Last year, MAFF manufacturing company completed a project that was aimed at expanding the assembly department. The project had taken a maximum of two years. The first step was the acquisition of the adjacent land from a neighboring company. This was due to congestion that was being experienced in the old section. Besides, the company wanted to eliminate the possibility of accidents in the assembly section.
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The aim of the exercise was to boost the production process of the company. This would be facilitated by an expanded assembly section. Secondly, there was the need to meet the company’s strategic plans for expansion after every five years. The other goal was to increase the number of employees that would ensure that extra output was achieved. The final goal was to create enough space in the working environment that would eliminate the occurrence of accidents.
The expansion exercise was a project because it had many operations. Operations were executed daily for two years. This saw the completion of the expansion project. The exercise encompassed many activities that met the requirements of a project. For instance, the exercise had a start and finish date (Binder, 2007). It was started in May 2010 and ended in May 2012.
Besides, resources were used to obtain results. Money was used to pay workers and purchase materials. Also, it had subprojects that contributed to the whole exercise. Thus, it was not a day-to-day exercise. Various organizations have different organizational structures. Organizational structures depict the flow of instruction or orders. They outline the hierarchy of the organization in terms of responsibilities.
MAFF manufacturing company has implemented an organizational structure called a matrix organizational structure. This is appropriate because the organization has different departments. This has seen to it that there are established sections or departments including; the procurement department, production department, finance department and assembly departments (Larson & Gray, 2011).
This project fitted well within the assembly department. Through the head of the assembly department, this department was able to get the required funds for its activities from the finance department. This organizational structure was of great significance to the project. First, employees were motivated to work as a team. This saw the completion of the project in good time.
Besides, the matrix organizational structure offered high efficiency (Daft & Willmott, 2010). Specialization was also achieved because people were involved in their right departments and sections. Finally, the structure offered appropriate decisions. Decisions made were appropriate.
However, there were limitations of this organizational structure regarding the project. High costs were involved. For instance, the project manager and the functional manager had to be paid. Again, there was a conflict that resulted in the power struggle (Project Management Institute, 2008). The project manager and the functional managers were influenced by personal issues.
Shifting responsibility was also evident when failure or problems occurred. One of the organizational cultures in the company is to reward hard work. This facilitated the achievement of good results in the project. There was professionalism in accomplishing the project. Employees and workers were rewarded because of their hard work.
The other issue is transparency in transactions. This benefited the project because there was no misappropriation of funds. As a result, this ensured the success of the expansion project. Besides, there were a few problems associated with this project.
Binder, J. (2007). Global project management: Communication, collaboration and management across borders. Aldershot: Gower.
Daft, R. L., Murphy, J., & Willmott, H. (2010). Organization theory and design. Andover: South-Western Cengage Learning.
Larson, E. W., & Gray, C. F (2011). Project management: The managerial process. New York, NY: McGraw-Hill/Irwin.
Project Management Institute (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, PA.