Project Management Company The WritePass Journal

Project Management Company 1.0  Ã‚   Introduction. Project Management Company ).   There are several types of organisational culture (Drafke Murtaugh, 2009), of which the main ones are: Clan culture. These are family like and tend to focus on mentoring, nurturing, and creating a workforce that feels comfortable and works well together. Power Culture. Key to this is firm control by a few high ranking members, and tends to be found in either smaller companies or discrete sections of larger companies, since it would be difficult to run a large company with such a culture. Key elements mean that decisions can be made quickly making the culture highly reactive. Adhocracy culture. Sometimes referred to as forward looking cultures, these tend to be entrepreneurial and dynamic, and promote an air of risk taking and innovation. Companies with this culture tend to pride themselves on being market leaders and attempt to do something new ahead of possible competitors and the market in general. Role Culture. This type focusses on assigning individuals specific roles with a certain job description and does not allow much scope to step out of that role.   They tend to be rigid and are renowned for being very task-focused.   Cultures such as this are found in companies that specialise in high technology or businesses where roles are determined by knowledge, making it difficult or someone without specific skills to be able to step into certain roles. Market culture. The market culture companies are highly results-driven organisations that concentrate on achievement and completing the task in hand. Hierarchical Culture. These are high structured and controlled businesses that concentrate on creating an efficient company that does the right thing. They tend to be run with a well-defined management structure which feeds information down through it and accepts reporting back through the same lines. The project management company planned by Charles will start with a smaller number of employees but they will have highly specialised tasks to carry out – such as detailed project management – therefore the Role culture is likely to be the best fit for his business.  Ã‚   Since there is only a few employees to start with, the feeding out of information can be handled via team meetings, making communications easy and fluid. Business perception relates to the way in which people – either employees, competitors, or customers relate to a company, which can affect how they interact with that company (Schnaky, 2008).   How a company is perceived may impact on how others work with the company which in turn can affect their long-term profitability and their ability to operate in the market. 5.0   Organisational Strategic Objectives. This report has outlined some of the areas that Charles, the business owner, should examine in order to establish a successful company and gives indication of the type of culture he should aim for.   However, rather than simply indication certain aspects of the business, it becomes important to define particular strategic objectives for Charles to establish. It has been suggested in section 2.4 that Charles strongly consider establishing his business as a limited company, as that will give him extra credibility in the business world, and he is likely to be able to attract the right calibre of technical staff to 5.1 Strategy Roadmap. Charles’ company is expected to follow a specific pathway to success, built on his company’s specialist knowledge of project management and innovative work systems.   This means that the corporate strategy needs to be based on a culture of innovation and the highly-desirable skillset that his employees have.   The structure of a corporate strategy built on innovation is shown in figure 1, below. Figure 1: Charles’ Corporate Strategy. With the company firmly seated in the high-skills, technology, and innovative work streams, Charles can build up a suitable processes that reflect the kind of business that thrives in highly specialist markets such as detailed project management.   The second layer of the strategy is based on the fundamental processes that the company will employ every day to deliver customer excellence.   These processes will encompass innovation in deliverables in which the project management element will keep abreast with the current practices in the field, and project management practitioners kept fully trained as appropriate. Operations process will dictate how the technical staff will interact with customers, while business growth will be the focus of sales and marketing processes. The goal of the sales and market department will be to grow the visibility of the company and create a customer experience that entices return custom through a positive experience in all dealings with the company.   Customer feedback will further allow the company to innovate and to modify their services based on what customers actually want rather than their own perception of what customers need.   By delivering the correct product and service, Charles’ company can experience substantial growth through returning customers as well as picking up new business through the correct marketing strategy and customer recommendations. 5.2 Managing the Strategy. With the correct strategy in place, the management becomes easy since all members of the company understand what is required of them and departments that they deal with to streamline all operations.   As already stated, it is suggested that Charles adopt a Role culture into the company so that people are aware of what they need to achieve within their work sphere, but are able to take direction on other tasks as necessary.   This means that self-management is carried out to the greater extent, with Charles and his senior management team – which is expected to comprise himself as chairman, a Finance Director, and a Sales//Operations Director – offering overall direction for the company, leaving day to day management to area managers and individuals, empowering them to stretch goals (Vandeveer and Menefee, 2010).   This will add a flexibility to the company that is attractive to potential customers, which, together with the obvious innovative ethos of the company, w ill help boost sales enquiries. The management system and strategy set out for this company does not have to be binding, and with future growth, it may be necessary to consider different strategies and management styles that will be more befitting the organisation as it grows.   This means that Charles will need to assess the company on a regular basis to assess whether a new direction in strategy and style may be of greater benefit. 6.0 References Adeniyi, M. (2007) Effective Leadership Management. Authorhouse, Bloomington, Indiana. Alversson, M. (2013) Understanding Organizational Culture. Sage Publications, London. Deming, W. (1993) The New Economics for Industry Government, and Education. MIT Press, Boston, Massachusetts. Drafke, M. and Murtaugh, J. (2009) The Human Side of Organizations. Prentice Hall, New Jersey. Gov. UK (2015) Choose a legal structure for your business. [Online] Available from https://www.gov.uk/business-legal-structures/overview. [Accessed 11th December 2016]. Robbins, S. Judge, T. (2014) Essentials of Organizational Behaviour. [Online] Available from http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e_-_stephen_p_ robbins__timothy_a_judge_pdf_qwerty.pdf. [Accessed 11th December 2016]. Schnaky, K. (2008) Perceptions of Organizational Culture by Employee Level: A Case Study. [Online] Available from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.591.2797 rep=rep1type=pdf. [Accessed 11th December 2016]. Stoner J., Freeman R., and Gilbert, Jr. D. (2003) Management. Prentice-Hall of India, New Dheli. Vandeveer, R. Menefee, M. (2010) Human Behavior in Organizations. Prentice Hall, New Jersey