The Trophy Project

5219 WordsJun 13, 201221 Pages
Table of Contents Executive Summary 2 1 The Major Problems in the Case 3 1.1 Problem Analysis 3 1.2 Lack of Organisational Strategy 3 1.3 Poor Leadership 4 1.4 Lack of Learning 5 1.5 Lack of Systems 6 1.6 Poor Communication 6 2 Leadership at the Top and Functional Management Levels of the Organisation 7 3 Reichart’s Leadership and Managerial Abilities 10 3.1 There is no blame 11 3.2 A Shift of Mind 11 4 Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation 12 4.1 Managing Organisational Change 13 4.2 Apply Leadership 14 4.3 Design Effective Organisational Structure 16 4.4 Managing Resistance to Change 17 Bibliography 20 Executive Summary…show more content…
This organisation has not adapted to the new economy and the demands of its customer, the customer in this case appears not be a consideration. The attitudes of the leaders of this organisation are ones of bureaucracy, directorship and blame. The leaders do not seem to be inspiring or empowering their employees. The leadership of the functional departments have no consideration to the project. They are only concerned about the performance of their departments and not that of the project. The functional managers KPI’s do not appear to include the output of projects due to their concern regarding their own budgets. Although there was added pressure from Corporate and the customer, they were not held accountable. 1.5 Lack of Systems Top management expect the project manager to deliver however have not put in a system to support the project’s success. They have unrealistic expectations and do not support the Project Manager. They only hold the Project Manager accountable and not the functional managers who are actually influencing the delayed progress quite heavily. After six months the reporting structure for Reichart was changed once again, causing even greater frustration which could lead to low self-esteem. This fact is further reiterated by Schmikl, in what constitutes leadership: “If we are compelled to draw upon the sciences to create, lead, and effectively manage today’s 21st century organisations, it is essential that we ground our

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