【正文】 ding debt service costs, andthereby eliminate the risks of cost escalation to rate payers, stockholders and the utility panymanagement. Leadership and Motivation for the Project Team The project manager, in the broadest sense of the term, is the most important person for thesuccess or failure of a project. The project manager is responsible for planning, anizing andcontrolling the project. In turn, the project manager receives authority from the management ofthe anization to mobilize the necessary resources to plete a project. The project manager must be able to exert interpersonal influence in order to lead the projectteam. The project manager often gains the support of his/her team through a bination of thefollowing: ● Formal authority resulting from an official capacity which is empowered to issue orders. ● Reward and/or penalty power resulting from his/her capacity to dispense directly or indirectly valued anization rewards or penalties. ● Expert power when the project manager is perceived as possessing special knowledge or expertise for the job. ● Attractive power because the project manager has a personality or other characteristics to convince others. In a matrix anization, the members of the functional departments may be accustomed to asingle reporting line in a hierarchical structure, but the project manager coordinates the activitiesof the team members drawn from functional departments. The functional structure within thematrix anization is responsible for priorities, coordination, administration and final decisions. pertaining to project implementation. Thus, there are potential conflicts between functionaldivisions and project teams. T he project manager must be given the responsibility and authorityto resolve various conflicts such that the established project policy and quality standards will notbe jeopardized. When contending issues of a more fundamental nature are developed, they mustbe brought to the attention of a high level in the management and be resolved expeditiously. In general, the project manager’s authority must be clearly documented as well as defined,particularly in a matrix anization where the functional division managers often retain certainauthority over the personnel temporarily assigned to a project. The following principles should beobserved: ● The interface between the project manager and the functional division managers should be kept as simple as possible. ● The project manager must gain control over those elements of the project which may overlap with functional division managers. ● The project manager should encourage problem solving rather than role playing of team members drawn from various functional divisions. Questions 1. What are the most typical ways to depose a project into stages? 2. How many issues are involved in anization for project management? What are they? 3. Say about the two basic approaches to anization for project management. How these basic approaches are divided? 4. What’s the matrix anization for the management of construction projects? 5. What’s the projectoriented anization for the management of construction projects? 6. Summarize the anizational features that are characteristics of megaprojects. 7. Why is it important to recognize the changing nature of the anizational structure as a project is carried out in various stages? 8. What anization is used in managing the ownerbuilder project? 9. The project manager is the most important person for the success or failure of a project, why? 10. How does the project manager gain the support of his/her team?