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Nov 24, 2024

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What are the implications of CIC's approach to staffing project teams? Is the company using project teams as training grounds for talented fast-trackers or as dumping grounds for poor performers? The CIC approach is that of dumping the malcontent and nonperforming employees to the project teams. The implication of this that the project productivity is highly hindered, and there is an experienced stunted growth. This is attributed to an unqualified workforce, reduced morale and low employee engagement. Since employees deployed to the project find it as act of disfavor, there is reduced enthusiasm and commitment. How would you advise the CEO to correct the problem? Where would you start? The organization is faced with poor staffing policies and blatant relegation of responsibility of the department heads. Head departments took advantage of the staffing responsibility bestowed o them to dispose of their nonperforming employees to project teams. It is also clear that the project supervisor had little power in deciding the persons to include in the project teams. It then becomes paramount that the CEO ensure a functional project team with the power to recruit their preferred qualified teams. The power given to the head departments can be regulated so that they do not solely decide who goes to the project. There must be a consensus between the project manager and head department on the project's persons. In so doing, the employee performance is screened to ensure they meet the required skills and competency before joining the project team. The CEO also needs to hold the head department responsible if their appointed employees fail to deliver.

The key to setting up a proper structure for project staffing is having a staffing policy. The policy will see that the right staff are recruited to handle the project tasks at hand (Van Den Eeckhout, Maenhout & Vanhoucke,2020). The policy will evenly distribute powers in the organization to ensure that the project manager has a say. Discuss how issues of organizational structure and power played a role in the manner in which project management declined ineffectiveness at CIC Organizational power and structure are essential in the proper running of projects (Clegg, 2013). The CIC worked on a very rigid functional structure that left the project manager with little power in project staffing. The structure saw that the department heads had uncensored power that they misused to dispose of the nonperforming workers. These nonperforming workers declined the project productivity. Also, the project manager being powerless to appoint the team of his choice, had to work with a demoralized team that fell short to meet project goals.

References Van Den Eeckhout, M., Maenhout, B., & Vanhoucke, M. (2020). Mode generation rules to define activity flexibility for the integrated project staffing problem with discrete time/resource trade-offs. Annals of Operations Research , 292 , 133-160. Clegg, S. (2013). Power, Rule and Domination (RLE: Organizations): A Critical and Empirical Understanding of Power in Sociological Theory and Organizational Life . Routledge.

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