Project implementation appears to be one the most difficult aspects of a manager’s job. The purpose of project management is to forecast or anticipate potential dangers and problems that may jeopardise the success of a project and then to plan, organise and control activities that will lead to the successful completion of projects in spite of all the envisaged risks. It is estimated that more than 80% of projects run late or over budget. Such failure often sinks small firms and erodes profits of larger organisations. Project implementation is therefore critical to the success of both small and big firms. The primary objective of this study is to improve project management in firms by investigating the variables that influence project implementation. More specifically, the study investigates the influence of organisational communication, leadership, business process management and resistance to change on project implementation. The sample consisted of 170 employees in a cross-section of industries. The sample was stratified to include senior managers, managers, supervisors and lower level employees. The empirical results show that organisational communication, participatory leadership, retention of the status quo and goal-oriented leadership increase project implementation, while resistance to change decreases project implementation.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:nmmu/vital:8667 |
| Date | January 2010 |
| Creators | Hassen, Ismail |
| Publisher | Nelson Mandela Metropolitan University, Faculty of Business and Economic Sciences |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis, Masters, MBA |
| Format | x, 76 leaves ; 31 cm, pdf |
| Rights | Nelson Mandela Metropolitan University |
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