Projectification of the organisational world

Projectification of the organisational world It is fascinating to observe from the management and business sciences, how organisations are changing their structural behaviours: Nowadays, it is hard to imagine an organisation that is not engaged in some kind of project activity. Over the past decade, organisations have been turning from operations to project management as part of their competitive advantage strategy. Organisations are now redefining their business structures by adopting project management practices, thus Maylor et al. (2006, p.663) point out that projectification is the process that comprehends organizational changes through a process where work is managed by projects. We should therefore look at projects as projectification means to get to the implementation of strategy although it might be a realistic statement, it still has a more in dept reasoning behind it and we hope this document will enlighten this further. Projects as the fundamental of projectification are defined as temporary organizations created to deliver one or more business products translated in to project objectives according to their business case requiring specific competencies or skills for a pre-determined period of time according to The Office of Governament Commerce (OGC, 2009, p.31). However, Maylor et. al. (2006, p.664) have a different designation of projects, as managerial tools and structures for innovation and change. Other interconnected concepts related to projects will be further explained looking at the projectification of the organisational world. Maylor et. al. (2006, p.663) support that there are two completely opposite ideas between the managerialist concept of a project as a way to control and the idea that projects are flexible and less bureaucratic structures and as many commentators according to Morris and Jamieson (2005, p.8) cite, they position projects as more appropriate for implementing deliberate strategies. Despite the above, Maylor et. al.(2006, p.664) citing Davies, Brady and Hobday point out that organisations are finding that traditional organizational structures (i.e. with departments, business units and divisions) are no longer appropriate. However, Haniff and Fernie (2008) defend that projectification is not always seen as the most favourable process and it can become problematic if different organisations working together do not have the same projectification approach. Thus, projectification is not seen as a firm solution, i.e. in the perspective of delivering deliberate strategies. That might be the case in the construction sector where Haniff and Fernie (2008, p.9) state that it is naive to assume that any pre-determined project plan can be simplistically implemented. According to above pessimistic view, Maylor et. al. (2006, p.667) agree that we might face barriers to projects being carried out, this might in turn show that is an unwanted consequence of the projectification process but one to account for as limitations in the implementation of the organizational strategy may emerge. Despite these limitations, Maylor et. al. (2006, p.664) citing Packendorff and Hodgson support that there is an evidence of increasing belief of projectification through projects. This is stated by Morris and Jamieson (2005, p.5), they believe that corporate strategy is now a means of thinking through and articulating how an organizations corporate goals and objectives will be achieved. This lead us towards how Bracker cited in Shirley (1982, p. 263) characterises business strategy: as an environmental or situational analysis to determine a firms posture in its field and if the firms resources are utilized in an appropriate manner to attain its major goals. Some consider that business strategy is folded in strategic initiatives such as Morris and Jamieson (2005, p.5), explain that these initiatives are often clustered into portfolios of programmes and projects for implementation, whose support is given by organization roles in particular project workers and managers as Packendorff and Hodgson cited in Maylor et. al. (2006, p.664) emphasize. Again, Maylor et. al. (2006, p.666) agree these developing roles are a consequence of projectification as well as the search for authority by project managers. These are responsible for the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those within the temporary organization to achieve the project objectives within the expected project performance measures, time, cost, quality, scope, benefits and risks according to OGC (2009, p.4). Gaddis (1969, p.96) makes a good point when distinguishing tactics from strategy doing the analogy to the advanced-tec hnology project manager and the research administrator, where the first is considered the tactician and the other the strategist. Therefore, project managers are not directly seen as a strategy deliver role as Morris and Jamieson (2005, p.6) citing Thomas, Delisle, Jugdev, and Buckle argue. In addition project managers are seen as strongly execution oriented role, as per project management responsibilities, and as such, they are not perceived as strategically important by senior managers.Although, Pellegrinelli and Bowman (1994, p.126) see that projects are grouped in programmes to actually achieve beneficial changes of strategic nature for an organisation. Unlike project management, Pellegrinelli, Partington and Young cited in Morris and Jamieson (2005, p.8) see implementation of strategy through programme management, as well as McElroy cited in Morris and Jamieson (2005, p.6) emphasizes the need for senior management involvement for successful strategy implementation. A more realistic view from Morris and Jamieson (2005, p.8) is that many commentators position projects as more appropriate for implementing deliberate (planned) strategies, while considering programmes for both deliberate and emergent (unplanned) strategies. Including the view of the Association for Project Management (APM) cited in Morris and Jamieson (2005, p.6) for good governance practice is that now clearly requires alignment between business, portfolio, programme and project plans, and transparent reporting of issues throughout the strategic hierarchy as well as Morris and Jamieson (2005, p.6) defend that these should have a reciprocal relationship. Morris and Jamieson (2005, p.8) bring to this context that corporate strategy is not translated into project strategy by a simplistic process. It is further complex and it requires an extensive range of management competencies and a clear definition of roles and responsibilities. See Figure 1 below. Figure 1 Organisations Strategic Hierarchy Subsequently, Morris and Jamieson (2005, p.16) defend that the hierarchy of objectives and strategies, represented in Figure 1 by the interconnectivity between those 5 blocks, enable organizations to cascade strategy in a systematic way, such as the Archibalds model mentioned in Morris and Jamieson (2005, p.6) specifies, objectives and strategies are developed at the policy, strategic, operational and project levels and cascaded down, thereby ensuring alignment and continuity of strategy. Partington cited in Morris and Jamieson (2005, p.6), suggest three levels of strategy (See Figure 1) as corporate, business and operational being operational level focussed on programmes and projects. Yet, according to Morris and Jamieson (2005, p.6), this hierarchy of objectives and strategies can generally be formed as a result of using a strategy planning process which in turn can be a highly effective mean of structuring and managing strategy, and communicating it to the organization and through out. Johnson and Scholes cited in Morris and Jamieson (2005, p.5) highlight that, strategic management is often ambiguous, complex and dynamic, fundamental and organization-wide, and generally has long-term implications. Although, there may be pre-established strategy planning processes and practices, strategy may not be realized in a straightforward way as many planners assume according to Morris and Jamieson (2005, p.6). Baker, Bard, Cooper and others cited in Srivannaboon and Milosevic (2006, p. 494) argue that aligning project management with the business strategy is not a clear process but Gomolski cited in Rathnam (2004, pp. 2-3) defend that with business ownership and accountability can lead the way to ensure alignment of business strategy. Most studies link business strategy with project management through project selection and see that as part of the alignment process. Others such as Thompson cited in Henderson and Venkatraman (1990, p.26), see alignment made not only of static elements but a combination of strategy dynamics and behaviors which are managed by external factors to the organization. Supporting this view, Mintzberg and Waters (1985, P. 271), argue that managing requires: ÂÂ ´a light deft touch to direct, in order to realize intentions while at the same time responding to an unfolding pattern of actions. Again, the interaction between projects or programmes and the organizations strategy may be both deliberate and emergent when attempting to implement the intended strategy, according to Grabher, cited in Morris and Jamieson (2005, p.6). The UK Office of Government Commerce (OGC) in Morris and Jamieson (2005, p.8) considers the alignment between strategy and projects to be one of the main benefits of programme management. However, this seems out dated regarding recent guidance on governance. It is expected that increasing need to understand this alignment issue will be translated in to more literature and experience based contributions on this subject. The project management has become an important business process for organizations and Srivannaboon and Milosevic (2006, p.493) support that project management and the business strategy alignment help organizations to focus on the right projects, given the objectives of the business strategy. On the other hand, any misalignment may cause an organization to lose market opportunities and the organizations recovery process might be difficult. Therefore, to effective project management and to achieve the business strategic alignment it is required to have a deeper understanding of these complexities. Accordingly to Shirley (1982, p. 268) it is in the study of such complexities in relation to internal strengths, weaknesses, and values of the organization that students and faculty are challenged and also confused with processes involved in strategy making. This is furthermore complex when various organisations are working together to deliver the projects objectives and therefore the business strategy. Accordingly to Haniff and Fernie (2008, p.9), each individual organisation has got their one project strategy that aligns with the organizational strategy. This results in individual team members influencing at some level the project strategy by creating an emergent project management strategy. Similarly, Jamieson and Morris cited in Srivannaboon and Milosevic (2006, p.495) suggest that most of the elements of the strategic planning process, such as internal analysis, organizational structures, and control systems, are strongly linked to project management processes and activities and thereby strongly influence intended business strategies. Accordingly to Mintzberg and Waters (1985, p.272) this strategic control mentioned above may be in managers which is further recognized by the patterns and actions of managers on their own actions with in the organization configuration. Despite project management processes, other issues co-exist such as the lack of a single coherent project strategy that can lead to loss of business understanding and directly influencing the link between business strategy and project implementation which may be extremely affected according to Morris and Jamieson (2005, p.11). In addition, Rathnam (2004, p.2) draws attention to research made by others that leads us to communication and understanding to be the strategy alignment problem. Morris and Jamieson (2005, pp.7-8) also point out that the business and operating requirements of a project frequently affect the project strategy significantly. Per instance, in the IT industry as Rathnam (2004, pp.4-5) shows, the lack of business strategy, lack of focus on business process, misalignment between business areas and organization structural barriers, lack of an enterprise-wide view, business against IT mentality, lack of awareness in need for strategy alignment, difficulty in communicat ing and understanding IT, resistance to escalate misalignment conflicts to executive management and rapid rate of technological change where considered the main gaps for strategy alignment. Cicmil et. al. (2006, p.679) argue that, If projects fail because of miscommunication and failure to meet expectations, what is it about project management that makes this happen so much in a project environment? Projects are very complex and characterized by issues related to uncertainty, control and mutual interaction among project intervenients according to Cicmil et. Al. (2006, p.676). In addition Cicmil et. al. (2006, p.683) claims that management actions to accelerate perturbed projects make the problem worse which is the case when the project is heavily time-constrained. Avots (1969) adds that the wrong man appointed as project manager, lack of support from the company management, inadequate task definitions, management techniques not appropriate or project termination not well planned are also the reasons for a project failure. Despite the fact that organisations may be using projects to secure business benefit, Midler cited in Maylor et. al. (2006, p.669) question whether this is actually being achieved by these management practices. The existing concepts for what constitutes a project may not be in agreement within the project management practitioners community. Also the temporary organisation (project team) and expectancy of the project outcomes may not be consistent with all intervenients. This is a result of organisational projectification and as such we shall reconsider the term project given this paper. It is evident that in a multi project level is where we can find a bigger gap in maintaining the strategic alignment through project management and projects. Therefore this presents an area of great interest for both practitioners and scholars. Different project management approaches and methodologies are now being used by organizations at all stages of the project life cycle with project strategy development, review and optimization occurring at specific points. A high percentage of organizations define the personal project management competencies required to develop project strategy. Several organizations stressed the leadership qualities that they expected of their executives in shaping and delivering strategy, at both the project level as well as the corporate level. It can be concluded, therefore, that although project strategy management is an underexplored and insufficiently described subject in the business and project literature, it is, in fact, a relatively well-trodden area, deserving of more recognition, formal study, and discussion. (Word count: Max 2500)

Collision Avoidance: ADS-B or TCAS :: Essays Papers

Collision Avoidance: ADS-B or TCAS INTRODUCTION Background Collision avoidance is something that has been a problem in aviation for a long time. Most of the flights conducted today rely on the see and avoid concept and ground radar. Both of which have their flaws. The FAA predicts that mid-air collisions will increase by 300% over the next 20 years due to the increase in flights being flown by all areas of the aviation community (Kraus xiv). Civil aircraft have had onboard protection from midair collisions only since 1990 and general aviation aircraft are not required to have any collision avoidance technology onboard(www.cassd.org 1). In order to effectively manage the national airspace system in the future we will need to implement Free Flight. Free Flight is a concept designed to enhance safety and efficiency of the airspace by allowing aircraft to choose their own route instead of using victor airways (www.ads-b.com 1). Along with this freedom there is still the problem of aircraft separation which when on an instrument flight plan is air traffic control's (ATC) responsibility. In free flight there may be areas where ATC cannot give the required collision avoidance necessary. In order to safely manage the safety zone around an aircraft, pilots will need to rely on systems installed in the aircraft for better separation. Purpose The purpose of this report is to identify whether Automatic Dependence Surveillance Broadcast (ADS-B) or Traffic Alert and Collision Avoidance System (TCAS II) should be placed in all aircraft if the FAA decides that there is a need for some collision avoidance technology to be required for all aircraft. TCAS is currently required on all commercial passenger aircraft over 30 seats and ADS-B is currently being tested. Scope In this report, I will discuss:  · Automatic Dependant Surveillance Broadcast (ADS-B)  · ADS-B's Advantages and Disadvantages  · Traffic Alert and Collision Avoidance System (TCAS)  · TCAS's Advantages and Disadvantages  · Summarize which system is better for collision avoidance Body ADS-B ADS-B is a collision avoidance tool that allows aircraft to transmit position, speed, heading and identification via a data link to either other aircraft in the air or on the ground and/or controllers on the ground. ADS-B can also be used with equipped vehicles on the surface movement area. An ADS-B emitter will periodically broadcast the required information obtained from the onboard navigation systems. Other equipped aircraft will be able to receive this information and view it on the Cockpit Display of Traffic Information (CDTI).

Advertising for Kids

No matter what children are doing, they are always surrounded by advertisements. Whether it is watching television, Reading a book/magazine, or browsing the internet; advertisements are everywhere. Eric Schlosser has a good point when he argues in his essay â€Å"Kid Kustomers† that more advertisements are being directed towards children each day. It is not only directed toward children, but influencing children to beg their parents for products they do not need or even want. As in, the stuff they see on television are not essentials for life. Children want them simply because they â€Å"look cool. Schlosser explains how in the 1980’s parents felt bad for leaving their children at home all day without spending any quality time with them, so they started buying them good toys, clothes, or whatever else they wanted to make up for this (519). Prior to this, there were only a handful of companies that targeted children, and now almost every company is. For example, Schloss er describes a study published in 1991 from the Journal of the American Medical Association stating, â€Å"nearly all of America’s six-year-olds could identify Joe Camel, who was just as familiar to them as Mickey Mouse† (520).Schlosser later explains one-third of the illegal cigarettes sold to minors were Camel. However, more recently, there have been surveys conducted throughout the malls of America asking children to describe every detail they could about their favorite advertisements. One marketer explained, â€Å"It’s not just getting the kids to whine, it’s giving them a specific reason to ask for the product† (520). The marketer simply means, the advertisers goal is to make children to want the product. The product has to be loud, colorful, and interesting or they need to be able to do something with it to make them want it.For example, the study concluded the talking Chihuahua in the Taco Bell ads were the most popular out of the fast food ads, but the most popular out of all the ads was the ad for Budweiser. To add to the idea of marketers surveying children in the study in the previous paragraph, Schlosser uses the book Kids as Costumers by James U. McNeal as a source. McNeal describes the different ways of nagging children will do towards their parents in order to get what they want or to get their way.In order for children to do so, advertisers found a way to learn the children’s interest: by studying their lives, then putting the information into the advertisements (521-522). For instance, imagine a marketer discovered children who are girls enjoy watching television shows about fairies and/or play computer games that involve a cute animal mascot; the marketer will then somehow to put those subjects in an advertisement, young girls would want that product. After mentioning the different studies, Schlosser then explains how improving advertisements are more directed towards children.He ends the essay on a s trong not by explaining how the Walt Disney Company signed a contract with McDonalds. Schlosser states, â€Å"Now you can buy a Happy Meal at the Happiest Place on Earth† (526). By McDonalds and Disney combining, children are more likely to beg to their parents to go to Disney World. Eric Schlosser mentions some interesting points in the essay. He is correct when he states that advertisements are harshly aimed toward children. Reviewing back at the advertisements I remember seeing as a kid, when I about 10 years old, I remember looking at the advertisements and seeing amny items that caught my attention and interests.These interests were the following: drinks, toys, movies, new TV shows, and clothes. It makes me reflect on my behavior towards my parents when seeing such ads. While I currently have a younger sister, who watches cartoons, I have noticed the advertisements have declined from their original purposes. One of the declines that advertisements are played on the incor rect TV channels. For example, commercials for a rated PG-13 (or a higher rating movie) should not be played on a TV channel that little children watch.Today a great number of little kids have cellphones, laptops, expensive clothes, and so many more things children should not have, simply because they are not old enough. Cell phones are mainly used for when a person is not around anybody else; young children are always around an adult and if something were to go wrong, the adult would know who to call. According to James U. McNeal, there are seven types of â€Å"nags†: the pleading nag, persistent nag, forceful nag, demonstrative nag, sugarcoated nag, threatening nags, and pity nags. Then he describes his research discovered, â€Å"kids tend to stick to one or two of each that prove most effective . . for their own parents† (521). For example, a child could start crying in the middle of the store repeatedly saying â€Å"please mom/dad† until the parent either gi ves in. The same goes for a child whom could tell their parents they are going to run away if they do not give them a certain product, but either way, it is up to the parent on whether or not they will give in to the nags. Some children perform well at figuring out which nag works best. Everybody knows children (particularly small children) love all kinds of animals. However, do we know exactly how much? A study done by Dan S.Acuff, the author of the book What Kids Buy and Why, suggests that about 80% of children’s dreams are about animals until they are the age of six (522). Also it suggests the reason why so many characters in children’s TV shows and movies have animals as their mascots. Having so, helped the advertisement groups realize they needed new mascots. There is a Character Lab that helps companies make these new mascots, the Youth Market System Consulting that uses, â€Å"technique purports to create imaginary characters who perfectly fit the targeted age group’s level of cognitive and neurological development† (522).However, one flaw in Schlosser’s argument is he does not reflect on the positive advertisements children are watching every day. He mainly mentions how children want their parents to buy them fast food and cigarettes and alcoholic beverages. Though many advertisements are attempting to get children to buy healthy products. For example, I have seen from the TV my younger sister watches, some commercials are about getting out of the house and playing outside with friends. With this commercial, children will get excited to get out of the house and play with outdoor toys, getting exercise, and interacting with other children.Another commercial on the Disney Channel there was an advisement with Michelle Obama telling children to eat healthier and she while gave diet tips. Not only does this advertisement have a popular person in it, but that popular person is the President’s wife. Having her in the ad influences the children to have excitement because they are doing something the President’s wife wants. In addition, this advertisement has children asking their parents for healthier food choices around the house and they will rely the diet tips to their parents.In addition, there are many other commercials on Disney Channel about â€Å"going green† and recycling. On the other hand, there are â€Å"Above the Influence† commercials that express to children that drinking alcohol, smoking cigarettes, and doing drugs are a bad habit, but they always have the option to say â€Å"no. † Without advertisements like these, children would not be as well educated as they are about it now. These types of advertisements make children ask questions to parents, teachers, and older siblings about what is considered right and wrong and the different types of foods that should be in the house.This also helps children focus on more than the TV or computer. In all, sever al points can be made about whether or not advertisements positively or negatively affect kids, or if they are making people buy more products. I believe most advertisements do have a negative effect on children and there should be laws in place to keep this from getting worse. However, in the end Eric Schlosser has declared many points to suggest that his study is correct. He has many sources which proves his knowledge about this topic prior to writing about it.In addition, he orders the essay really well by stating his opinion then backing it up with facts. The only thing he does not preform do in his essay, is explaining and expanding on the other side. Other than that, the essay is good and has made myself pay more attention to whom the advertisement is aimed toward. Works Cited Schlosser, Eric. â€Å"Kid Kustomers. † From Inquiry to Academic Writing. 2nd ed. Ed. Stuart Green and April Lidinsky. Boston: Bedford/ St. Martin’s, 2012. 519-527. Print.

The Communist Manifesto by Karl Marx - 1007 Words

The Communist Manifesto was first published on the eve of the revolutions of which shook things up in Europe in 1848. It was written by Communists, that assembled their thoughts and views in order to directly tell of their goals, views and clear up any miscommunications. The audience targeted is the public, therefore being somewhat general and easy to comprehend; it was to act as a window, a widened view on Communism, as a theory and political communist movement. This book is composed of four sections, the first part dealing with Communists’ theory of history and the relationship between proletariats and bourgeoisie. In the second part, Marx explains the relationship between the Communists and the proletarians. The third part addresses†¦show more content†¦It was evidence that the bourgeoise class relied heavily upon the proletariat class in order to live their lavish lifestyle, flourish and survive. The bourgeoise abused their position in power and were cruel to the people who ultimately supported them. Although at times these two classes share somewhat of a mutualism relation, with the industrialists creating more factories, generating more jobs for the working class. Marx claims that the bourgeois society are its own â€Å"grave diggers† that what the bourgeoisie, therefore, produces, above all, is its own grave-diggers. Its fall and the victory of the proletariat are equally inevitable,† (?) simply meaning that their cards are already layed out, their future is set in stone and will inevitably self destruct. Marx declares that the main problem is â€Å"the epidemic of over-production.† As the market continues to thrive and grow, it leaves no room for adaptation to the vast accumulation of wealth. Marx describes the bourgeois as â€Å"incompetent to assure an existence to its slave within his slavery, because it cannot help letting him sink into such a state, that it has to feed him, instead of being fed by him† (?). Marx doesnt believe that the bourgeois are fit to rule, because they are only concerned with their living conditions and not society’s(proletariat), they alienate themselves from the rest destroying any possibility ofShow MoreRelatedKarl Marx And The Communist Manifesto1044 Words   |  5 Pagesworld was forever changed when Karl Marx published The Communist Manifesto, the ideas of a stateless and classless society would inspire many, and forge the path that many nations would follow, and give rise to numerous conflicts throughout the 20th century. Karl Marx was born in Trier, Germany on May 5th 1818. During his early years he studied philosophy and law, in 1834 Marx had moved to Paris and had adopted a radical view of socialism known as communism. 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Regardle ss of his eminence, there are numerous discussions concerning the thoughts and ideas of socialism figured in the papers that are still heatedly faced off regarding even today. Marx (1998) opened the book with, The historical backdrop of all up to thisRead MoreKarl Marx And The Communist Manifesto1453 Words   |  6 PagesIn the Communist Manifesto, a document that first proclaimed the ideology of communism itself, Marx declared that the â€Å"history of all hitherto existing society is the history of class struggles† (Marx, Karl and Frederick Engels). As a man who spurred resentment of governments and inspired revolutionaries, Karl Marx is often regarded as a man who led to the rise of 20th century tyrannical dictators such as Stalin and Mao to take power. 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