Topic: BusinessCorporate Culture

Last updated: January 23, 2019

it is clear from the description that the company has been a vertical organisation so far. so far, there are units that are managed by managers who would like to continue to maintain the reporting structure and power.

should a formal project management office be put in place, they are clearly afraid to lose power and control over their reports.the executive team is not very far sighted. fpr the company to continue to be profitable in a competitive environment, they need to adopt and change and accept the importance of project management and reorganize their structure to adapt to accomodate the epm system.From my perspective, I think waiting for long time to impalement and develop an EPM system reflects poor cooperative culture and lack of communication in the company.

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This unjustified delay is also due to the fear of losing authority and power. The executives are more concerned about their positions. Self interest and personal goals are dominated behaviors in the company. All of these are significant reasons for the deferment of developing EPM.Analysing the case, it is noticeable that the corporate culture is characterized by individualism in spite of cooperation, regarding both departments and their executives. Indeed, for the latters, the prospect of losing authority and power overcomes the benefits originated by the introduction of Project Management.

This can be seen as a clear evidence of the lack of correlation between the true essence of the corporate culture concept and the executives’ behaviour. Moreover, the significance of this issue is confirmed by the President’s bewilderment regarding his staff’s reluctance towards an EPM development. Indeed, executives showed more concerns about the changes in hierarchy status rather than the likelihood of losing their jobs. In fact, the President has proved that the company is losing marketplace, therefore the introduction of an EPM approach could help the company to recover its position. However, employees rely on routines and are afraid of challenging them, stating a strong resistance towards organization’s change.

Moreover, enforcing a new methodology would imply to invest in time and resources as well as to subject the staff to a critical view on their activities.


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