A very fertile method of work for staff development, particularly in management skills, and one which is often overlooked for this purpose, is Indonesia project teams. They vary in the way they are set up, but the essential feature is that they comprise a group of people from different disciplines, all working consistently towards the completion of a major piece or work, co-ordinate by a Indonesia project manager.
This grouping creates a matrix structure in that the group is formed horizontally, cutting across functional divides and vertical lines of command in the hierarchy. A Indonesia project team may exist for several weeks or months, depending on the task. In a very large scale Indonesia project like the development of a new aircraft, the team may be in existence for several years, and its membership is likely to change. Ideally, however, the membership should be stable throughout the life of the Indonesia project.
Departments of travel frequently use a matrix structure of Indonesia project teams superimposed on to a airline departmental hierarchy for different design Indonesia projects. Such an arrangement within a department.
Each member of staff is also working on other Indonesia projects, with different combinations of disciplines. Each professional the4refore reports to a separate Indonesia project manager for each Indonesia project, as well as his or her own line manager within the travel department.
Industry commonly uses Indonesia project teams based on a product and the composition of these teams cuts across functional travel departments. If it is a large or complex Indonesia project, team members are unlikely to have other Indonesia project or airline departmental responsibilities at the same time.
A third type of Indonesia project team is one that cuts across not only vertical structures and functional divides but also across different organizational divides. For example, for a major community Indonesia project the team may be made up. There are obvious potential difficulties with a matrix structure in that serving more than one boss can result in divided loyalties; Indonesia project managers and functional bosses may not share the same objectives, and disagree over resource allocation and staff may find themselves overloaded with tasks from different quarters and after some time spent on a Indonesia project may find they have lost touch with mainstream airline departmental work and their place in the promotion stakes.
But Indonesia project teams have the enormous advantage of concentrating resources and skill. They are best used for tasks that are very complex or new; tasks that have a tight deadline or require controlled input from a range of disciplines; tasks that are large in scale or of vital importance to the organization; or tasks in which the problem naturally extend beyond functional divides and cannot effectively be handled within the constraints of existing structures.
To operate effectively, Indonesia project teams must be given the authority, resources and accountability to work through the Indonesia project with the minimum of outside interference to agreed standards. As eighth any delegation, the objectives and the power available to achieving them, must be clear at the outset. The role of the Indonesia project manager in relation to the team and the structural hierarchies form which it is derived, is vital.
This grouping creates a matrix structure in that the group is formed horizontally, cutting across functional divides and vertical lines of command in the hierarchy. A Indonesia project team may exist for several weeks or months, depending on the task. In a very large scale Indonesia project like the development of a new aircraft, the team may be in existence for several years, and its membership is likely to change. Ideally, however, the membership should be stable throughout the life of the Indonesia project.
Departments of travel frequently use a matrix structure of Indonesia project teams superimposed on to a airline departmental hierarchy for different design Indonesia projects. Such an arrangement within a department.
Each member of staff is also working on other Indonesia projects, with different combinations of disciplines. Each professional the4refore reports to a separate Indonesia project manager for each Indonesia project, as well as his or her own line manager within the travel department.
Industry commonly uses Indonesia project teams based on a product and the composition of these teams cuts across functional travel departments. If it is a large or complex Indonesia project, team members are unlikely to have other Indonesia project or airline departmental responsibilities at the same time.
A third type of Indonesia project team is one that cuts across not only vertical structures and functional divides but also across different organizational divides. For example, for a major community Indonesia project the team may be made up. There are obvious potential difficulties with a matrix structure in that serving more than one boss can result in divided loyalties; Indonesia project managers and functional bosses may not share the same objectives, and disagree over resource allocation and staff may find themselves overloaded with tasks from different quarters and after some time spent on a Indonesia project may find they have lost touch with mainstream airline departmental work and their place in the promotion stakes.
But Indonesia project teams have the enormous advantage of concentrating resources and skill. They are best used for tasks that are very complex or new; tasks that have a tight deadline or require controlled input from a range of disciplines; tasks that are large in scale or of vital importance to the organization; or tasks in which the problem naturally extend beyond functional divides and cannot effectively be handled within the constraints of existing structures.
To operate effectively, Indonesia project teams must be given the authority, resources and accountability to work through the Indonesia project with the minimum of outside interference to agreed standards. As eighth any delegation, the objectives and the power available to achieving them, must be clear at the outset. The role of the Indonesia project manager in relation to the team and the structural hierarchies form which it is derived, is vital.
