Multi Projects
1. EXECUTIVE SUMMARY
Multi Projects, Inc. gained excellent growth in the past 2 years and thus had to increase its staff by as much as 33.3% to keep up with the increased work load due to its popularity in the market amongst very satisfied clients.
Currently Multi Projects faces some internal challenges with regards to Organisational Structure, Senior Management relationships, specialist skills, staff discipline, inter-personal relations, staff morale, delivering on 2 very important large contracts; and eventually this will have a serious influence on future delivery to existing and potential clients.
Although Multi Projects are currently applying the Matrix-Type Organisation Structure, they are not implementing it correctly and should pay attention to appointing a Programme Office with a Programme Manager to fulfil the link/cross function of Line vs. Functional Managers.
Furthermore the Executive Management should revise the Company’s Strategy in order to clarify the future direction of the Company in terms of “keeping old clients happy” or “gaining new clients.” This will provide direction to Senior and Middle Management and then eventually indicate where which important resources should be prioritised.
Internal training is seriously needed to ensure the transfer of skills amongst specialists in order to enable cross functional capability and improve productivity across the spectrum of different projects running simultaneously.
Regular introspection should be done by Top Management to timely identify possible low morale of staff, such as procrastination. This can be achieved by regular work sessions and/or team buildings.
Then lastly attention should be paid to Interpersonal and basic Human Relationship skills in order to better the current poor communication skills amongst Middle and Senior Management. This must include training on discipline and adherence to company rules and regulations. It is advisable that Company Procedures be revised.
2.
Multi Projects, Inc. gained excellent growth in the past 2 years and thus had to increase its staff by as much as 33.3% to keep up with the increased work load due to its popularity in the market amongst very satisfied clients.
Currently Multi Projects faces some internal challenges with regards to Organisational Structure, Senior Management relationships, specialist skills, staff discipline, inter-personal relations, staff morale, delivering on 2 very important large contracts; and eventually this will have a serious influence on future delivery to existing and potential clients.
Although Multi Projects are currently applying the Matrix-Type Organisation Structure, they are not implementing it correctly and should pay attention to appointing a Programme Office with a Programme Manager to fulfil the link/cross function of Line vs. Functional Managers.
Furthermore the Executive Management should revise the Company’s Strategy in order to clarify the future direction of the Company in terms of “keeping old clients happy” or “gaining new clients.” This will provide direction to Senior and Middle Management and then eventually indicate where which important resources should be prioritised.
Internal training is seriously needed to ensure the transfer of skills amongst specialists in order to enable cross functional capability and improve productivity across the spectrum of different projects running simultaneously.
Regular introspection should be done by Top Management to timely identify possible low morale of staff, such as procrastination. This can be achieved by regular work sessions and/or team buildings.
Then lastly attention should be paid to Interpersonal and basic Human Relationship skills in order to better the current poor communication skills amongst Middle and Senior Management. This must include training on discipline and adherence to company rules and regulations. It is advisable that Company Procedures be revised.
2.
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