Mohawk Case Study

1) In a traditional organization of Mohawk National Bank, there is no communication and cooperation between departments because of no project manager. However, in a matrix organization, equilibrium of departments changes in time and the roles of some managers increases but rest of them become more insignificant in their roles. This changing cause fear of change to a new career field, not motivating in time, desire of taking back time and etc. Managers, who organize the new structure, motivate to all employees for new organization because people hate change and provide with good communication channels between the functional departments.

2) The major reason is the functional employees. Many of them have been in Mohawk Bank between 20 and 30 years. For this reason they will resist to change and fight the project all the time. They won’t accept the new system until they see it works, so the biggest challenge is to convince the functional team members that the system will work.

3) We don’t think so, because Mohawk National Bank needs participation of several departments. Only the first group’s participation is not enough to drive the project to success so multiple departments should be integrated into the project and they also have their own priorities.

4) It is useful to try new positions in the direction of the project. Here by they can decide that if the new position is suitable for them and for the project. In the other case, if they don’t approve of the position they can go back to their old position.

5) Project management can be forced upon an organization until employees stop resisting to change. In the beginning of system changes, project management may be forces because of noncooperation of employees. The people hate change.

6) The bank is rarely able to understand project management since bank employees who might be suitable to staff the project management functions.

7) We start out with temporary project management...