Tatum, C B (1986) Designing project organizations: An expanded process. Journal of Construction Engineering and Management, 112(2), pp. 259-272. ISSN 0733-9364
Abstract
To the traditional elements of structure, expanded views of organization add means of coordination, location of decision-making, and requirements for positions. This paper describes these expanded views of organization, illustrates significant diversity in organization structure with data from eight industrial projects, and develops a method for practical application of expanded views in the systematic design of project organization structures. The conclusions highlight the benefits of designing an organization rather than letting it evolve.
| Item Type: | Article |
|---|---|
| Index terms: | coordination, project organization, decision-making |
| Subjects: | management, organizational theory, decision analysis |
| Topics: | Organizational Design, Project Management, Risk Management |
| Descriptive scope: | 2 PC |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here