The Trophy Project

There has poor planning on the implementations of the construction projects which brings about confusion and mistrust at work. This slows down the processes of both planning and implementations of other projects.

The aim of the report is to observe and analyse how organisational structure, culture, management and the leadership are helping to function effectively and achieve the organisational goals. I will try to apply as many different theories as possible to support the report.

Intelligent, thoughtful people can form into organizations that are unproductive and ineffective in relation to their stated missions. This happens often and frequently, and there are many reasons why such a case can occur. This essay will discuss two possible reasons for such ineffectiveness and lack of productivity. Firstly, organizations may have an overall structure that is not conducive to success in relation to their mission. Secondly, the organizational culture affects the organization in such a negative way that the mission becomes clouded in the eyes of many employees and managers.

Job satisfaction and motivation are to the key to a good organizational culture. Employee uncertainty is a main ingredient to poor project teams and bad organizational culture. People need some type of motivation to remain active during the failure of a project. The secret to any successful project is keeping important key players in place to help aid out the transition to the next project team (Jernigan, L., Hammond, L., and Robinson, T., 2003).

A major factor behind employees not being able to do justice to their potential might be the lack of direction they have to cope with.

There is no lie in saying that change is difficult to achieve, not all organisations manage to complete the implementation of the initiative and therefore fail to sustain it. Which leads to the question of why failure happens in regards to change? It all comes down to the leadership and culture of an organisation. The two come hand in hand. An organisation’s culture is stemmed from its leaders, it is a shared vision.

Parks Corporation does not have a good Human Resources follow through, as Gary Anderson was promoted to the Project Manager and no induction took place. After the proposal was won, there was very poor functional management support.

The reason the company has had slow growth is due to the challenges in human resource. Finding and maintaining staff has been a major challenge especially at a time where most of the working generation despise blue collar jobs. Joe confesses that the staffing process has been an uphill task for the business which needs employees to facilitate the activities of the business towards attaining its objective. The lack of staff has made the business experience losses in unmet demands since it could not take part in projects that it could not deliver. Here Joe shows that he is a practitioner and the turning down of projects worth million because the business is understaffed an ethical act. The business keeps its word and does not promise what it cannot deliver.

Recommendations: the administrative structure is very bleak in a state organization an employee is an all-rounder who has to do any task if he is eligible. I think when some project is closing or if there are new projects employees should not be overloaded and a new team should be appointed a proper budget planning should be made during the initiation of the project itself.

Missing of an effective leadership is the main cause of disruption: the project manager is not the level the project of this magnitude requires. This fact translates into quantity and qualitative overload of work to the project people with clear compromise on quality of work done. This overload generates frustration, anxiety and aggressiveness among the team. People start resigning, with a clear impact on the project performance as it is not easy to find available and suitable personnel in the local market. This issue increases the workload of the present staff, as no replacement is always available immediately.

In my experience, getting people motivated is not always an easy task. Management must identify the root cause of the current issue and work on that to get

Managers do not involve the whole team in planning its development for the future and help staff to realise how much they can learn from one another. They do not use team appraisals to develop the skills and improve the performance of a team as a whole.

The problems that have been raised in the government agency are increased work load on the staff and the team members, which in turn has resulted in poor performance and late submissions of the work given. The work load has increased but there are no additional resources available for the current staff. Lack of equipment in an organization automatically leads to inefficiencies and diminished results, which automatically reduce the passion of the workers. Due to the workload the relationship between the staff and the employees has its ups and downs, and also between Jack and the manager. The staff is feeling the strain of its affects. As there is a one year freeze the organization has been unable to hire new

It is clear that no organisation can function properly with the absence of their structural and behavioural as well as operational strategies in place. The problem analysis shows that the lack of behavioural strategy contributes 67%.

In my recent experience working as a Support Analyst in a superannuation company that recently merged with one of the Big 4 Banks, I had the privilege in working within a People & Cultural project, where our primary focus was to improve Organizational Culture result in surveys conducted by the Executive management teams. The Client Operations department staff scored very poorly amongst the 50,000 banks employees, hence the development of a project to drive scores back to a more acceptable result. After undertaking this unit, I believe it was evident that there was a lack of structure in the planning process with the project and it resulted in misguided unproductive project teams. The project management (PM) teams neglected core planning areas and overlooked the issue of outlining the ground rules for the project to ensure the proper execution, monitoring of tasks and controlling activities to ensure the overall effectiveness of the project (Kloppenborg 2015), to ensure a successful project. The areas which have been proven to the causation of project failure (Chen 2015) is firstly was overlooked was the empowering project scope; the second was a neglecting to effectively scheduled activities and third allocation of the task to resources.