Ahmed Tariq is the CEO of “Ahmed and Company”, a privately owned, medium-size computer Services Company. The company is 18 years old and, until recently, had experienced rapid growth. Mr. Ahmed believes that the company’s recent problems are closely related to the depressed Asian economy.
Ali Usaid was hired as the director of corporate planning at “Ahmed and Company” six months ago. After reviewing the performance and financial statements of the company for the last few years, Mr. Usaid has come to the conclusion that the economic conditions are not the real problem, but rather exacerbate the real problems. He believes that in this Internet era, Company’s services are becoming obsolete but the department heads have not been able to cooperate effectively in reacting to information technology threats and opportunities. He believes that the strong functional organization impedes the kinds of action required to remedy the situation. Accordingly, he has recommended that Mr. Ahmed to create a new position, “Project Manager” to promote and use project management techniques. The new manager would handle several critical projects in the role of Project Manager.
Mr. Ahmed is cool to the idea but he believes that his functional departments are managed by capable professional people. Why can’t these high-level managers work together more efficiently? Perhaps a good approach would be for him to give the group some direction (what to do, when to do it, who should do it) and then put the functional manager most closely related to the problems in charge of the group. He assumes that the little push from him (Ahmed) as just described would be enough to “get the project rolling.”
1) After this explanation Mr. Usaid is more convinced than ever that a separate, nonfunctional project manager is required. Is he right (Mr. Usaid)?
Mr. usaid is right. if we read the passage carefully. there is already a justification of that.
(Perhaps a good approach would be for him to give the group some direction (what to do, when to do it, who should do it) and then put the functional manager most closely related to the problems in charge of the group. He assumes that the little push from him (Ahmed) as just described would be enough to “get the project rolling.”)
This passage means that they (functional managers who work in the organization and have different responsibilities.) needs just direction or a little push (both mean same). Non functional managers are kept always for this purpose to direct the functional people to do something in a better way.
2) As directed by Mr. Ali Usaid, if company hires a project manager, what skill sets would be needed to make him an integral part of the company?
The major responsibility or contribution of a non functional managers are to guide functional teams and managers what to do, when to do it, who should do it. The following are the some skill set which make a project manager integral part of the company
1 Emotional Intelligence:.
3. Management Skills:.
5. Business Savvy.
6. Analytical Skills:.
7. Customer Focus1
8.ethical Character:DOWNLOAD SOLUTION HERE