vir die samestelling van
'n matriks profiel vir Geratec. Identifikasie en regstelling van probleemareas word sodoende
moontlik gemaak. Geïdentifiseerde probleemareas by Geratec is as volg:
• Prestasiebestuur
• Vergoeding en erkenning,
• Gemeenskaplike doelwitte, en
• Bemagtiging.
Laasgenoemde verg volgens die resultate van die vraelys die meeste aandag. Bemagtiging moet
dus as die vertrekpunt vir die daarstelling van 'n raamwerk vir 'n effektiewe matriks organisasie
gesien word.
Die aanbevelings en voorstelle in hierdie dokument strewe na die vestiging van die rolle van die
hoof aandeelhouers, naamlik:
• Topbestuur
• Projekbestuurders
• Funksionele bestuurders
• Spanlede
Ten slotte word daar deur hierdie dokument 'n bewustheid geskep by Geratec vir 'n raamwerk vir
die verbetering van matriksbestuur. Die verbetering van matriksbestuur moet versigtig aangepak word as gevolg van die onvermydelike weerstand teen verandering. Waarneembare
ondersteuning van Topbestuur is dus essensieel.
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Fisk, fågel eller mittemellan? : En studie av tre multiprojektmiljöer / Bird, fish or in between? : A study of three multiprojectenvironmentsHagert, Charlotta, Jonsson, Madeleine January 2002 (has links)
Background: A great part of all projects within Swedish industry are conducted in a multiprojectenvironment, which means that several projects are performed simultaneously. The research within the field of project management is though focused on single projects. Projects are highly dependent on the context in which they are conducted, although the organization of the multiprojectenvironment is only partly explored. Furthermore is the research within the project management highly concentrated on standardization of the project work. The question is whether this implies to the basic advantages with the project-oriented organization, which is flexibility and creativity? Purpose: To describe and obtain an understanding for the multiprojectenvironment regarding management control and organization. Realisation: The study is based upon a case study of development departments within three industrial companies. Results: The multiprojectenvironment can to a great extent be described with the help of Mintzbergs´ adhocracy concept. Large projects are conducted in both types of adhocracies and tend to be more structured than the smaller ones. Mutual adjustment is the central coordination mechanism within the multiprojectenvironment. The matrix organization, which has its central of gravity somewhere between the project- and the functional organization without being in balance risks to befairly vague. The multiprojectenvironment is controlled both formal and informal, formal control can though in a high extent be risky. Common belief systems and common strategy development is important within the multiprojectenvironment.
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A Study of Strategic and Organizational Change in Transnational MNCs --- an empirical study of the ABB GroupGong, hong-hua 22 August 2002 (has links)
This thesis focuses on the largest Transnational MNC in the field of electrical engineering, ABB. It researches the three major changes made in the 13 years since the 1988 merger, analyzing them with respect to the four dimensions of strategy, organization, company-external and company-internal causes. After examining more closely the interaction of these four dimensions and their influence upon the company change, and looking at the underlying factors involved, the thesis investigates the following five points:
1. How can change and globalization be made to advance closely in step, and thereby produce synergy in company operations?
2. How should a company be globalized? Is there a business model or steps that should be followed?
3. How can the model of matrix organization be successfully employed to globalize the strategic targets of a company?
4. What is the key success factor for a transnational MNC?
5. How can domestic companies be transformed into transnational MNCs? Should a business model or steps be followed?
The aim of this study is to suggest model and possible directions applicable to the above five points.
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Fisk, fågel eller mittemellan? : En studie av tre multiprojektmiljöer / Bird, fish or in between? : A study of three multiprojectenvironmentsHagert, Charlotta, Jonsson, Madeleine January 2002 (has links)
<p>Background: A great part of all projects within Swedish industry are conducted in a multiprojectenvironment, which means that several projects are performed simultaneously. The research within the field of project management is though focused on single projects. Projects are highly dependent on the context in which they are conducted, although the organization of the multiprojectenvironment is only partly explored. Furthermore is the research within the project management highly concentrated on standardization of the project work. The question is whether this implies to the basic advantages with the project-oriented organization, which is flexibility and creativity? </p><p>Purpose: To describe and obtain an understanding for the multiprojectenvironment regarding management control and organization. </p><p>Realisation: The study is based upon a case study of development departments within three industrial companies. </p><p>Results: The multiprojectenvironment can to a great extent be described with the help of Mintzbergs´ adhocracy concept. Large projects are conducted in both types of adhocracies and tend to be more structured than the smaller ones. Mutual adjustment is the central coordination mechanism within the multiprojectenvironment. The matrix organization, which has its central of gravity somewhere between the project- and the functional organization without being in balance risks to befairly vague. The multiprojectenvironment is controlled both formal and informal, formal control can though in a high extent be risky. Common belief systems and common strategy development is important within the multiprojectenvironment.</p>
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Project and functional managers: Coopetition paradox and leadership impactIbraheem, Ahmad January 2018 (has links)
The coopetition (simultaneous focusing on cooperation and competition) between organizations and within organizations has received increasing attention from academia and practice. However, there is no guide on how coopetition can be encouraged. I discuss in how far leadership styles (Transformational, Transactional, laissez-faire, and Autocratic) can be utilized to enable coopetition between the project manager and functional manager and between the project managers as well within a matrix organization. Analyzing 16 semistructured interviews from a company located at Kingdom of Saudi Arabia, I explain that both transformational and transactional together (mixed style) can enhance the coopetition between the managers. Finally, I conclude implications as well as thoroughfares for future research.
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