Organization structures
First, it is worth noting that there is a conspicuous yet much-hidden distinction between product management and project management when dealing with organizational structures. As a matter of fact, both of these concepts are usually applied when addressing management roles (Kerzner, 2009).
Successful execution of projects that leads to final delivery is usually under the docket of project management. Hence, project management is undertaken once with a clearly stipulated budget, deadline, scope as well as goals. In addition, other expected constraints are usually outlined in project management. Therefore, alignment of resources in terms of need and availability, risk management as well as coordination of the diverse projects and activities is carried out by project managers within an organizational structure (Kerzner, 2009).
Moreover, project management may be executed as part and parcel of the building product portfolio. It may also assist in improving the existing features of a product or even develop better and improved designs or versions of other new products. It is also important to mention that project management is transitional since project managers will usually transfer their roles to different projects once the former is completed.
On the other hand, the continual, as well as overall well being of a product in an organization, is undertaken through product management. Hence, the entire lifecycle of a product is managed by a product manager who makes sure that the new product attains the desired goals in the market. While product management should be ongoing throughout the life of an organization, project management is usually short-lived depending on the number of tasks to be executed.
Competition, profit squeeze, product efficiency, as well as inflation, are vital parameters to consider whenever organizational restructuring is carried out. While most products may perform well in less competitive markets, it is worth noting that competition may hardly be invited in most perfect marketing situations. One of the causes of completion is the declined profit margin for given products. It is worth noting that profit optimization is the key aim of any business entity, and whenever the latter is interfered with, the performance of an organization may equally be jeopardized. Organizations will always endeavor to be the best in the market by increasing their levels of competitiveness within their various product portfolios.
In addition, saturated markets often culminate into low demand occasioned by high supply. This may also lead to increased levels of completion (Kerzner, 2009). Moreover, a high rate of inflation in any given economy lowers the purchasing power of consumers. Consequently, the same consumers have to be convinced to buy. This may not augur well with most suppliers since they will be compelled to boost their levels of competition. In my opinion, product management organizational structure can be more reactive to the changing tastes and preferences (demand) of consumers bearing in mind that consumers are directly in touch with end products and not ongoing or completed projects of an organization.
leadership
According to Maxwell (1999), the effectiveness of an individual can be presumed to be the lid or determinant of one’s leadership ability. In other words, leadership ability and effectiveness are closely related since none of the two parameters can do without the other. For example, it is impossible for an individual’s effectiveness to be more than nine if his/her leadership ability has been rated as 10. Effectiveness is perceived as the ceiling of a roof which cannot go beyond the top of a roof (Maxwell, 1999).
There is no single element of leadership that comes without the art of influence. Leadership emanates from influence, whether it is negative or positive. Effective leaders are known to be influential, and that is why they can be given attention, and their commands followed (Runciman, 2005). This can be likened to the power needed to move a locomotive. It is through an engine that a vehicle can move. Hence, the engine is similar to an influence in leadership.
References
Kerzner, H. (2009). Project Management: A Systems Approach to Planning. New York: Wiley & Sons.
Maxwell, C.J. (1999). The 21 Irrefutable Laws Of Leadership. New York: Thomas Nelson Inc.
Runciman, W.G (2005). Hutton and Butler: Lifting the Lid on the Workings of Power. Oxford: Oxford University Press.