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MANAGEMENT OF THE PROJECT-ORIENTED COMPANY    18-25

        TABLE 18.11  Relationship between the Management Paradigm and the Project
        Management Approach
                           Traditional Management   New Management
                                Paradigm               Paradigm

        Traditional project    • Fitting culture    • Cultural combination is
         management        • Inefficient projects     hardly conceivable
                           • Dominance of the line  • High potential for conflicts
                            organization
        Systemic project   • Cultural differences   • Fitting culture
         management        • Efficient projects are  • Efficient projects
                            possible, yet…          • “Empowerment” of the
                           • High potential for conflicts  projects


           The management paradigm existing within a company creates a cultural frame-
        work for the performance of projects and programs. Even though a traditional man-
        agement paradigm suits a traditional, method-oriented project management approach,
        it results in inefficient projects. Efficient projects based on a systemic, process-
        oriented project management approach are promoted by a new management paradigm.
        The relationships between the management paradigm of a project-oriented company
        and the practiced project management approach are depicted in Table 18.11.

        Subcultures in the Project-Oriented Organization

        By applying project and program organizations, subcultures are developed in the
        project-oriented company. This development of project- and program-specific cultures
        contributes to the success of projects and programs; that is, it is functional for the
        project-oriented company.
           As a subsystem of an organization, a project can be distinguished from other sub-
        systems, such as departments or other projects. Basically, the cultural division process
        into subcultures can be performed as far as desired. However, it is a prerequisite that

        the relevant cultures be characterized by their own values, rules, and behavior pat-
        terns, which can be learned and shared by the members.

        REFERENCES

        Grimm R, Kozok B, Lafos F. 2001. Kommunikationsinfrastruktur für virtuelle Organisationen.
         Berlin: Springer-Verlag.
        Juran JM. 1991. Handbuch der Qualitätsplanung. Landsberg am Lech; Germany: Verlag
         Moderne Industrie.
        Senge P. 1998. The Fifth Discipline: The Art and Practice of the Learning Organization. London:
         Century Business.
        Thatcher JR. 1990. New Age Managers for Projects. Drexel Hill, PA: Project Management Institute.
        Womack J. 1992. Autoindustrie—Die zweite Revolution in der Autoindustrie. Frankfurt:Campus
         Verlag.
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