A Case Study On Organizational Issues In Unitech

Line Organizational Framework in Unitech

Question:

1-What is the Existing organization Structure?

2-What is the Advantage and Disadvantage of the Existing Organization Structure?

3-Design the Organization Chart for Existing Organization Structure?

4-Which New Organization Structure is Proposed?

5-What are the Strength and Weakness of the New Organization Structure?

6-What are the points in this case for: Project Manager Skill on leader ship, Management Decision making, system and planning skill, Financial Awareness, Communication and Negotiating and contractual skills?

7-What are the PM process and level of activities identified?

8-What are the Various Component of Project?

9-Discuss all the PM process and Deliverable Defined?

10-Discuss your point of view on PM Initiation, Before and After Key Points?

11-What are the Steps for Project Integration Management?

12-What are the Project Contracting and Which Type Used?

Unitech being a test equipment and software developer for the electronic industry was primarily confronted with several organizational issues. As per the case study, it is noted that there existed a line organizational framework in the firm (Phillips 2013). Further, with a segregation among the two major departments, namely electronic and computer engineering there was a consequent differentiation between the focused line managers. Moreover, both the department heads reported to and followed orders of the vice president who belonged to an engineering background. The prevailing organizational structure provided Unitech with several advantages and challenges as well.

According to Kerzner (2013), it is noted that the line organizational structure had a multidimensional approach towards Unitech. Despite of being a simple and a measure of direct decision making, the framework tend to simplify relationships and increase responsibility. On the other hand, the structure acts as negativity in case of business growths. Also, there is an increase in internal competition, pressure levels and many others. As per the case study, in addition to a downfall in competency levels, there was a lack in revenue generation, focus and teamwork.

The organizational chart based on the existing type of business framework is as follow

                                                                    Figure: Existing Organizational Structure of Unitech

                                                                                (Source: As created by author)

It is noted that only the line managers have a direct control over the project team, members and the staff of the firm. Also, the project departments are focused on achieving individual company benefitting targets that further lead a competition between the two major divided departments (Moustafaev 2015). Moreover, there exists a chain of command in the organization as well.

In order to develop business conditions the president of Unitech being a strong believer of project organizational structure reconstructed the framework of the firm. It is noted that the new structure along with developing efficiency of the firm focused on a proper decision making. Additionally, a project manager was also hired to guide contracting, creation of new pricing strategies and also developing of PM processes. Lastly, the contractors suggested management contractors to secure future growth opportunities as well.

The newly developed project organizational structure provided Unitech with several strengths as well as weaknesses. Concerning strengths, the authority of project managers, communication developments, speedy decision making, and efficiency increments proved to be the most profitable (Bartsch, Ebers and Maurer 2013).

On the contrary, factors like team setting up costs, individual loyalty developments of project team members, hardships in maintaining intellectual capital and a future concern tends to be a weakness for the enterprise. As opined by Bartsch, Ebers and Maurer (2013), it is noted that the newly proposed organizational structure also encouraged the firm to effectively grab market opportunities as well. 

The several key points needed by the Project manager in the following areas are:

1. Leadership: Unitech`s president looked onto the appointed project manager (PM) to develop leadership. In addition to representing initiative and obtaining expected results, the PM signifies interpersonal abilities, develops efficiency and proper meeting conducts (Cummings and Worley 2014).
2. Decision Making: The project managers also plays a huge role in the management`s decision making process. Several factors like alternative evaluation, problem solving skills, enthusiasm, motivation, cooperation, data management and skill development are focused on.
3. System and Planning Skill: Characteristics like project administration, computer literacy, optimum resource use, information monitoring and a proper implementation of developed plan are focused on by the PM to ensure high performance levels.
4. Financial Awareness: In addition to risk management, financial knowledge and procurement strategies, the project manager of Unitech actively involves in developing profit-loss statements, cost control polices and cash flow familiarities.
5. Communication: It is noted that the PM focuses on informal channels, and technical innovations to build by clarity in the communication channels of Unitech.
6. Negotiating and Contractual Skills: Apart from the various activities, the project managers also have knowledge about contract laws and statutory regulations which not only ensure a proper abidance of legal formalities but also secure fruitfulness of the project (Cummings and Worley 2014).

In addition to developing new contracts, key points of pricing strategies were also identified. According to Burke (2013), cost discipline, management contractor suggestions and many other positive changes grabbed the project manager’s view. It is noted that areas of communication, HR and conflict management aspects also formed part of the recognized activities.

The various components of a project of Unitech are the following:

1. Client Interest: Concerns the interests and views of the customers
2. Project Stake: Involves the total investment of a corporate project
3. Resources: The total financial, human aspects, technology and resources involved in a project
4. Creativity: Concerns the range of innovation needed for a projects success
5. Uncertainty: The total degree of risk involved in a project

The project processes and deliverables of Unitech include the following:

1. Initiating: This particular step includes all the information, policies, standards, operating guidelines and every other necessity which is required to initiate a project. Also, the primary scope statement is prepared in the initial stage (Gido and Clements 2014).
2. Planning: The scheduling includes development of the project plan which also acts as the backbone of the whole initiative.
3. Executing: This step includes the deliverables, performance data, change requests and implementation of the alterations which contribute in detecting pitfalls.
4. Monitoring and Controlling: The 4^th process relates to the approved deliverables. In addition to updates on performance reports, plans and forecast statements, the step includes approving changes and rejecting the change appeals. Further, the process also includes recommendation actions, repair detections, approving repairs as well.
5. Closing: The last and final step includes the final product or service of the project.

                                                                               Figure: Project Management Process

                                                                                           (Source: Burke 2013)

The differences between PM initiation before and after key points are the following:

Table: Differences between PM Initiation Before and After Key Points

(Source: Gido and Clements 2014)

The four main steps in project integration management are the following:

1. Project interaction judgment
2. Incorporate external inputs
3. Judging, assessing, influencing and cooperating external resource in the project
4. Screening and selecting the profitable PM tools

                                                                                     Figure: Project Management Processes

                                                                                            (Source: As created by author)

It is noted that there mainly exist three types of contracting types, which are:

1. Price Based
2. Quantity and Rate Based
3. Reimbursable (Cost Based)

As per the case study, the existing contracting methods take a longing scheduling time and ultimately lead to a delay in the project. As stated by Weglarz (2012), it is only with a change in the framework of the organization which will lend a hand towards stabilizing contracting measures and also help to accomplish projects on time. The quality process will also contribute towards developing contracting conditions.

References

Bartsch, V., Ebers, M. and Maurer, I., 2013. Learning in project-based organizations: The role of project teams' social capital for overcoming barriers to learning. International Journal of Project Management, 31(2), pp.239-251.

Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.

Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.

Gido, J. and Clements, J.P., 2014. Successful project management. Nelson Education.

Kerzner, H.R., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Moustafaev, J., 2015. Project scope management.

Phillips, J., 2013. PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media.

Weglarz, J. ed., 2012. Project scheduling: recent models, algorithms and applications (Vol. 14). Springer Science & Business Media.