Instructions Please Read The Following Case Study Article An

Instructions Pleasereadthe Following Case Studyarticleandanswer theq

Read the case study article below and answer the following questions: Why do some executives refuse to function as project sponsors? Can an executive be “forced” to function as a sponsor? Is it appropriate for the sponsor to be the ultimate person responsible for the success or failure of the project?

Paper For Above instruction

The case study presents the complexities and challenges faced by executives assuming the role of project sponsors, emphasizing the psychological and organizational barriers that can inhibit their active participation. Executive reluctance to serve as project sponsors often stems from fear of accountability, risk aversion, and a desire to avoid the repercussions of project failure. For instance, senior leaders who micromanage may find it difficult to delegate authority, fearing loss of control and responsibility. Conversely, those who fear making bad decisions, concerned about potential damage to their reputation or career, may prefer to remain passive or “invisible” sponsors, as illustrated in the case of Al Zink.

Additionally, organizational culture and personal confidence significantly influence an executive’s willingness to embrace the sponsorship role. When leaders lack project management experience or perceive the role as overly burdensome, they may choose to withdraw from decision-making, thus avoiding accountability. The case exemplifies this with Al Zink, who, despite being appointed, hesitated and procrastinated, fearing that approval of the project schedule could make him liable for its outcome. This illustrates that while organizations can assign roles, the internal motivation and perceived risks heavily determine whether an executive will actively participate or remain passive in the sponsorship role.

Regarding whether an executive can be “forced” into the role, organizational pressure, authoritative directives, or urgent project needs can compel involvement. In the case study, the president’s insistence and the threat of potential project delays motivated Al Zink to finally sign off on the schedule, illustrating that external pressures and explicit communication can influence executive behavior. However, such coercion may not lead to genuine engagement or effective sponsorship; it can result in superficial compliance rather than active participation.

Finally, assigning the sponsor as the ultimate person responsible for project success is a common practice but raises ethical and practical concerns. While accountability is essential, true project success depends on collaborative efforts among project team members, managers, and stakeholders. Holdingly, CEOs and sponsors should foster a culture of shared responsibility, ensuring the sponsor’s role supports guidance and oversight rather than sole blame for failures or sole credit for successes. In conclusion, effective sponsorship requires motivation, understanding, and organizational support, rather than coercion or mere assignment of authority.

References

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