Analysis of Organizational Structure and Project Management

This report evaluates the article "Structural marketing: using organizational structure to achieve marketing objectives" by Lee, Kozlenkova, and Palmatier (2015), focusing on the role of organizational structure in project management. The analysis discusses how organizational structures, as described in the article, influence project teams and the execution of projects. It highlights the importance of organizational structure for innovation, cooperation, and the impact of marketing mix costs. The report compares the findings with other studies, such as those by Hornstein (2015) and Lu et al. (2015), which emphasize the significance of employee involvement and the use of analytical methods in project management. The report concludes that while the article provides insights into organizational structure and marketing, it does not fully address the impact of structural design on project managers during project execution, suggesting a need for further exploration in this area.

Running head: STRUCTURE OF THE ORGANIZATION
STRUCTURE OF THE ORGANIZATION
Name of the Student:
Name of the University:
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Introduction
The project manager serves decisive role in the achievement of a project. The role of
project managers tends to come into play during execution of the project. The article
“Structural marketing: using organizational structure to achieve marketing objectives” by
Lee, Kozlenkova and Palmatier (2015) purposes to synthesize and expand knowledge of
ways in which organizations employ their organizational structural factors to attain marketing
objectives and to deliver novel perspectives of structural marketing. The following paper will
provide evaluation of the article to understand ways in which the structure of organization
mentioned in the article has helped to comprehend role of project teams during execution of
project.
Discussion
Lee, Kozlenkova and Palmatier (2015) by conducting systematic review and thematic
analysis have mentioned that in the preliminary years of the organizational evidence,
organizations comprised of structures with distinct boundaries between units like functional
and multidivisional structures. Through systematic review it has been asserted that various
theories like Contingency, configuration and control theory tend to elucidate the essential
mechanisms of ways in which organizational structure shapes its performance. The article has
mentioned structure as a driver of innovation whereby the implementation of a team structure
enables intra-firm cooperation and ingenuity amongst employees which tends to be
fundamental for obtaining new product and service achievements. Meanwhile, Lee,
Kozlenkova and Palmatier (2015) shed light on the controlling role of organizational
structure on the impacts of marketing mix on pertinent outcomes. However, as compared to
Rezvani et al. (2016), the article fails to focus on impact of organizational structures which
shape the role of project managers and teams during execution of project. Instead it sheds
light on the organizational structures which aligns with internal employees and external

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consumers and claims that it should improve the productivity of marketing mix costs. In
contrast to the article, Hornstein (2015) has mentioned that project accomplishment aligns
greatly with the implications of employees in accepting the inevitable changes which are
supported by organizational structure. Additionally, the study found that organizational
change and structure cannot be isolated from the role of project managers. Similar views
ensure been shared by Lu et al. (2015) claiming that analytic hierarchy method must be used
in order to formulate to facilitate project managers during the execution of the project. Lee,
Kozlenkova and Palmatier (2015) did not discuss the current measures of project complexity
with TO (task and organization) (TO) perspective measurement method in order to offer
novel perspective on project complexity. Although the article mentions ways in which
structures influence the inter-functional or interdepartmental linkages, it did not focus entirely
on project management and its role during the execution of project.
Conclusion
To conclude, while, Lee, Kozlenkova and Palmatier (2015) has underlined the fact
that putting on the hands of executives to form structural design judgements tend to result in
reducing marketing as well as business performance results, it did not focus on the role of
project managers and structural impact on them during project management. Thus, additional
exploration is essential to comprehend the degree of the effect of structural design on project
managers during the execution of project.

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References
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Lee, J. Y., Kozlenkova, I. V., & Palmatier, R. W. (2015). Structural marketing: Using
organizational structure to achieve marketing objectives. Journal of the Academy of
Marketing Science, 43(1), 73-99.
Lu, Y., Luo, L., Wang, H., Le, Y., & Shi, Q. (2015). Measurement model of project
complexity for large-scale projects from task and organization
perspective. International journal of project management, 33(3), 610-622.
Rezvani, A., Chang, A., Wiewiora, A., Ashkanasy, N. M., Jordan, P. J., & Zolin, R. (2016).
Manager emotional intelligence and project success: The mediating role of job
satisfaction and trust. International Journal of Project Management, 34(7), 1112-
1122.