A MODEL PROPOSAL FOR MAXIMUM SUCCESS IN PROJECT MANAGEMENT BASED ON EXTRA ROLE BEHAVIOURS

Year 2018, , 246 - 250, 01.09.2018

Zeyd Gulesin Yonca Gurol

https://doi.org/10.17261/Pressacademia.2018.890

Abstract

Purpose- This study examines the concepts of organizational commitment, organizational citizenship behaviours and learning organization characteristics from a project organization point of view; aims to explain how the behaviours and characteriscs in this context would affect achieving the objectives of the project. Based on these results it is also aimed to create a model that would maximize success in project management.

Methodology- A broad literatur survey has been conducted on the organizational citizenship behaviour, learning organizations and organizational commitment concepts from project management point of view. The results of researches that are directy related to the topic have been put together. At the last stage, research findings were synthesized and a model is developed based on the dimesions that positvely influence success in the project management.

Findings- In addition to knowing and implementing the right tools and techniques, it has become clear that the presence of human factors such as stakeholders’ commitment to the project, learning organization, and project citizenship behaviors also play a very important role in achieving the goals of the project successfully.

Conclusion- Recently, practitioners focus more on the tools and techniques used in the project management and the competencies of the team. But the human factors in project management remain neglected. This study draws attention to the shortcomings of these elements, which have been overlooked in traditional project management approaches, which are currently being implemented intensively. Drawing attention to these elements through this study, a model is developed which could be beneficial for the academicians as well as professional project managers.

Keywords

Project management, project commitment, project citizenship, learning project organization, successful project management

PROJE YÖNETİMİNDE MAKSİMUM BAŞARI İÇİN ROL DIŞI DAVRANIŞLARA DAYALI BİR MODEL ÖNERİSİ

Abstract

Amaç- Bu çalışma örgütsel bağlılık, örgütsel vatandaşlık ve öğrenen organizasyon karakteristikleri kavramlarını proje organizasyonu bakış açısından inceleyerek; bu kapsamdaki davranış ve karakteristiklerin proje yönetiminde hayat bulması durumunda projenin başarısını nasıl etkileyeceğinin açıklanmasını ve bu sonuçlara dayanarak proje yönetiminde başarıyı maksimize edecek bir model ortaya konulmasını amaçlamaktadır.

Yöntem- Proje yönetimi açısından örtügsel vatandaşlık, öğrenen organizasyonlar ve örgütsel bağlılık kavramları üzerine geniş bir literatur araştırması yapılarak konu ile ilgili doğrudan ilişkili olan araştırmaların sonuçları bir araya getirilmiştir. Son aşamada ise araştırma bulguları sentezlenerek proje yönetiminde başarıyı pozitif etkileyen boyutlar üzerinden bir model önerisi yapılmıştır.

Bulgular- Projelerin hedeflerine başarı ile ulaşmasında, doğru araçları ve teknikleri bilip etkin uygulamanın yanında paydaşların projeye ve proje organizasyonuna olan bağlılıkları, öğrenen organizasyon olabilmesi ve proje vatandaşlığı davranışları gibi insani unsurların varlığının da çok önemli rol oynadığı ortaya çıkmıştır.

Sonuç- Son dönemlerde araç ve teknikler, proje ekibi üyelerinin teknik yetkinlikleri üzerine yoğunlaşılmakta, proje yönetiminde insani unsurlar ikinci planda kalmaktadır. Bu çalışma ile günümüzde yoğun olarak uygulanmakta olan geleneksel proje yönetim yaklaşımların gözardı edilen bu unsurlara ilişkin eksikliklere dikkat çekilmiştir. Geliştirilen model hem hem bu alanda çalışma yapan akademisyenlerin ve hem de profesyonel proje yöneticilerinin istifadesine sunulmuştur.

Keywords

Proje yönetimi, proje bağlılığı, proje vatandaşlığı, öğrenen proje organizasyonu, proje yönetiminde başarı

References

• Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International Journal of Project Management, 17-6, 337-342.
• Autry, C. W., Skinner, L. R., Lamb, C. W. (2008). Intraorganizational citizenship behaviors: an empirical study. Journal of Business Logistics, 29, 53—74.
• Baccarini, D. (1999). The logical framework method for defining project success. Project Management Journal, 30 (4) :25–32
• Barnard, C. (1938). The functions of the executives. Harvard University Press, Boston.
• Baker, B. N., Murphy, D. C., Fisher, D. (1983). Factors affecting project success. Project management handbook. New York: Van Nostrand Reinhold.
• Bakker, R. M. (2010). Taking stock of temporary organizational forms: a systematic review and research agenda. International Journal of Management Reviews 12, 466–486.
• Braun, T., Ferreira, A. I., Sydow, J. (2013). Citizenship behavior and effectiveness in temporary organizations. International Journal of Project Management 31, 862-876.
• Drago, R., Garvey, G. (1998). Incentives for helping on the job: theory and evidence. Journal of Labor Economics, 1 –25.
• Guo, S., Wang, X., Li, M. (2016). Citizenship behaviour and performance in a project management context. Construction Research Congress 2016, ASCE.
• Gülesin, Z., Gürol, Y. (2016). Proje yönetiminde paradigm değişimi: kati yönetim yaklaşımından yumuşak yönetim yaklaşımına geçiş. Yönetim Bilimleri Sempozyumu, İstanbul.
• Gülesin, Z., Can, E. (2015). A theoretical overview on challenges and solutions for global project management. Research Journal of Business and Management 2, 3.
• Güney, S. (2011). Örgütsel davranış. Nobel Dağıtım, pp: 32-33.
• Leblebici, D. N. (2008). Örgüt kuraminda paradigmalar ve metaforlar. Selçuk Üniversitesi İktisadi ve İdari Bilimler Fakültesi Sosyal ve Ekonomik Araştırmalar Dergisi, 8 (15), 245-360.
• Katz, R. (1982). The effects of group longevity on project communication and performance. Administrative Science Quarterly 27, 81–104.
• Keskin, H., Akgün, A., Koçoğlu, İ. (2016). Örgüt teorisi. Nobel Dağıtım, 153-154.
• Kim, K., Watkins, K. E., Lu, Z. L. (2017). The impact of learning organization on performance: focusing on knowledge performance and financial performance. European Journal of Training and Development, 41-2, 177-193.
• Lee, D.-J., Sirgy, M. J., Brown, J. R., Bird, M. M. (2004). Importers’ benevolence toward their foreign export suppliers. Journal of the Academy of Marketing Science, 32, 32—48.
• Lundin, R. A., Söderholm, A. (1995). A theory of the temporary organization. Scandinavian Journal of Management, 11, 437– 455.
• McGill, M. E., Slocum, J. W. (1993). Unlearning the organization. Organizational Dynamics, 22,2, 68-73.
• Meyer, J. P., Paunonen, S. V., Gellatly, I. R., Goff, R. D., Jackson, D. N. (1989). Organizational commitment and job performance: it`s the nature of the commitment that counts. Journal of Applied Psychology, 74 (1): 152–6.
• Mowday, R. T., Porter L. W., Steers, R. M. (1982). Employee organization linkages: the pyschology of commitment, absenteeism and turnover. Academic Press, London.
• Netemeyer, R. G., Maxham, J. G. (2007). Employee versus supervisor ratings of performance in the retail customer service sector differences in predictive validity for customer outcomes. Journal of Retailing, 83, 131 –145.
• O'Brien, K. E., Allen, T. D. (2008). The relative importance of correlates of organizational citizenship behaviour and counterproductive work behaviour using multiple sources of data. Human Performance, 21, 62-88.
• Organ, D., Smith, C. A., Near, P. J. (1983). Organizational citizenship behavior: its nature & antecedents. Journal of Applied Psychology, 68(4):653:663.
• Organ, D. (1988). Organizational citizenship behaviour: the good soldier syndrome. Lexington, MA: Lexington Books.
• Pedler, M., Burgoyne, J., Boydell, T. The learning company: a strategy for sustainable development. McGraw-Hill Book, London.
• Podsakoff, P. M., MacKenzie, S., Paine, J., Bachrach, D. (2000). Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26 (3), 513-563.
• Project Management Institute (PMI). (2013). A guide to the project management body of knowledge- Fifth edition. Newtown Square.
• Pinto, J. K., Prescott, J. E. (1990). Planning and tactical factors in the project implementation process. Journal of Management Studies, 27, 305–327.
• Senge, P. (2016). Beşinci disiplin. Yapı Kredi Yayınları, İstanbul.
• Selznick, P. (1948). Foundations of the theory of organization. American Sociological Review, 13(1), 1948, 38-55.
• Skinner, L. R., Autry, C. W., Lamb, C. W. (2009). Some measures of interorganizational citizenship behaviors: scale development and validation. International Journal of Logistics Management, 20, 228—242.
• Provan, G. K., Sydow, J. (2014). Network citizenship behaviour: toward a behavioral perspective on multi-organizational networks. Academy of Management Annual Meeting Proceedings, DOI: 10.5465/AMBPP.2014.11520abstract.
• Turner, J. R. (1999). The project management profession: knowledge or faith?. PM Network, 13(10, 41.
• Westerveld, E. (2003). The project excellence model: linking success criteria and critical success factors. International Journal of Project Management, 21, 411 -418.
• Zinn, J. (2007). Use soft skills to solve hard challenges. Material Handling Management, 56.