CONTENTSIntroduction1.0 Sources of Conflict in Project Management2.0 Ranking of the Potential Sources of Conflict Management in PM2.1: Based on Project Management Phase2.2 Based on Gender Orientation 3.0 Dispute Resolution in Project Management4.0 Preferred Conflict Resolution Approaches by the Project Managers5.0 Frequencies at Which the PM’s Use the Conflict Resolution Approaches6.0 Conclusion7.0 RecommendationsAbstractIn project management, project managers ought to possess interpersonal skills irrespective of their gender orientation. These skills enable the managers to effectively handle conflicts within the project team members. Conflict within the project members and stakeholders has the potential to derail the achievement of the project objectives by utilising the identified resources.
However, project managers can either adopt the feminine or masculine approach towards conflict resolution. Managerial scientists have identified a difference in both approaches whereby the feminine approach is based on dialogue compared to the masculine approach. The scope of this study is limited to identifying whether the gender orientation of the project manager has a role to play in conflict resolution. Towards this end, two interviewees; a male and female project manager were selected and their responses were matched with conflict resolution theories to draw conclusions on the subject matter.
It is worth noting that, from the gathered information, the approaches are open to either project manager irrespective of their gender orientation. That is, a male project manager can adopt a feminine approach towards conflict resolution and vice versa. IntroductionDefined as the process of controlling, co-ordinating and evaluation multiple tasks directed towards the achievement of a common objective, project management requires the project manager to posses interpersonal skills. These skills enable the manager resolve internal issues such as conflicts that are bound to rise and jeopardise the completion of the project.
This paper seeks to discuss underlying issues in conflict management by analysing information gathered from interviews conducted on knowledgeable and experienced project managers. Relevant theories will be incorporated towards evaluating the responses to the interview question in a bid to enhance understanding on conflict resolution in project management. 1.0 Sources of Conflict in Project ManagementProject management involves the coordination and implementation of the various tasks on the basis of a pre-determined time schedule and available resources.
Binder (2007, p35) defines conflict as a situation where there are multiple responses to a single event. Causes of conflicts within projects arise from differences in values, attitudes, expectations, beliefs and perceptions among the project members. With the primary responsibility of conflict resolution, Ms. Fiona highlighted five major project elements that give rise to project conflict that include: -Scheduling ConflictThis conflict arises from a mismatch in the tasks highlighted for the completion of the project and the provided time frame. As a project manager, developing a schedule that allocates timeframes to the pre-identified tasks and activities is quite a tedious task with the capacity to impact on the project success (Kerzner 2009, p47).
Conflicts are bound to arise where some important project tasks and activities were skipped hence resulting into the inclusion of impromptu tasks within the already outlined project schedule.