PRO4801
ASSIGNMENT 2
DUE DATE: MAY 2026
, PRO4801 ASSIGNMENT 2 2026
DUE MAY 2026
Question 2.1
Projects go through many uncertainties. Therefore, projects must be able to
adjust. Traditional organisations are ineffective in the face of rapid change. In
contrast, project organisations should be organic.
(i) Explain what " organic" means.
(ii) Distinguish how the several kinds of integrators can enhance
interaction,coordination, and mutual adjustments.
In project management, an "organic" organisation is one that is flexible, adaptable, and
collaborative, built to thrive in uncertain and rapidly changing environments. Unlike
traditional mechanistic structures, which rely on rigid hierarchies, rules, and vertical
communication, an organic project organisation emphasises horizontal relationships
and decentralised decision-making (Nicholas & Steyn 2017, 509).
A key feature of organic structures is their "horizontality," where people from different
functions and levels interact directly to solve problems, bypassing the formal chain of
command. This is achieved through two main properties:
subunits are differentiated to suit the unique requirements of the project and its
environment, and
these subunits are integrated using horizontal relations rather than top-down control.
Organic organisations prioritise direct communication and mutual adjustment over
standardised rules. This allows the project team to react quickly to new information,
unforeseen obstacles, or shifting customer needs without waiting for authorisation
ASSIGNMENT 2
DUE DATE: MAY 2026
, PRO4801 ASSIGNMENT 2 2026
DUE MAY 2026
Question 2.1
Projects go through many uncertainties. Therefore, projects must be able to
adjust. Traditional organisations are ineffective in the face of rapid change. In
contrast, project organisations should be organic.
(i) Explain what " organic" means.
(ii) Distinguish how the several kinds of integrators can enhance
interaction,coordination, and mutual adjustments.
In project management, an "organic" organisation is one that is flexible, adaptable, and
collaborative, built to thrive in uncertain and rapidly changing environments. Unlike
traditional mechanistic structures, which rely on rigid hierarchies, rules, and vertical
communication, an organic project organisation emphasises horizontal relationships
and decentralised decision-making (Nicholas & Steyn 2017, 509).
A key feature of organic structures is their "horizontality," where people from different
functions and levels interact directly to solve problems, bypassing the formal chain of
command. This is achieved through two main properties:
subunits are differentiated to suit the unique requirements of the project and its
environment, and
these subunits are integrated using horizontal relations rather than top-down control.
Organic organisations prioritise direct communication and mutual adjustment over
standardised rules. This allows the project team to react quickly to new information,
unforeseen obstacles, or shifting customer needs without waiting for authorisation
