System Interrelations of Organizational Variables

Abstract

This paper studies some of the organizational variables in project management. It is shown that only a few variables have a significant direct impact on the management system. The paper focuses on system variables in the emerging modern engineering and technology-based mediumand large-sized organizations such as contracting firms, consultants, developers, and the U.S. Army. This paper studies the interrelations among the system variables and their total effect on the management system. It examines the organizational system through a study of organizational variables—planning measures, power bases, conflict management, role pressures, organizational structure, team management, and strategies for success. It establishes that three variables—planning measures, team management, and strategies for success—have higher relevance than others in the complex environment of organizational variable interrelationships. Their higher significance on the management system makes them both important and sensitive. Other variables affect the system directly to a lesser degree, and indirectly through their interrelation with the most relevant three.