Abstract
The importance of management structure and management capacity as success factors is undisputed and has been adequately shown by a literature survey (Wildemann 1982, pp.101, Kerzner 2001, pp.161, Cleland/King 1988, pp.269) as well as by our own empirical studies.
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References
“The first rule, therefore, is to keep the direct participants to an absolute minimum”. (Sykes 1982, p.143)
The consulting architect of the Montreal Games 1976 had a privileged position with the Major of Montreal. “He was thus able to interfere in many areas normally not the concern of a consulting architect: for example, the selection of contractors and professionals ... ” (Malouf et al. 1980, Vol. II, p.328).
See for Montreal: Malouf et al. (1980)
Larson/Goebel 1989 analyze the significance of project management structure (like functional/project matrix and project team) for the success of R&D projects.
“The Mayor of Montreal ... had neither the aptitude nor the knowledge necessary to take over the direction of an undertaking of such magnitude” (the Summer Olympics, note of the author). ... “The first magistrate of a city, and for that matter anyone holding public office, should not act as director of a project sponsored by public authority” (Malouf et al. 1980, Vol. II, pp.321, 323).
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© 2004 Springer-Verlag Berlin Heidelberg
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Grün, O. (2004). Management Structure and Management Capacity. In: Taming Giant Projects. Organization and Management Innovation. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-24818-7_10
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DOI: https://doi.org/10.1007/978-3-540-24818-7_10
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-05982-7
Online ISBN: 978-3-540-24818-7
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