"The single most important characteristic of the project environment is conflict. In fact, many companies avoid changeover to a project management organizational structure because of fear or the inability to manage resulting conflicts (Kerzner, 1992). This study is an attempt to identify the unique characteristics of project management teams that tend to provoke conflict, and the best practices to maintain healthy levels of conflict without allowing either artificial suppression or uncontrolled proliferation. There are many sources of conflict in project teams. Some of these factors are greater interdependencies of diverse specialists, tighter budget tolerances, accelerated schedules, information overload, and incompatible personality characteristics of team members. An attempt has been made to establish a relationship between the roles of these factors and the suitability of a particular conflict resolution approach at different stages of the project life cycle"--Abstract, page iii.
Raper, Stephen A.
Engineering Management and Systems Engineering
M.S. in Engineering Management
University of Missouri--Rolla
viii, 103 pages
© 2005 Parul Khaneja, All rights reserved.
Thesis - Restricted Access
Library of Congress Subject Headings
Conflict management -- Methodology
Teams in the workplace -- Management
Print OCLC #
Electronic OCLC #
Link to Catalog RecordElectronic access to the full-text of this document is restricted to Missouri S&T users. Otherwise, request this publication directly from Missouri S&T Library or contact your local library. http://laurel.lso.missouri.edu/record=b5448516~S5
Khaneja, Parul, "Conflict resolution in project management teams" (2005). Masters Theses. 5809.