A Summary of Major Research Findings Regarding the Human Element in Project Management

Baker, Bruce N.; Wilemon, David

doi:10.1109/emr.1981.4306912

Cited by 2 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Following the traditional treatment of organizational conflict, they have examined the styles of confrontation, forcing, compromise, smoothing, and withdrawal (Blake and Mouton, 1964;Lawrence and Lorsch, 1967;Rahim, 1983;Ruble and Thomas, 1976;Thomas, 1976). Forcing and withdrawal were found to be associated with increased conflict intensity whereas compromise and smoothing were associated with reduced conflict intensity (Thamhain and Wilemon, 1974).…”

Section: Introductionmentioning

confidence: 99%

“…Recently, attention has shifted to human behaviour issues such as the role of the project manager in establishing a team spirit and team goals. Also stressed is the need for competent management of conflict (Baker and Wilemon, 1977;O'Brien, 1977). In a study of the Apollo Space Programme, diversity among experts, unspecified objectives, ambiguous roles, lack of agreement on top management goals, and low project manager authority all induced conflict (Wilemon, 197 1).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION^[1]

Barker

Tjosvold

Andrews

1988

J Management Studies

132

View full text Add to dashboard Cite

The conflict approaches used by project managers in a matrix organization were described by 135 project team engineers. In project teams where the managers used a combination of co-operative and confirming approaches to conflict, conflicts were judged to have a constructive impact and management was judged to be effective. Conflicts were seen as counterproductive and management was seen as ineffective when the project manager relied upon a combination of competitive and avoiding approaches to conflict. These results provided field data support for a theory of conflict management which has been tested and refined through extensive laboratory research.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION^[1]

Barker

Tjosvold

Andrews

1988

J Management Studies

132

View full text Add to dashboard Cite

show abstract

Communicating

Kezsbom

1983

IEEE Commun. Mag.

View full text Add to dashboard Cite

A Summary of Major Research Findings Regarding the Human Element in Project Management

Cited by 2 publications

References 0 publications

CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION^[1]

CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION^[1]

Communicating

Contact Info

Product

Resources

About

A Summary of Major Research Findings Regarding the Human Element in Project Management

Cited by 2 publications

References 0 publications

CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION[1]

CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION[1]

Communicating

Contact Info

Product

Resources

About

CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION^[1]

CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION^[1]