Mostly, the Project Manager has the responsibility but has no authority in project management. As a result, The PM needs great support from his/her Manager to push his or her work. However, as the PM, sometimes, needs to manage the team members from different departments, the PM sometimes give GM the impression that he or she has tendency to replace the GM, this phenomenon is particularly obvious for the PM in Engineering in the mini. size Matrix Organization. In this situation, the GM with rich experience will understand that this is the PM’s duty and will support PM strongly with very open mind. Yet, it would be only the marige for the PM to get this kind of unbelievable support if the GM is not tolerant enough, or maybe he is oversensitive. Even worse, if the GM is a rookie to the organization, possibly the PM can be the one for the GM to punish as a warning to other Managers.
项目经理，往往是有实责无实权的。项目经理也往往需要得到总经理最有力的支持才能推动工作，但是由于项目经理在项目中需要管理来自不同部门的团队成员，尤其是在小公司强矩阵型组织中的工程技术项目部门的经理，经常会给总经理造成项目经理要抢班夺权的感觉，这时有经验的总经理能够看到项目经理的职责所在及其工作所需，能够足够宽容并给项目经理有力的支持，但是，如果遇到不够宽容，多疑或者在公司资历比项目经理资历浅的总经理.这样始终如一的支持对于项目经理来说便如盘旋在空中的龙,只能想像到但却看不到摸不着，更有甚者，如遇一个空降的新总经理，而强矩阵型组织中的项目经理往往会成为新任总经理杀鸡儆猴的首选对象。
I almost was the one who was centesimated by the new GM in 2008. The new GM came to work in July and he beat me down to the hell right away when he arrived at office. He said the new plant project I handled was rubbish and he stopped my other project regarding the new facility without having the replacement, it directly resulted that I could not get the rest of work done for the new building according to my initiated plan. Although the new plant was using and is using now, however, it is definitely not a nice place to work.
新任总经理是在7月上任的，刚到的第一天就给笔者一个下马威，将笔者