Comments on: Power: The Functional Manager’s Meat and Project Manager’s Poison? http://www.pmhut.com/power-the-functional-manager-meat-and-project-manager-poison Sat, 25 May 2013 00:07:26 +0000 http://wordpress.org/?v=abc hourly 1 By: Pacha http://www.pmhut.com/power-the-functional-manager-meat-and-project-manager-poison/comment-page-1#comment-85308 Pacha Mon, 23 Apr 2012 18:49:14 +0000 http://www.pmhut.com/power-the-functional-manager-meat-and-project-manager-poison#comment-85308 I agree with Gerald Neal. Integration is the larger and more complex phenomenon we have in dealing with modern organizational imbalances. This is speacially true for companies or corporations, and even in among countries and governments in a global economic environment. I sincerely hope that we could achieve this in the next 50 years. I agree with Gerald Neal. Integration is the larger and more complex phenomenon we have in dealing with modern organizational imbalances. This is speacially true for companies or corporations, and even in among countries and governments in a global economic environment. I sincerely hope that we could achieve this in the next 50 years.

]]> By: Ananda http://www.pmhut.com/power-the-functional-manager-meat-and-project-manager-poison/comment-page-1#comment-21331 Ananda Wed, 26 May 2010 19:24:54 +0000 http://www.pmhut.com/power-the-functional-manager-meat-and-project-manager-poison#comment-21331 Some matrix organizations have an "opposite" situation...in which the project or program manager does have a lot of control and power, and the functional manager is more of a figurehead. Sometimes, the project or program manager has had a hand in the hiring process to boot, and may resort to coercive power methods. What can the staff person and/or functional manager do, if and when such methods risk burnout, etc. to restore more of a balance of power in these situations? Some matrix organizations have an “opposite” situation…in which the project or program manager does have a lot of control and power, and the functional manager is more of a figurehead. Sometimes, the project or program manager has had a hand in the hiring process to boot, and may resort to coercive power methods. What can the staff person and/or functional manager do, if and when such methods risk burnout, etc. to restore more of a balance of power in these situations?

]]> By: Gerald Neal http://www.pmhut.com/power-the-functional-manager-meat-and-project-manager-poison/comment-page-1#comment-20942 Gerald Neal Wed, 12 May 2010 02:22:47 +0000 http://www.pmhut.com/power-the-functional-manager-meat-and-project-manager-poison#comment-20942 Just a small point. Henri Fayol died in 1925, so it is unlikely that he released his 14 principles in 1949, more like 1916 I think. The challenge that management faces in the next 20 years is a new level of integration. It seems that we (mankind) progress very quickly when focused and can achieve virtual miracles in a short period of time for a (relatively) small group of people (e.g. Moon landing, Concorde), but the issue is integrating the advancements into the mainstream of life (e.g. computer chip from space advancements being integrated into society took another 30 years and more). In the recent past ICT has achieved virtual miracles in programming and communication WITHIN SILOS. The modern challenge is to integrate the silos. Much more complex. We now face the challenge of taking each separate piece of web that we have produced and making a single, integrated, fully functional and centrally controlled web (that's why the spider hangs in the middle!) whereby touching any part of the web is immediately felt across the whole web to a greater or lesser extent. Not only must this integration be done within companies and corporations, but also amongst corporations, governments and countries. This must be done in the next 50 years not only to handle the expected increase in population but also to handle the ensuing major DECREASE in population and the resulting deflation. One of the things that unites us and allows us to get things done is a feeling of a larger purpose (one of Fayol's principles) which is needed more than ever now and helps to counter the petty issues of day-to-day politics in any organisation. Just a small point. Henri Fayol died in 1925, so it is unlikely that he released his 14 principles in 1949, more like 1916 I think.

The challenge that management faces in the next 20 years is a new level of integration. It seems that we (mankind) progress very quickly when focused and can achieve virtual miracles in a short period of time for a (relatively) small group of people (e.g. Moon landing, Concorde), but the issue is integrating the advancements into the mainstream of life (e.g. computer chip from space advancements being integrated into society took another 30 years and more).

In the recent past ICT has achieved virtual miracles in programming and communication WITHIN SILOS. The modern challenge is to integrate the silos. Much more complex. We now face the challenge of taking each separate piece of web that we have produced and making a single, integrated, fully functional and centrally controlled web (that’s why the spider hangs in the middle!) whereby touching any part of the web is immediately felt across the whole web to a greater or lesser extent.

Not only must this integration be done within companies and corporations, but also amongst corporations, governments and countries. This must be done in the next 50 years not only to handle the expected increase in population but also to handle the ensuing major DECREASE in population and the resulting deflation.

One of the things that unites us and allows us to get things done is a feeling of a larger purpose (one of Fayol’s principles) which is needed more than ever now and helps to counter the petty issues of day-to-day politics in any organisation.

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