The Experts below are selected from a list of 8841 Experts worldwide ranked by ideXlab platform
Sven Keski-seppala - One of the best experts on this subject based on the ideXlab platform.
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Managing CFD simulation: reflections around a questionnaire
International Journal of Technology Management, 2001Co-Authors: Sven Keski-seppalaAbstract:The topic is Computational Fluid Dynamics (CFD) as a simulation tool within the engineering design process. The engineering design process is considered as a problem-solving process and its focus is on the role of simulation. "Simulation" is defined and a distinction between simulation and analysis is made. Based on a theoretical model of the CFD simulation process and the results from a questionnaire, several research questions are suggested. The educational level and experience of the average CFD user as well as the role of the CFD user, the project Manager and the Functional Manager motivate a discussion about personal experience versus organisational knowledge. It is argued that plans for (and research on) personal knowledge build-up, organisational knowledge capturing as well as simulation quality assurance and simulation efficiency development are needed for simulation in general and for CFD in particular.
Dylon Moodley - One of the best experts on this subject based on the ideXlab platform.
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Comparing the power and influence of Functional Managers with that of project Managers in matrix organisations: The challenge in duality of command
South African Journal of Economics and Management Sciences, 2016Co-Authors: Dylon Moodley, Margaret Mary Sutherland, Pieter PretoriusAbstract:Since its inception four decades ago, there has been widespread adoption of the matrix organisational design, particularly in project-based organisations. However, several challenges remain, one of which is related to the ambiguity of authority as a result of the dual command structure. This study examines the perceptions of the types of power and influence mechanisms used by the Functional Manager and the project Manager to influence project personnel, and the effect of these mechanisms on attitudinal outcomes. The research used a two-phase design. The first qualitative phase validated the constructs of power and influence. In Phase 2, quantitative data was obtained from 22 Functional Managers, 28 project Managers and 92 project personnel in South Africa, Italy and Canada from one large project execution technology company. There appears to be a large perceptual gap between project Managers, Functional Managers and project personnel. Managers perceive themselves to be using aspirational and personal influence mechanisms, whereas project personnel perceive the Managers to be using positional, punitive mechanisms. Relationships were observed between the perceived type of influence being used by the Managers and the project personnel’s satisfaction with their Manager, overall job satisfaction, their performance and level of engagement. Functional and project Managers are associated with very different attitudinal outcomes among project team members.
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Power and influence in matrix organisations
2013Co-Authors: Dylon MoodleyAbstract:Since its inception more than three decades ago, there has been a prolific adoption of the matrix organisational design across diverse industries. Despite the ubiquity of matrix organisations, there remains several challenges primarily related to interpersonal relationships; most notably ambiguity of authority as a result of the dual command structure. This study examines the perceptions of the types of power and influence mechanisms used by the direct Functional Manager and the indirect project Manager to influence project personnel. The effect of the types of influence mechanisms used on attitudinal outcomes is also examined with a view to understand the impact on project personnel performance. The research was conducted using a two phase design. The first phase was qualitative with various stakeholders required to validate the constructs of power and influence identified in the literature and identify new constructs. The results from phase one and the literature review findings were used to develop a self-administered questionnaire for phase two. Quantitative data was obtained from 23 Functional Managers, 28 project Managers and 101 project personnel in South Africa, Italy and Canada from one large project execution and technology company. There appears to be a large perceptual gap between Managers and project personnel. Two themes that emerge are the perceived use of aspirational and personal influence mechanisms by Managers in comparison with the perceived use of coercive punitive mechanisms by project personnel. Relationships were observed between the perceptions of the type of influence mechanisms used on project personnel and their satisfaction with Manager, performance and the amount of effort expended. Relationships were also observed between satisfaction with each type of Manager and performance & employee engagement. Finally the results indicate a strong relationship between the Functional Manager and overall job satisfaction, highlighting the role of the direct line management relationship.
J. Michael Johnson - One of the best experts on this subject based on the ideXlab platform.
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High Impact Management Techniques for Any Project
2000Co-Authors: J. Michael JohnsonAbstract:You don’t have to go to days and days of classes to gain important know-how for managing your projects. While aspects of project management are important-work-breakdown structures, scheduling techniques, and project communication among others-a few key techniques can be implemented easily, and bring some huge leverage for finishing projects successfully. This paper offers practical project management “tools” that you-as a project Manager, Functional Manager, or team membercan use immediately. It covers project visions and risk ranking for early testing, and illustrates best practices from other internal and external project teams.
C. Voegtli - One of the best experts on this subject based on the ideXlab platform.
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High impact management techniques for any project
IEEE Antennas and Propagation Magazine, 2000Co-Authors: C. VoegtliAbstract:One does not have to go to days and days of classes to gain important know-how for managing your projects. While aspects of project management are important-work-breakdown structures, scheduling techniques, and project communication among others-a few key techniques can be implemented easily, and bring some huge leverage for finishing projects successfully. This paper offers practical project management "tools" that you-as a project Manager, Functional Manager, or team member-can use immediately. It covers project visions and risk ranking for early testing, and illustrates best practices from other internal and external project teams.
F. Nelson Ford - One of the best experts on this subject based on the ideXlab platform.
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Executive or Functional Manager?: The nature of the CIO's job
MIS Quarterly, 1992Co-Authors: Charlotte S. Stephens, William N. Ledbetter, Amitava Mitra, F. Nelson FordAbstract:The role of the chief information officer (CIO)_ continues to be the subject of much discussion and speculation. Is this just a new name for the MIS Manager, or is there truly a new and significantly different function? How has the role of the information systems Manager evolved with the changing needs of business? How does the CIO bridge the gap between the organization's strategy and its use of information technology?According to much of the prescriptive literature, bridging this gap is the CIO's definitive function. This article addresses these questions by studying five successful CIOs in five divergent industries. The CIOs were studied using the structured observation methodology employed by Mintzberg in his study of CEOs and by Ives and Olson in their study of MIS Managers. The findings suggest that the CIO operates as an executive rather than a Functional Manager. He or she is an active participant in strategy planning and acts as a bridge between the information technology group, the Functional areas, and external entities. This study provides a view of how these difficult tasks are accomplished on a day-to-day basis: through scheduled meetings, interaction outside the information technology unit, a skilled reading of situations, and a strategic focus. Factors affecting the CIO's participation in strategy planning meetings include whether he or she has formal are source allocation authority and their level of peer acceptance. Lessons learned from this research pertain to the delegation of day-to-day tasks, expenditure authority, avoiding adversarial relationships, liaison activities, careful use of language, being perceived as a user of information technology, and the need for quiet time.
