The regional project manager's job in context

Chen Qing

Table of Contents

I.Introduction II.Literature Review III.Background of the Company

A.The Formal and Less Formal Requirements of the Job B.Individuals Important to the Job C................................. D.Interdependencies in the Organization IV.Diagrammatic of the interdependence V. Evaluate the Interdependence VI. Conclusion and recommendations VII. References I. Introduction Organisational studies, both past and present, has been brimming of discussions on the importance of management in achieving the goals of the company. More specifically, the role of the manager has been highlighted incessantly as among the key ingredients in organisational success. However, this paper intends to provide an argument that claims that organisational success is not based solely on the effectiveness of the manager in doing his/her job and fulfilling his/her job requirements in the organisation. This paper argues that the success of the organisation lies on the gamut of interdependencies covering the jobs and roles of the people involved in the work process. This means that the manager is not the sole determinant of the achievement of the company, but based on the entire array of interaction involved in the process. In doing so, the researcher seeks to become more aware of the complexity of the management process and the importance of interaction with both those internal and external of the company. The discussions below is composed of a description of the specific tasks as well as the detailed examination of the work processes involved in the organisation where this researcher is employed in. The analysis and examination as well as the arguments included in this paper are to be supported by academic and scholarly journals that deal directly with the organisation and the importance of the managerial role in organisational success. II. Literature Review As indicated in the introduction of this paper, managers play a vital role in any organisation. However, this role has shown considerable changes in the past as per the definition

of various academics and scholars with expertise on organisational management. For instance, Mintzberg (1980 in Mehta, Anderson, Dubas, Dubinsky, and Liu 1999, 406) indicated that the manager has three major roles: interpersonal roles, informational roles, and decisional roles. In these three major roles, there are at least eleven sub-roles that specify certain actions that the manager has to carry out in the course of his/her occupying the position. These sub-roles includesleader, liaison, and figurehead under theinterpersonal roles;disseminator, monitor, and spokesperson under theinformational roles; anddisturbance handler, entrepreneur, negotiator, and resource allocator under the decisional roles. (Mintzberg 1980 in Mehta, Anderson, Dubas, Dubinsky, and Liu 1999, 406) The definition of Mintzberg above may have been the most wideranging account of managerial roles in existing literature. It presents both the need of macro and micro management skills needed for the modern managers. With regards to the skills indicated above, this indicates that managers as a whole should not be compartmentalised into one singular position with specific job requirements. This shows that the modern manager has to acquire the capacity to take on these numerous roles and recognise promptly which role to acquire once a situation presents itself. Other organisational studies have taken into account the role of other elements that affect the organisation. For instance, studies have looked into the importance of staffing the company with the right set of individuals to come up with a formidable team to realise the goals of the organisation. (Raghuram and Arvey 1994, 55) This means that the ones accepting applications and hiring should consider the qualities of the applicants so as they are able to fill the needs of the company. In the same regard, the type of company also tends to affect the managerial roles applied in the organisation. For instance, a study made by Ates (2004, 33) mentioned that the managerial roles in a public sector organisation tends to differ in the case with private organisations. Elements like the culture of the organisation as well as the synergy between the managerial and professional roles within the company are considered as vital elements in the equation. Other than the internal aspects and elements that are mentioned above, earlier studies have mentioned the importance of the external environment in the operations of the organisation. For instance, the study of Ulrich (1992, 47) maintained that a link with the customers and the employees should be established in order to continue sustaining the competitive advantage of the organization.

III. Background of the Company

ZTE Corporation is a leading global provider of telecommunications equipment and network solutions. Through its network of operators across 140 countries, the company delivers innovative products and business solutions. It connects global customers via voice, data, multimedia and WLAN. Founded in 1985, ZTE is listed on both the Hong Kong and Shenzhen Stock Exchanges and is Chinas largest listed telecoms equipment company. 28 April 2011, DiGi Telecommunications Sdn Bhd (DiGi) announced the appointment of ZTE Corporation (ZTE) to build a unified mobile network that will provide DiGi with fully transformed 2G/3G/4G network. Under this partnership, DiGi will modernise its nationwide network with ZTEs u nified Radio Access Network (RAN) platform which is capable of delivering 2G, 3G and 4G/LTE from a single base station site. In addition, the company will upgrade its Core network, Transmission network and parts of its Value-Added Services platform. This exercise will involve over 5,000 existing sites in the next 2 years, with new ones being added for improved capacity and coverage.
1. The Formal and Less Formal Requirements of the Job As a project region manager first determine the job responsibilities. project region Manager's Job Description:

As a project region manager, must overall the managing of the region. Responsible for Regional Office Control, Assign the right people for the right position. The more imp ortant a task is, superior will have a project quantity request for the region, the regiona l manager must be done well management work to ensure the progress of the projects. the manager need to plan and control the progress based on cluster sequence and readiness, Project Planning and Forecast to Central Support Team. The most important part in Region Project Manager's job is subconstructor management, to make the site share distribution, target setting for them, and cooperate with the subcontractor finish the base station installation and cut over for the project. And the manager still need to do the resource management.

2. Individuals and Groups Important to the Job There are several individuals that show great importance into the job. These include the SA Engineer, DO Maker, Site Engineer and technical manager. And there still got an important group that external environment of the organization-- subcontractor.

3.The Principle Characteristics of These Individuals & Group Basically, this is a combination of both the internal and external environment of the co mpany. David, being the manager of the region, he has to address the synergy of the e nvironment and the organisational goals of the company. On the other hand, the operation is very important members, can ensure that regional project portfolio to saturation. SA manager, who's Responsible for Site Access Coordination and Permit, make sure the Construction team can enter the site; DO Maker, Responsible Delivery Order and Spare Part Request and Control, To ensure th at there are enough equipment for construction team to install; Site Engineer's responsible is supervision of subcon Installation work for both base station installation and Antenna swap, ensure Subcontractor installation maturity; technical manager need to success of Commissioning and site swap. commissioning quality check and ensure subcon commissioning maturity. The regional manager must determine every man's work and correct, But more import ant part is the subcontractor, who is the the external environment of the organization, i s also the actual operation of the organization, the organization in addition to limit dist ribution, target setting beyond, still need to help them with some engineering that are encountered problems, to ensure the whole project progress. all the region's internal or ganization, in fact is in order to ensure the smooth construction of the subcontractor,
4. Interdependencies in the Organization The diagram below summarises the interdependencies of the individual jobs in the business area.

RPM

SA Manager

Site Engineer

DO Maker

Technical Manager