Mostly, the Project Manager has the responsibility but has no authority in project management. As a result, The PM needs great support from his/her Manager to push his or her work. However, as the PM, sometimes, needs to manage the team members from different departments, the PM sometimes give GM the impression that he or she has tendency to replace the GM, this phenomenon is particularly obvious for the PM in Engineering in the mini. size Matrix Organization. In this situation, the GM with rich experience will understand that this is the PM’s duty and will support PM strongly with very open mind. Yet, it would be only the marige for the PM to get this kind of unbelievable support if the GM is not tolerant enough, or maybe he is oversensitive. Even worse, if the GM is a rookie to the organization, possibly the PM can be the one for the GM to punish as a warning to other Managers.
項目經(jīng)理，往往是有實責(zé)無實權(quán)的。項目經(jīng)理也往往需要得到總經(jīng)理最有力的支持才能推動工作，但是由于項目經(jīng)理在項目中需要管理來自不同部門的團(tuán)隊成員，尤其是在小公司強矩陣型組織中的工程技術(shù)項目部門的經(jīng)理，經(jīng)常會給總經(jīng)理造成項目經(jīng)理要搶班奪權(quán)的感覺，這時有經(jīng)驗的總經(jīng)理能夠看到項目經(jīng)理的職責(zé)所在及其工作所需，能夠足夠?qū)捜莶⒔o項目經(jīng)理有力的支持，但是，如果遇到不夠?qū)捜荩嘁苫蛘咴诠举Y歷比項目經(jīng)理資歷淺的總經(jīng)理.這樣始終如一的支持對于項目經(jīng)理來說便如盤旋在空中的龍,只能想像到但卻看不到摸不著，更有甚者，如遇一個空降的新總經(jīng)理，而強矩陣型組織中的項目經(jīng)理往往會成為新任總經(jīng)理殺雞儆猴的首選對象。
I almost was the one who was centesimated by the new GM in 2008. The new GM came to work in July and he beat me down to the hell right away when he arrived at office. He said the new plant project I handled was rubbish and he stopped my other project regarding the new facility without having the replacement, it directly resulted that I could not get the rest of work done for the new building according to my initiated plan. Although the new plant was using and is using now, however, it is definitely not a nice place to work.
新任總經(jīng)理是在7月上任的，剛到的第一天就給筆者一個下馬威，將筆者