Abstracts: July 17th, 2000

Peled ALeadership & Organization Development Journal, (UK), 2000 Vol 21 No 1. Start page: 20. No of pages: 10

Against the background of highly publicized failures in public sector information technology projects, asks why the leaders of some public management information systems do better than others in projects that share similar technological and organizational conditions. Compares two case studies: the first a successful land registry database project for the Israeli Ministry of Justice; the second an unsuccessful traffic control project for the Israeli Ministry of Transportation. Reviews the literature on project leadership and identifies the ability to deal effectively with organizational politics as being a key to success. Examines the leadership of the two case study projects, identifying the technological and organizational problems that had to be dealt with. Underlines that the main difference between the two projects lay in the ability of the leaders to recognize and defuse opposition to the projects from within the organizations. Discusses how leaders can improve their political skills.

Subject(s): ORGANIZATIONAL POLITICS, PROJECT MANAGEMENT, LEADERSHIP,
MANAGEMENT DEVELOPMENT, PUBLIC SECTOR, ISRAEL
Style: Theoretical with application in practice, Case study
ISSN: 0143-7739. Reference: 29AJ363

Reproduced by permission of Anbar Management Intelligence

http://www.anbar.co.uk/management/home.htm