ABSTRACT
The project manager must provide a different type of management by exercising his authority and communications with his staff in such a way that the project staff receives the appropriate messages at the right time. Senior management must define the levels of authority to be delegated to the project manager and to the functional managers. A balance of power between functional managers and project managers must be maintained by corporate senior management who will have determined the respective areas of authority to be delegated to the project manager and the functional managers. Depending upon the project manager's own managerial skills, much power can come from ''perceived" authority. The experienced project manager will make use of four resources in expanding his perceived authority such as his personal power, his persuasive influence, his style of leadership, and his ability to confer status.
