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Moss and McAdams Accounting Firm by Erik W. Larson & Clifford F. Gray

ANEENA SHEELA NATH

Student ID: 229518100
Algoma University
Brampton Campus

Course/Section: Introduction to Project Management

Professor’s Name: Ravi Sharma
June 24, 2023
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Founded in the early 1900s, Moss and McAdams Accounting Firm (M&M) has grown to employ

160 people. It has six different offices in the states of Minnesota and Wisconsin. Green Bay,

Wisconsin was home to its headquarters. They specialised in auditing businesses and preparing

tax returns. But they've been in the consulting industry for the previous two years, and they

expect it to account for around 40% of their growth over the next five.

The case study says Bruce Palmer headed Johnsonville Trucks' audit. He liked his five

accountants, but Zeke Olds stood out. Olds was noted for his advanced financial information

system understanding and creative problem-solving. M&M has been expanding its consultancy

business for two years. For ad hoc consulting, Ken Crosby was recruited. The firm benefited

from Crosby's Special Field Metals deal. Crosby persisted in adding Zeke Olds to his team, even

though Olds was already working under Bruce Palmer for the Johnsonville audit. Given the

Springfield Project's importance to the firm, Sands thought Olds should work in both auditing

and consulting. Too many duties caused Olds to miss his audit job. He became preoccupied with

the Springfield Project due to stress and pressure, which annoyed Bruce. Bruce attempted to

discuss the issue with Crosby, but he was ignored.

1. If you were Palmer at the end of the case, how would you respond?

At first, I would be devastated if one of my top employees at Johnsonville Trucks decided to go

to the consulting division. I'm concerned about the results of this decision now. Also, Sands has

to guarantee that I'll be paired with a competent successor for Olds to complete the auditing

work. In order to better grasp the nature of the issue and the reasons for the project plan's failure,

I will ask Sands to arrange a meeting with Olds and Crosby. It's possible that Old's productivity

will drop now that he's working on many projects at once rather than just one. If Sands had taken
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the time to examine and evaluate her staff, she might have properly deployed them as needed to

meet the demands of the project and increase output.

2. What, if anything, could Palmer have done to avoid losing Olds?

The following are some of the things Bruce Palmer might have done to keep Olds on the squad

and prevent losing him. Zeke Olds's time management must be discussed at a prearranged time

and place in the presence of Ruby Sands and Ken Crosby. Whether it's just one day a week or a

certain amount of time, his whole attention is always on the task at hand. As soon as a problem is

discovered, HR should be notified so that remedial action can be taken. In addition, if the weekly

goals aren't being met, let HR know so they can find someone to help Zeke go back and forth

between the two projects so that he can focus on one at a time. The fact that Palmer is not willing

to share Zeke Olds may have been stated more firmly. Because of the value Palmer places on

Zeke's experience and skill set, the latter deserves more attention from his boss and a higher level

of reward for meeting weekly goals if Palmer wants Zeke to devote his full attention to the

project. Given his value to the team, it's important to treat Old with more respect and attentively

address his concerns, thoughts, and proposals. Palmer should have prioritised his work and made

no concessions to finish the audits on schedule. Just as Crosby took his staff out for lunch and

golf games to keep the team spirit in control, so too can Palmer become more relationship-

oriented with his team to ensure the project is finished at a better pace via improved work.

3. What advantages and disadvantages of a matrix type organization are apparent from this

case?
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Efficiency: Cross-project and intra-functional resource sharing are allowed. People may divide

their efforts between multiple things depending on the situation. This reduces projectized

framework redundancy.

Dedication to the task: A project manager who organises and combines the efforts of many units

keeps the project on track. A merely functional structure lacks a complete issue resolution

method.

Smooth migration after project completion: After project completion, professionals stay in touch

with their functional group and have a familiar place to settle.

Flexibility: Matrix topologies make firm assets and workers more flexible. Project managers

sometimes supervise functional unit staff. The functional manager controls all other

contributions.

It's true that having numerous superiors in a matrix organisation is a significant divergence from

the usual chain of command. Putting up a matrix structure also takes time. Many of the following

issues can be attributed to the fact that the matrix system is still developing; experts estimate that

it will take three to five years for the system to reach full maturity.

Discordant dispute: The hierarchy technique pits functional managers against project managers

with critical expertise and perspectives. Complex technical issues and project demands need

tension. Pandora's box may open despite good intentions. Disagreements about agendas and

duties might arise. Worthy discussions might escalate into managerial animosity.

Internal Fight: Sharing equipment, assets, and employees across projects and functional activities

creates rivalry for finite resources. Project managers, who care about their project, may fight.
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Full of stress: Command unity is not followed. Project managers and functional heads supervise

those involved in the project. Matrix work is tough. Imagine dealing with three bosses who give

you contradicting orders.

Pace of work: Project managers should speed up completion. However, negotiating between

functional groups may slow decision-making.

4. What could the management at M&M do to manage situations more effectively like this?

To begin, schedule in days rather than hours. Team members are less likely to beg for more time

or be late to meetings if they have designated workdays. The administration should have asked

for updates from the participants. When Peter's project's delay became clear, it was time to have

the conversation. Last but not least, Sands may have taken a different tack with Peter. Sands

would have been wise to inquire as to Olds' desire and Palmer's and his feelings over Olds'

assignment to a single project. Management at M&M might do a better job in this situation by

getting more involved with procedures and policies.

We saw how M&M's Metrix structure placed the future of the firm at risk when a single

employee was split between two projects and two supervisors. Therefore, we suggest that a

strategy for managing projects and programmes be implemented, with an emphasis on

establishing channels of communication. If M&M management had done this, they would have

had frequent project progress reports and team meetings, which would have made it easier to

satisfy the requirements of the consultant and accounting services. With consistent interaction

and team participation, management may help project managers focus on goals, maintain clear

communications, and create a secure atmosphere that fosters trust and improved project

outcomes.
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References:

 Kumar, S. (2014). CASE STUDY: Mosses and McAdams accounting

Firm. Jntuh. https://www.academia.edu/6797282/CASE_STUDY_Mosses_and_McAdam
s_accounting_Firm
 Moss and McAdams accounting firm- a case study on job enlargement.
(n.d.). https://www.slideshare.net/Vickysoni11/moss-and-mcadams-accounting-firm-a-
case-study-on-job-enlargement
 Chapter 3 Case: Moss and McAdams Accounting Firm - Jane Doe CIS 4620 Chapter 3
February 5 2014 1. If I were Palmer at the end of the case I would try | Course Hero.
(2014, May 13). https://www.coursehero.com/u/file/9373161/Chapter-3-Case-Moss-and-
McAdams-Accounting-Firm
 Gray, C. F., & Larson, E. W. (2020). Project Management: The Managerial Process.
McGraw-Hill Education.