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This research has the character of a transversal study with the aim of analyzing and determining the correlations of the latent dimensions of respondents who perform the functions of functional managers in sports associations from the area of the West Herzegovina County. As mid-level managers in sports organizations, they represent the link between top and operational management and as such perform perhaps the most sensitive part of the work within the organizations. The results of this research showed that 12 isolated factors were extracted using the method of principal components for functional managers, which exhaust 84.3% of the common valid variance. Orthogonal projections of vectors of manifest variables onto vectors of latent dimensions are presented in the structure matrix. Analyzing the structure of the variables, we see that twelve isolated factors were singled out, each of which in its own way explains and hypothetically covers certain areas that are interesting for this research. It can be seen that all twelve isolated factors are dominated by variables and answers that hypothetically cover the work space and mid-level management competencies, and that the main focus of the respondents is on the competencies of functional managers, i.e. the mid-level management of the organization they belong to. In some isolated factors, one can also notice a focus on top management jobs, which is to some extent expected considering the job description of respondents who are part of functional management. [ABSTRACT FROM AUTHOR]

Since its inception four decades ago, there has been widespread adoption of the matrix organisational design, particularly in project-based organisations. However, several challenges remain, one of which is related to the ambiguity of authority as a result of the dual command structure. This study examines the perceptions of the types of power and influence mechanisms used by the functional manager and the project manager to influence project personnel, and the effect of these mechanisms on attitudinal outcomes. The research used a two-phase design. The first qualitative phase validated the constructs of power and influence. In Phase 2, quantitative data was obtained from 22 functional managers, 28 project managers and 92 project personnel in South Africa, Italy and Canada from one large project execution technology company. There appears to be a large perceptual gap between project managers, functional managers and project personnel. Managers perceive themselves to be using aspirational and personal influence mechanisms, whereas project personnel perceive the managers to be using positional, punitive mechanisms. Relationships were observed between the perceived type of influence being used by the managers and the project personnel's satisfaction with their manager, overall job satisfaction, their performance and level of engagement. Functional and project managers are associated with very different attitudinal outcomes among project team members. [ABSTRACT FROM AUTHOR]