Masters Theses
Abstract
"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.
Advisor(s)
Spurlock, David
Committee Member(s)
Raper, Stephen A.
Luechtefeld, Ray
Department(s)
Engineering Management and Systems Engineering
Degree Name
M.S. in Engineering Management
Publisher
University of Missouri--Rolla
Publication Date
Spring 2005
Pagination
viii, 103 pages
Note about bibliography
Includes bibliographical references (pages 100-102).
Rights
© 2005 Parul Khaneja, All rights reserved.
Document Type
Thesis - Restricted Access
File Type
text
Language
English
Subject Headings
Conflict management -- MethodologyTeams in the workplace -- Management
Thesis Number
T 8789
Print OCLC #
62678157
Electronic OCLC #
905854983
Recommended Citation
Khaneja, Parul, "Conflict resolution in project management teams" (2005). Masters Theses. 5809.
https://scholarsmine.mst.edu/masters_theses/5809
Share My Thesis If you are the author of this work and would like to grant permission to make it openly accessible to all, please click the button above.
