Project Management: Stakeholders in a Cross-Cultural Context - Literature review Example

Project Management Name of the Student: Name of the Instructor: Name of the course: Code of the course: Submission date: Project management Examine the issues facing the project managers in communicating with the project team and project stakeholders in a cross-cultural context. How might the project manager deal with these issues? Introduction It is an apparent fact that the contemporary environment in project management is confronted by extensive dynamics. Under this phenomenon, communication remains an integral and desirable aptitude in the management of project. This fact was revealed by Krahn and Hartment (cited by Henderson, 2008, p.1) who discovered that verbal communication and listening were highly rated by specialists in the top 10 among 50 competencies which were analyzed as being imperative for project managers in their efforts to attain success in the modern environments of different organizations. Additionally, Drinkwater (2013, p. 1) underpinned the fundamental role of project managers in the day to day communications in the course of a project. In this case, a project manager is mandated with the role of engaging in continuous circulation of project information from the external stakeholders to the documentation of the project plan, to the internal stakeholders to project plan. Nonetheless, despite the above cited paramount role of project managers to initiate and engage in communication with the project team and the stakeholders, it is imperative to be cognizant of the fact that these managers are often confronted by diverse issues in the course of communicating with these individuals and collectives, mostly in a cross-cultural context. Against this backdrop, this paper is a profound effort to examine the issues facing the project managers in communicating with the project team and project stakeholders in a cross-cultural context. In addition, it will also explore how the project manager might deal with these issues. Issues facing communication efforts by project managers in cross-cultural context As mentioned in the preceding section, the project managers are often confronted by diverse issues in their efforts to communicate with the project team and the stakeholders in a cross-cultural setting. The following analysis will explore some of these issues. Conflict of priorities According to Sweeney (2013, p. 1), the ability and capacity of the project manager to communicate the strategy for their team, through goal-setting, prioritization and planning is a critical skill for the success of the overall project. This is based on the fact that it enables the members of the team to have a comprehensive understanding of the technical priorities at the lower level as well as larger picture at the higher level. Nonetheless, the differences in terms of priorities between the project manager and the team members as well as the stakeholders are bound to arise in a cross-cultural set-up. This is best optimized whereby the project manager might highly prioritize the aspect of completing the project within the set timeframe in disregard of the financial implications based on his/her background culture of strict adherence to deadlines against the priority of the stakeholders to complete the project within the set budgetary allocations founded on their culture of stringent monetary consideration. In this case, the project manager is bound to be confronted with the challenges of communicating the strategies and plans of completing the project within the set-time frame to the stakeholders who might feel that this is a lower priority when juxtaposed with the financial implications. Thus, this conflict of priorities between the project manager and the stakeholders in this cross cultural set-up might prove to be a major issue inhibiting communication. Mistrust between the project manager, team members and stakeholders This is another issue which might affect the communication efforts by the project manager in a cross-cultural setting. According to Kareem (2010, p. 1), trust is one of the most fundamental traits of a leader based on the fact that teams might to perform to their capacity unless they have utmost trust in the project manager within a given organization. On the other hand, they have to feel trusted which will encourage them to forward different ideas, express their concerns about the project as well as offer suggestions on diverse ways to enhance the work in the course of the project. In this regard, the existence of this mutual trust between the project manager, team members and the stakeholders is integral in facilitating the communication process between all these parties, mostly in a cross-cultural set-up. However, mistrust might culminate in generating detrimental issues in the efforts by the project managers to communicate with both of these parties. This is best exemplified whereby in case the project manager comes from cultural background which uphold family ties and tend to hire family members into the operations of the project in disregard of their level of skills and knowledge, the team members and stakeholders who come from a cultural background which values merit and competence in employees’ recruitment might mistrust the intentions of the project manager in terms of attaining the objectives of the project. In this case, this mistrust might in the long-term impede the efforts by the project managers who might feel that their interests are not being considered as well as the team members who might feel their positions being threatened. This is bound to cause major issues to the communication efforts by the project manager. Non-compatibility of communication styles It is an apparent fact that people from different cultural background often have differences in terms of communication models. This is whereby the top-down model of communication might be highly regarded in some cultures, mostly in autocratic societies while on the other hand, a more informal model of communication might be upheld in some cultures, mostly the democratic ones. In the above case, the movement of a project manager from one culture to the other obliges him/her to adopt the communication style which is prevalent in the ‘host’ culture. Failure to do this, this might culminate in extensive resistance which might go a long way in impeding the communication of the project manager to both the stakeholders and the team members in the project. This fact is supported by Honey (1997, p. 3) who determined that if one rigidly sticks to his/her fixed behavior pattern in disregard of who he/she is dealing with, this is not only inappropriate but also bound to generate some resistance. In this case, individuals moving from one culture to the other need to develop different mixes of behavior aimed at molding a repertoire of behaviors which are suitable for different circumstances and indeed, cultures. In this case, the failure by the project manager to adapt to the communication style in the culture within which he/she is managing the project is bound to generate diabolical issues in the communication process with both the team members and the stakeholders. This is epitomized whereby in case the project manager comes from an autocratic society which values top-down communication and proceeds to exercise this model of communication, the stakeholders and team members in the current culture which values the bottom-up model of communication are bound to feel that their contributions are unappreciated and eventually oppose any communications which come from the project manager. In the above phenomenon, the employees in this project can abandon their role of correcting the incompetency of the project manager which is perceived to be fundamental by Alvesson and Willmott (2003, p. 11) and affect the long-term communication processes. General language barriers It is obvious that the communication process in any given organization usually entails the use of language which is understandable to all the parties involved. Indeed, in the course of discussing matters which are related to the project between the project manager, the team members as well as the stakeholders, there is often an assumption that all the people who are involved in the discussion understand the language and jargons being used which is key to effective communication. This is usually the case even in cross-cultural setting whereby the project manager might assume that all the parties involved in the discussion of project matters are conversant with the specialized jargons being used. This fact is supported by Awiti (2013, p. 1) who cited that in most instances when different specialists from different areas come to the discussion table to deliberate on project related matters, there is often a propensity for each side to make unstated assumptions in regard to the mutual understanding of the specialized jargon being used in the discussion. In most cases, this culminates in either incomplete or at the worst incorrect communication between these parties. This phenomenon can be evident in a cross-cultural set-up whereby in case the project manager comes from a native English speaking culture and moves to a culture where English is a second language, the manager might presume that all the stakeholders and team members have comprehensive understanding of the language and the project jargons used therein. In this case, there is bound to be breakdown in communication whereby the stakeholders and team members might misinterpret the jargons being used by the project manager, and in case they are directed on undertake certain activities, they are prone to do the opposite of what the manager intended. This is not only detrimental to the viability of the larger project but also to the long-term communication between the manager and other parties. Therefore, language barrier can be perceived to be a major issue which can face the project manager while communicating with the project team and project stakeholders in a cross-cultural context. Lack of collaboration The project manager is mandated with the role of expounding on the larger picture of the project’s goals and objectives to the project team and the stakeholders. This is imperative in helping them understand the niche of the project in the overall objectives of either a business unit or the wider organization as well as motivating them towards the attainment of these goals (Sweeney, 2013, p. 1). The importance of this role by the project manager who is the overall leader in the project is supported by Knippenberg and Hogg (2004, p. 11) who cited that the leader ought to motivate the followers towards enthusiastic contribution to the attainment of the goals of the larger group. In a situation whereby the project manager is able to successfully undertake this activity, he/she is bound to forge collaboration between all the parties in the attainment of the stated goals and objectives. Nonetheless, if the project manager is unable to comprehensively explain the larger picture of the project’s goals due to cultural difference factors like language among others, this is bound to inhibit the level of collaboration in the attainment of the goals. This phenomenon results in inefficient communication between the project manager and the team members in the course of implementing different policies because of limited cooperation and coordination. Therefore, lack of collaboration can be viewed as being an issue which can confront the project manager while communicating with the project team and project stakeholders in a cross-cultural context. Dealing with these issues It is an evident fact that a the project manager ought to create unrestricted communicative coexistence where there is identification and dismantling of barriers which distort communication (Alvesson & Willmott, 1996, p. 126). There are various ways in which the project manager can deal with some of the aforementioned issues. Being adaptable to new organizational cultures The project manager ought to use his skills, knowledge and to adapt to the values and norms in the new culture where a particular project is located. In this case, he/she ought to understand and comply with the organizational values and norms in the new culture which is key in molding trust as well as respect from the local project team and stakeholders. In addition, this is key in minimizing the level of resistance which has been alluded to be a key inhibitor of effective communication between the project manager, the stakeholders and the team members. This fact is supported by Morgan (1998, p. 4) who determined that in order to achieve greater effectiveness (even in communication), managers ought to possess excellent skills and experience in the identification and using diverse approaches in the organizational undertaking in management. In this regard, changing one’s cultural rigidity to accommodate new cultural perspectives can be viewed as one approach by project managers to cope with the issue of mistrust and resistance which can impede communication. Motivating the project team This is another approach which the project manager can use in the efforts to forge collaboration with the project team as well as the stakeholders. Diverse scholars like Handy (2007) among others have revealed the success of any organization is embedded on the extent to which the managers best understand the motivation as well as the needs within these organizations. In this case, the undertaking of the project manager to motivate the project team through explaining on the larger picture of the project’s goals and objectives and inviting their input in running the project is key in molding collaboration with all the stakeholders and team members. In addition, the project manager ought to embrace a process approach aimed at surmounting the limitations of the rigid top-down operations (Toner & Franks, 2006, p. 81). This has the overall impact in enhancing communication based on the fact that the project team feels empowered to express their concerns as well as seek clarification on some communicated information which might be unclear. This is thus imperative in dealing with the issue of inadequate collaboration which can impede communication. Creating priorities harmony Project managers who are confronted with the issue of conflicting priorities can employ different mechanism to solve this discord if at all their communication with the project team and the stakeholders is to be effective. In this case, the project manager can employ negotiation, conflict management as well as persuasion skills to solve this disharmony and in turn positively impact on the effectiveness of communication in the long-run. The importance of these skills in among project managers in solving disharmony and cementing common objectives is fortified Gillard (2009, p. 725) who fortified soft skills like conflict management, negotiation and persuasion as higher-order skills among project managers in cross-cultural contexts. Understanding the strengths and limitations of team members In this case, the project manager ought to understand things like the language competency of the stakeholders and the project team. Subsequently, he/she ought to make efforts to use language and specialized jargon which is understandable to both of these parties. This fact is supported by Young (2001, p. 8) who determined that the project manager ought to be cognizant and understand the personalities of the people that he/she must manage. In addition, the project manager ought to understand other people management skills like showing success for individual and collective success. This is founded on recent people skills research which has expressed the necessity of developing a better understanding of what good people management is by the managers (Fisher, 2011, p. 994). Conclusion This review has evidenced that the environment of project management in the contemporary society is highly dynamic and communication remains an integral and desirable propensity in the management of project. The preceding discourse has also revealed there are diverse issues which face project managers in their efforts to effectively communicate with the stakeholders and project team. These include lack of collaboration, conflict of priorities, mistrust, general language barriers and non-compatibility of communication styles. The last part of this review has forwarded various mechanisms which project managers can use to address most of these issues. This is through motivating the project team, creating priorities harmony, being adaptable to new organizational cultures as well as understanding the strengths and limitations of team members. Reflective account I have come to the realization that communication plays a central role in project management. This is most notably the communication between the project manager, the project team and the stakeholders like suppliers among others. In this regard, I have leant that all these parties in the project ought to coexist in a manner which enhances mutual trust, problem-solving and decision making. I have also come to understand that there are various issues which are often posed by ineffectiveness in communication between the project manager, the project team and the stakeholders. Most of these issues are evident in a cross-cultural setting whereby there is diversity in perceptions and ideas in regard to communication and the generic role of communication in molding the project success. I came realize that most of these issues revolve around lack of collaboration, conflict of priorities, mistrust, general language barriers and non-compatibility of communication styles. In this case, the project manager, through the input from other project members and stakeholders ought to work around these issues aimed at fostering effective communication in the entire lifespan of the project. This is against my earlier held perception that the project manager ought to individually forge the communication mechanism and adhere to it with little or no input from other members of this project. Moreover, this is against some misconceptions by different individuals and collectives that the success of a project only lies with the manager. Nonetheless, these assertions has been falsified in the above analysis with increased collaboration between the project manager, stakeholders and project team being viewed as integral not only in the effectiveness of communication but also in the overall achievement of the project goals and objectives. This realization has been informed by learning that a project manager in any given project plays a key role in motivating the co-workers, strongly communicating the goals and objectives of the project or organization, cultivating commitment and collaboration among the project team as well as ensuring that there is harmony of priorities by all the members in a particular project. Additionally, I have also leant that various skills like negotiation, conflict management and persuasion among others which are paramount for the project manager if at all he/she is to achieve the goal of effective communication with the stakeholders and project team. This is mostly applicable in a cross-cultural context where there is diversity of opinions, beliefs and priorities which can detrimentally affect the attainment of the project goals and objectives both in the short and in the long-term. Lastly, I have realized that a project manager requires some specific qualities which are integral in his/her efforts to fulfill the designated mandate. These include technical competence, integrity and empathy among others. Moreover, I have learnt that a project manager is able to lead through diverse mechanisms like motivating and team-building, acquisition of project resources, possessing and inspiring a vision as well as communicating. All these are also important in the eventual success of the project. References Alvesson, M. & Willmott, H., 1996, Making Sense of Management: a critical introduction, Sage, London. Alvesson, M. & Willmott, H., 2003, Studying Management Critically, Sage, London. Awiti, K., 2013, ‘Obstacles to Project Communication’, retrieved 03 April, 2013, < http://www.projectsmart.co.uk/obstacles-to-project-communication.html>. Drinkwater, A., 2013, ‘Communication: The Lifeblood of a Project’, retrieved 03 April, 2013, < http://www.projectsmart.co.uk/communication-the-lifeblood-of-a-project.html>. Fisher, E., 2011, ‘What practitioners consider to be the skills and behaviours of an effective people project manager’, International Journal of Project Management, Vol. 29, No. 8, 994–1002. Gillard, S., 2009, ‘Soft Skills and Technical Expertise of Effective Project Managers’, Issues in Informing Science and Information Technology, Vol. 6, pp. 723-729. Henderson, LS., 2008, ‘The Impact of project managers’ communication competencies: Validation and Extension of a Research model for Virtuality, satisfaction and productivity on project teams’, retrieved 03 April, 2013, < https://docs.google.com/viewer?a=v&q=cache:zvdI2JlYKnoJ:redwoodcarmen.wikispaces.com/file/view/Henderson.Linda.Paper.ED_LS_RS_031208.doc+linda+s+henderson+communications&hl=en&gl=uk&pid=bl&srcid=ADGEESjxWb1v96Hv6ygmTsv_WELWDJynOyrFZy7yfLhKp8hRbygTuKDRZAN9h4_8Ve-zpuZdC8Y31itXuCjY-AYdtALsW5cHKVoxtgrxhPbrLmUOlOJ0z_FL1AizweO330IQNuXPjiqb&sig=AHIEtbSTW_bN4N8dHjt4U7loRxal_dKFzw>. Handy, C., 2007, Understanding Organizations, Penguin Books Limited, London. Honey, P., 1997, Improve your people skills, Institute of Personnel and Development , London. Kareem, 2010, ‘Top 5 Communication skills for project managers and leaders’, retrieved 03 April, 2013, < http://kareemshaker.com/communication/top-5-communication-skills-for-project-managers-and-leaders/>. Knippenberg, DV & Hogg, MA., 2004, Leadership and Power: identity processes in groups and organizations, Sage, London. Morgan, G., 1998, Images of Organization, The Executive Edition, Sage, London. Sweeney, JA., 2013, ‘Top Five Communication Skills for Project Managers’, retrieved 03 April, 2013, < http://www.projectsmart.co.uk/top-five-communication-skills-for-project-managers.html>. Toner, A. & Franks, T., 2006, ‘Putting Livelihoods Thinking Into Practice: Implications For Development Management’, Public Administration and Development, Vol. 26, No. 1, pp. 81-92. Young, TL., 2001, The Handbook of Project Management: a practical guide to effective policies and procedures, Kogan Page, London. Read More