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- Title
Projektinės veiklos planavimas ir valdymas kultūros organizacijose.
- Authors
Kuizinienė, Ieva
- Abstract
The article analyses the peculiarities of project based activity; the strategic element of its organization, its relation to the structure of organization, resources and the preparation of employees for the organization and realization of projects. Attention is drawn to the complexity of the changes that are necessary for project based activity. The author maintains that during the previous decade, cultural organizations made themselves masters of the management of individual "enclosed" projects and did not give enough attention to the development of a strategy for project based activity. For this reason, the entirety of projects carried out by organizations failed to match their foreseen strategic aims and did not create the desirable surplus value, neither in the quality of the organization's activity, nor in the appeasement of the demands of the projects target groups. Attention is drawn to the aspects of the organization of projects that are important to the heads of the companies and leaders of the projects and teams. Mistakes within the strategic planning of the activity are discussed, as are the differences in management between a single project and "a program of projects". The author points out that there is no single recipe for how to "rightly" implement a project, because in both their nature and their purpose they can be different. The management of a project, its sponsorship and its relation to both the structure and the resources of an organization depend on what kind of aims determine an organization's use of the methods of project work. Comprehending the reasons why in some projects there are more problems and in the others there are less makes it easier to overcome the difficulties and to make use of advantages. The article analyses projects of different types, utilizing the classification of projects proposed by W. Briner according to which projects are divided into three groups: concrete, open and incidental projects, - following these criterions, the result, structure of a project, level of its formality and its requirement of know how is pursued. After discussing project based activity in its entirity and the peculiarities of the projects of different types, the article analyses further the separate segments of an organization and their interplay with projects. Emphasis is placed on the contention that organizations wanting to create beneficial conditions for project based activity must first transform themselves from traditional classic structures into organic ones that are team based. Furthermore, they have to aim for the elimination of barriers between the different subdivisions of their organization and create a working environment that is grounded on team work and based on reciprocity and collaboration. Alongside the organizational structure, the series of factors that determine the success of project based activity is analyzed, with the latter divided into visible and invisible factors. Commission, resources and in part information are classed together as the most important visible factors. The culture of organization and the nonvisible nature of the project's team are classed as invisible factors.…
- Subjects
ORGANIZATIONAL behavior; ORGANIZATIONAL structure; STRATEGIC planning; BUSINESS planning; ORGANIZATION charts; CULTURAL &; arts development support program administration; CULTURAL boundaries; CULTURAL capital
- Publication
Acta Academiae Artium Vilnensis, 2008, Issue 50, p205
- ISSN
1392-0316
- Publication type
Article