My work setting seems to fit best as a matrix-type of organization. There are functional departments as well as project teams and project managers. However, while there are projects that involve various departments, there are also projects within departments. There are also projects within department sub-groups. Because of this complexity, project managers don’t really have much power per se. It seems that for the most part the functional managers are the ones with most of the power. Within my own department (research), our projects don’t really involve other departments until there is promise of delivering on an Investigational New Drug application; however, the research projects require various groups within research. This is where there have been power struggles because the group in which I have been got subdivided into two different groups and instead of my manager being the sole manager, now he has to deal with the manager of the new group. Since some projects are led by my manager and some by the other manager, the two fight over personnel resources. This is very frustrating for me because they usually have fought over what projects I will be working. Keep in mind that this is a small company and thus there is not much oversight of each department because in theory it should be easier for a department head to manage a small department. I don’t mind the matrix organization, but I would prefer to be in a larger company setting where power roles are more demarcated.