Dynamic Teams, Projects and Organisational structures and Culture

1. Organisational structure

An organisational structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aims.
常见3种组织方式：Functional, Dedicated Proejct Teams, Matrix
根据实际情况要调整组织模式，不同的模式各有利弊，具体使用也和企业文化有关。
下图是选择structure的表格，实用性很强。

Choosing project structure

1.1 Functional Organisation of Projects

Differentsegmentsoftheprojectaredelegatedtorespective functional units. Coordinationismaintainedthroughnormalmanagement channels. Usedwhentheinterestofonefunctionalareadominatesthe project or one functional area has a dominant interest in the project’s success. 通常在一个职能部门明显有突出优势的情况下使用。
（1）advantages

1. No/little org. change
2. Flexibility in use of staff
3. In-Depth Expertise
4. Easy Post-Project Transition 每个人都有自己的routine，项目需要的时候掉入，完成时继续做routine，不需要重新安置人员。

（2）disadvantage

1. Lack of Focus for project
2. Poor Integration across org
3. Typically slower to complete
4. Lack of Ownership

1.2 Functional Organisation of Projects

Teamsoperateasseparateunitsundertheleadershipofa full-time project manager. In a projectised organization where projects are the dominant form of business, functional departments are responsible for providing support for its teams.通常在项目作为主要形式的情况下使用，例如，软件功能开发，很适合这种模式。
（1）advantages

1. Simple – independent from functional organisation
2. Fast – Full attention
3. Cohesive - motivated
4. Cross-functional integration

（2）disadvantage

1. Expensive – additional staff
2. Internal strife – “us vs. them”
3. Limited technological expertise
4. Difficult post-project transition – staff reassignments

1.3 Matrix Organisation of projects

Hybrid organizational structure(matrix) is overlaid on the normal functional structure. Matrix structure optimizes the use of resources.是前两种的平衡，根据实际情况决定。
（1）advantages

1. Efficient – sharing resources
2. Strong project focus – dedicated PM
3. Easier post-project transition
4. Flexible – use of appropriate expertise and resources

（2）disadvantage

1. Dysfunctional conflict – PM(Project Manager) and FM(Functional Manager) tension
2. Infighting – Different priorities
3. Stressful – who is my boss?
4. Slow – consensus needed

2. Team Development (Tuckman's Stages)

1. Forming: uncertainty about roles, looking outside for guidance.
2. Storming: growing confidence in a team, rejecting outside authority.
3. Norming: concern about being different, wanting to be part of a team.
4. Performing: concern with getting the job done.

团队磨合的过程大概是从初见到分歧，逐渐磨合理解后分歧减少，回归到合理范畴，共同完成任务。