The Splintering of Leadership
In many organizations, especially organizations that are constantly engaged in project work, there are matrixed resources and complicated organization charts that describe a multitude of reporting relationships. Any project team member might be responsible for reporting to the project manager, a supervisor in the same area of expertise, a system architect and even a manager who deals with the human resource component of the organization.
This splintering can be difficult to manage for project team members and project managers. If the project manager wants to get the project work done efficiently, they will need to overcome this. While overcoming this splintering can be difficult, it will help the project and the organization work better. Most importantly, it will help the individual member of the team get their job done more efficiently.
The first step is to identify where the splintering occurs. You need to determine where team members are getting their direction from, and how many different places they are receiving it from. An organizational chart will help, but it often doesn’t tell the entire story. In large organizations, the lines between individuals become complicated over time. There might even be lines that do not appear on the organizational chart.
The best way to deal with this is to meet it head on. If there are issues and problems
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