SPM Assignment #1:

Q#1:

Basis Manager Leader

A person becomes a manager by A person becomes a leader on basis

Origin
virtue of his position. of his personal qualities.

Manager has got formal rights in

Formal Rights an organization because of his Rights are not available to a leader.
status.

The subordinates are the followers The group of employees whom the
Followers
of managers. leaders leads are his followers.

A manager performs all five Leader influences people to work

Functions
functions of management. willingly for group objectives.

A leader is required to create cordial

A manager is very essential to a
Necessity relation between person working in
concern.
and for organization.

Stability It is more stable. Leadership is temporary.

Mutual
All managers are leaders. All leaders are not managers.
Relationship

Manager is accountable for self

Leaders have no well defined
Accountability and subordinates behaviour and
accountability.
performance.
 A managers concern is A leaders concern is group goals
Concern
organizational goals. and members satisfaction.

People follow manager by virtue People follow them on voluntary

Followers
of job description. basis.

A manager can continue in office

A leader can maintain his position
Role till he performs his duties
only through day to day wishes of
continuation satisfactorily in congruence with
followers.
organizational goals.

A leader has command over

Manager has command over
different sanctions and related task
Sanctions allocation and distribution of
records. These sanctions are
sanctions.
essentially of informal nature.

Linda has a strong background in social science research and evaluation. She manages staff that
work on different projects within the agency. She is known as problem solver and is extremely
supportive of her staff. She is very organized and has a wealth of experience in evaluation of
family services. Linda is very capable and can sometimes take on too much.

Q#2:
Culture has a huge effect on your success rate
Your organization's culture has a lot to do with the success rate of your
projects. Keep in mind that I'm talking about projects all throughout your
organization, not just about one particular project. The term culture generally
means how we do things around here. Imagine that someone asks you how
successfully your organization delivers projects. If you say, Were pretty poor
at delivering projects, youre voicing a perception of one aspect of your
culture. Culture comes into play on projects in a number of areas.

Process orientation
Many organizations have good processes in place and people generally follow
 them. This is perhaps the biggest single factor in overall project success. If your
organization follows a good, scalable project management process, youre more
likely to be consistently successful on your projects. The entire project team
generally knows how to create and follow a work plan, and can use standard
processes to effectively handle risk, scope change, and issues.

Governance
Many organizations have processes in place, but no one follows them. This
highlights a problem with management governance. In simplistic terms,
governance is the management function that has to do with making sure people
do what theyre supposed to do. Typically, if your management structure is
engaged and interested in projects, and if managers make sure that your project
management process is followed, youll be more successful. If every project
manager is on his or her own and management support is haphazard, however,
youll tend to fail.

Training
Some organizations do a poor job of training project managers. Typically, these
organizations do a poor job of training in general. If project managers generally
dont have the right skills (other than from the school of hard knocks), you
wont be successful.

Roles and responsibilities

In successful organizations, people typically know the role they play on
projects and what is expected of them. This includes active sponsors, interested
clients, and engaged management stakeholders. The sponsor, for instance,
needs to perform a quality assurance role and be the project champion in his or
her organization. If your organization starts projects and leaves the project
manager in a leadership vacuum, youre not going to be consistently successful.

Culture plays perhaps the biggest role in whether your organization is

successful in executing projects. If your organization has difficulty completing
projects successfully, you cant blame the project managers. Theyre only
toiling within a culture thats not supportive of their efforts. Managers,
including the head of the organization, need to step up and evaluate the project
culture. Until the culture changes, project managers will consistently struggle to
be successful.

Your organizational structure can help or hurt project success

To a lesser degree, your organizational structure can get in the way of, or help
support, the overall success of your projects. I say that this is a lesser problem
because, to a certain extent, you can change your organizational structure. In
fact, you can change the organization chart frequently, and some companies do
just that. Culture, on the other hand, is not easily changed. It can take years for
a large organization to develop a culture of excellence (although it doesn't take
nearly as long to fall back into mediocrity).

Some organizational structures can definitely impair your ability to deliver

projects. First are those organizations whose project teams are doing support
work. If your project organization does support as well, it usually means that
support issues will pop up and take the focus away from the project. A lot of
multitasking and thrashing takes place as you move from support work to
project work to support work. Its usually very difficult to prepare good
estimates and meet your scheduling commitments. You may be forced into this
structure if your staff is small. In the last company I worked at, for instance, we
had 15 people who worked on support, projects, and enhancements. However,
we didnt have enough people to specialize in either support or project work.
This made it difficult to meet all of our project commitments. Instead, we had
to do a good job of managing expectations.

Your organizational structure may also impede the ability to share resources.
For instance, if your project team needs a resource with a specific expertise,
you may not be able to easily share that person with another functional area.
Some of this is also related to your culture. Ask yourself whether a different
organizational structure would help. If it would, you may have an organization
problem. If it wouldn't help, your culture is probably not supportive of resource
sharing. When I worked for a beverage company, for instance, we went through
a period of two years when the management team developed a strong culture of
resource sharing between projects. However, with the arrival of a new CIO and
new director, resource sharing was discouraged (and punished). So, the culture
quickly reverted to resource hoarding.
 Step back and see the big picture
A number of organizational factors support or inhibit the ability of your project
managers to be successful. Granted, culture is a broad term, but your
organizational culture plays the biggest role in whether youre able to deliver
projects successfully. You cant attack a culture of mediocrity (or a culture of
failure) one project at a time. You need to address it in a broad and multifaceted
way.

Your organizational structure can also help or hinder your success rate. The
structure can determine how well you focus on projects and how easy it is to
share resources between organizations. If you attack the broader cultural
problems, you'll have a positive effect on many of the organizational barriers to
success as well.