Multi Project Management Case Study

Leadership and Communication Management

Leadership:

Magee ed (1998: 17) defines strategic leadership as the process used by a leader to affect the achievement of a desirable and clearly understood vision by influencing the organizational culture, allocating resources, directing through policy and directive, and building consensus within a volatile, uncertain, complex, and ambiguous global environment which is marked by opportunities and threats. A clear leadership strategy is an imperative requirement especially in a matrix organization where multiple reporting lines are pertinent i.e. within the Multi Projects Inc. the project manager is responsible for the projects delivery but does not own the resources as they are accountable to the functional

hasn’t been effectively implemented. This is depicted where Jeff hears that Growin Corporation has given Multi Project the go-ahead of the project that was submitted some time back and he (Jeff) decides to approach Tyler to be part of the Growin project. Tyler is also over allocated to varies future projects. There’s no formal communication regarding the prioritisation of project, no proper engagement model in place. Zivojinovic & Stanimirovic (2012: 398) states that written procedures and rules can establish a standardised behaviour approach that employees should adhere to in their endeavours to deliver customer service. It has also been indicated that Tyler and Jennifer, his functional manager very seldom communicates and interact as they only meet once a month during the team meeting. The lack of communication between Tyler and Jennifer has resulted in Tyler not being able to specify that his role in the currently project (Goodloe Company) isn’t challenging enough and he requires to be moved to more stimulating projects. The lack of communication in the organisation has also left Jennifer unaware her resource is over allocated to future projects that might interfere with his current

This has been demonstrated by his approach with regards to lobbing Tyler to his project, even the manner in which he approached Jennifer and Julie. Clements and Gido, (2014:331), defines interpersonal skills as a necessity when trying to influence the thinking and actions of others. This skill is not only applicable within project management, however can also be applied to the entire organisation. Jeff failed to engage with his fellow colleagues from an interpersonal perspective, he had put his own individual objective before the organisation’s objective, because part of Multi Project Inc. strategic goal is not only to acquire new clients but to sustain existing clients, he had recruited Tyler for his project without analysing the impact it would have on the organisation, as well as the potential damage to the organisation’s reputation. This incident could have also been well handled had Jeff put in his negotiating skill hat and scheduled a meeting with Julie and Jennifer to try and convince them that Tyler will be add more value, not just to his project but to the organisation as a whole, if he moves in to the Growin project and perhaps a consensus might have been reached. The goal of a negotiation is for two people or parties to arrive at a mutually acceptable agreement on an issue (Clements and Gido,