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Reson Company’s Changes in Project Management

Reson’s Managerial Challenges at the beginning of 1990

Entering a new market, the leaders of Reson had no other choice but to expose the company to the influence of the external global factors. Seeing that the designated environment saw an extraordinary technological breakthrough at the given time slot (Yu, Wai-Kee, and Kwan 87), it was rather expected that incorporating the latest technological tools was the primary challenge of the organization.

Thus, the process of managing the key operations of the entrepreneurship and at the same time introducing people to the latest technological advances can be viewed as the basic challenge that Reson had to face. To put it differently, the company had to redesign the traditional managerial tools so that people could be instructed on how to operate completely new tools in an entirely new environment so that projects could be completed before the set deadline: “To cut new product development from years to months meant that people in the whole organization were going to focus on the question of what behaviors contribute to the timely implementation of projects” (Vollmann and Heikkila 4)

The managerial responses to the above challenges

When considering the set of tools created by Reson’s leaders to bring the required change to life, one must give them credit for nailing down the exact issue that had to be addressed, i.e., a change in the behavioral patterns, values, and ethics of the staff. The necessity to introduce the staff members to the new requirements is quite evident; guided by the same principles that they used in the local setting, the staff would not have been able to make decisions in the environment of the global economy (Nelson and Quick 16).

The choices prompted by the traditional values and ethics would have backfired greatly since the organization as aiming at a slightly different audience and operated in an entirely different realm. Therefore, it was crucial to help the staff change their standards of organizational behavior, which the firm leaders did: “To bring about the changes in the company, Reson’s management put plenty of emphasis on psychological mapping and training of individuals and teams” (Vollmann and Heikkila 4). Despite being not the only change that had to be made to the company’s design, it was a foot forward in the right direction since it provided a solid foundation for the following decision-making process.

The key elements in Reson’s new approach to project management

As it has been stressed above, the emphasis on the necessity to introduce a new training program for the staff seems a legitimate first step that is going to affect Reson most positively. Every single staff member must be able to accept the new values and standards of the organization. As a result, the process of staff accepting new responsibilities and roles will occur at a much faster pace (Wolf 29).

Apart from the elements mentioned above, the design of the shared philosophy that would, later on, serve as the tool for creating the required organizational behavior model and motivate the employees to excel in their performance deserves to be mentioned. Incorporating seemingly simple notions of management, customer service, the market, the organization, and profit, the framework defined the goals and objectives of the company. The latter, in their turn, informed the strategies that the firm could adopt to become competitive in the global economy realm, at the same time setting rather rigid ethical boundaries.

Types of change imperatives (external and Internal) driving changes in the organization

On the surface, the factors that have caused changes in the organization can be viewed as external. Indeed, by entering the global environment, the entrepreneurship immediately became vulnerable to a variety of factors. Though often posing a threat to the success of Reson, the factors above also served as stimuli for further progress. As a result, the leaders of the firm had no other choice but to reconsider the current approach toward leadership, HR management, and customer relations, therefore, altering the company’s values and ethics.

On second thought, however, the change imperatives also included the intrinsic needs of the entrepreneurship, especially the necessity to create a stronger framework for the organizational behavior so that the staff members could be motivated and, thus, were able to deliver better performance (Goksoy 32).

General experience of project management performance in the organization. Typical reasons for low performance in project management

The general experience in the organization shows that investing in human resources is an essential step toward becoming successful in the global economy. As a rule, low-performance rates are caused by the lack of involvement among the company members. The phenomenon above, in its turn, can be attributed to a variety of factors, the unwillingness of the organization to invest in its employees being typically the key one.

Indeed, studies show that people need to feel valued and recognized by the companies that they work in (Camilleri 258). Whereas the financial benefits that the staff members receive are essential, it is also crucial that the firm should focus on helping employees evolve professionally. For instance, the introduction of training courses, the use of financial incentives and other types of rewards should be listed among the top tools for improving performance rates. As long as the organization respects and values its human resources, the employees are going to deliver their best performance.

Works Cited

Camilleri, Emanuel. Project Success: Critical Factors and Behaviours. Burlington, VT: Gower Publishing, Ltd., 2011. Print.

Goksoy, Asi. Organizational Change Management Strategies in Modern Business. New York, NY: IGI Global, 2015. Print.

Nelson, Debra L., and James C. Quick. Organizational Behavior: Science, The Real World, and You. Stamford, CT: Cengage Learning, 2013. Print.

Vollmann, Thomas E., and Jussi Heikkila. Reson: Making Development Teams Accountable for Short Project Cycles. Lausanne, CHE: International Institute for Management Development, 2003. Print.

Wolf, Ruth. Empowering Organizations through Corporate Social Responsibility. New York, NY: IGI Global, 2014. Print.

Yu, Tony Fu-Lai, Yuen Wai-Kee, and Diana S. Kwan. International Economic Development: Leading Issues and Challenges. New York, NY: Routledge, 2014. Print.

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