Professional Documents
Culture Documents
Galbraith states that “(…) lateral processes become the principal means of
the input of many talents across organizational boundaries identifies the need to
shared by other processes, results are dependent upon the actions or non-action
review all aspects; and establish guidelines as to when to consult with others.
and trust.
best way to find these individuals is to grow them” (2002). Individuals who
groups, and eventually chair groups have developed general managerial skills
that teach influence enabling them to move into leadership roles and positions
(Ibid.).
on projects, we often visit and converse with one another to “pick the intellect”
which in turn sparks our own creativity and adds a new depth and understanding
to the scope of the project at hand. We learn from each others experiences
which in turn broadens our own experiences while adding a new dimension to the
organization and to the project as well. This is our system of built in rewards –
brain storm, make decisions, solve problems, and engage our individual creative
synergies. Often we are members of many teams, multi-dimensionally.
Sometimes we are assigned one small piece of a larger project and we meet as
part of the team for a short period of time until our contribution is completed. We
then move on. We are often used as a consultant in differing situations where
TCP/IP technology (web). A project team may invite me to the meeting if they
application without redesigning the entire application from scratch. I attend the
meetings as required and I may never know anything more about the project.
the meetings.
property and financial management software for the HUD (Housing and Urban
departments and the titles of counterparts in the bureaucratic HUD industry. The
and soon grew to represent a grave waste of time and money. It was counter-
that we were larger than we were. We were not providing housing to low income
families who qualified, we were developing management software. Our
missions, visions, and goals were not even related! We ended up with
Presidents and Vice Presidents of departments that had only two or three
individuals in the department. The Board of Directors grew which made decision
making and problem solving inefficient and time consuming. It created animosity
members are left to resolve conflicts among themselves, the project suffers.
Reporting to two or three management people when you are assigned many
projects creates too much confusion within the working environment. Problems
and issues cannot be escalated for resolution and projects often fail or go way
over budget because they are not properly managed. It is chaos through which
organization never finds its way. The Project Manager should be charged with
the goals and authority to complete the project per guidelines and within budget.
The Project Manager should lead all meetings to maintain order and to
the Project Manager for the duration of the project. Expectations should be
clearly identified and rewards for project completion should be the responsibility
Project Managers. All processes need to allow for integration of talents and
rewards should focus on quality and completion. This will create a balance of
power within the organization (and the teams), decentralized authority and
accountability, single point of customer / company contact, and ensure the quality
of the project and provide for the extension of lateral processes required to bring
References