Project Management

Project
Subject: - Project Management
Topic: - Culture and Conflict Management
Submitted To : -Ma’am Mariam

Submitterd BY :-
Name Roll NO
Mian Hamza Amin 16390920-087
Hamza Tanver 16390920-081
Haider Ali khan 16390920-051
Usman 16390920-072

PROJECT NAM

Project Manage

Project Client:

Project Type:

Project Overvie

It is natural to ha
constructive wh
conflicts, create

Describe the Pr

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Project Management

Goal:
Client Satisfaction
Describe the Project Objective

Understand different culture conflict

Describe the Project Duration in Month

Duration:
One Month
Describe the Project Equipment and Material

Equipment:
Laptop
Martial:
All the relative material gets from internet
Describe the Project Labor

Labor:
No additional Labor needs
Project team member enough to complete the activity

PHASE 1

Project Life Cycle

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DEFINING
Goal:
The purpose/ Aim/ Objective of this research working is to understand the conflict
and culture effect to project.
Specification:
The need to complete the project within one month with achieving its goal
effectively.
Task:
Project manager and Team member work together to manage every activity of
project.

Team Member Name Task

Hamza Tanver Select, Read, and Rewrite the literature
of article
Haider Ali Khan Research Article on Google
Usman printing
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Responsibility:
All the Project team member and manager are responsible to submit project work
within due date.

PHASE 2
PLANNING

Schedulling:
PERT has been primarily used for research and development projects. So for such
type of research project PERT technique will be used.
o Optimistic time (a) – It is the shortest time in which the activity can be
completed.
o Most likely time (m) – It is the probable time required to perform the
activity.
o Pessimistic time (b) – It is the longest estimated time required to perform an
activity.
o Expected time
te= a + 4m +b
6

Activity Predecessor Time Estimates

Opt. Normal Pess.
A --- 2 3 4
B --- 2 3 4
C A 3 4 5
D B,C 3 4 5
E D 4 5 6
F E 4 5 6

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te= a + 4m +b
6

A = 2 + 4(3) +4 = 18 = 3 B = 2 + 4(3) +4 = 18 = 3
6 6 6 6

C = 3 + 4(4) +5 = 24 = 4 D = 3 + 4(4) +5 = 24 = 4
6 6 6 6

E= 4 + 4(5) +6 = 30 = 5 F= 4 + 4(5) +6 = 30 = 5
6 6 6 6

  3 4 7
C 16 5 21

3 0 7 F

16 0 21

Time Estimates
Activity Predecessor
Opt. Normal Pess. Expected Time
A --- 2 3 4 3
B --- 2 3 4 3
C A 3 4 5 4
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D B,C 3 4 5 4
E D 4 5 6 5
F E 4 5 6 5

Budgeting:
The actual process of building a budget tends to be a straightforward but tedious
process
Each work element in the action plan or WBS is evaluated for its resource
requirements, and then the cost
Direct costs for resources and machinery are charged directly to the project. Labor
is usually subject to overhead charges. Material resources and machinery may or
may not be subject to overhead.

Activities Cost
Prints 100 – 150 (Direct)
Binding 30 -50 (Direct)
Travel and Laptop Expenes (Indirect)

There will be Printing and binding cost charge directly and other expense like
Travel and Laptop usage expense are indirectly charged.

Resource:
All the resource of project research material gets from internet.

Risk:
Risk may be that the project team member stop the project due to conflict arise
while carrying the project activities. Lack of coordination between team due to
person satisfaction and issues hidden agendas etc.
Staffing:
There is no need of any additional staff for the project the team member are
enough to perform the project. Because they are willing to perform all there assign
duties.
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EXECUTING
Status Report:
Firstly we have search the article related to this topic.
And secondly we have started work together. Initially we have proceed many
problem to complete this project. Because all members are different cultures and
conflicts. But with passage of time we resolve the internal issue and it is easier all
of us.
Change:
The project client Ma’am Mariam do not want any change in the project so we do
not need to rewrite the project to satisfy the client.
Quality:
The type of this project is research and development so the team member work
hard to collect the effective date from the internet. To complete the project and
achieve the goal.
Forecasts:
If we have different culture people its affect the project and its may be fail in future
because conflict arise between team member.
DELIVERING
Train customer:
The project type is research and development so there was no need to train the
customer because there is nothing to train.
Transfers Document:
we collect all the data and finally transfer the document to the Ma’am Mariam.

Release resource and staff:

We do not hire any staff additionally from outside to complete the project. and all
the resource are gets from the internet. The project team member is enough to
complete the activities. after achieving the goal all the team member is released
from the project.
Lessons Learned:
Due to globalization, migration and technological developments such as the
internet and social media, we increasingly interact with people who have different
norms, values and cultural belief systems. Facing people with different values or
cultural belief systems—and failure to understand the other’s perspective or
reasoning—can raise tension and conflicts between individuals or groups that
easily escalate and are hard to resolve. Our project specifically addresses these
kinds of conflicts by examining how they differ from conflicts over material
resources with the aim to find ways to prevent or resolve intercultural tensions and
value conflicts.

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In this project, we build on a recently developed cultural framework which
distinguishes between honor, dignity and face cultures. Our main focus lies on
differences between honor and dignity cultures because they represent the majority
and the largest ethnic minority groups in Dutch society.

PHASE 3
IMPLIMENTATION

Culture and Conflict Management

Introduction:
Culture is an essential part of conflict and conflict resolution. Cultures are like
underground rivers that run through our lives and relationships, giving us messages
that shape our perceptions, attributions, judgments, and ideas of self and other.
Though cultures are powerful, they are often unconscious, influencing conflict and
attempts to resolve conflict in imperceptible ways.
In today´s competitive workplace, it is crucial for managers and entrepreneurs to
understand their leadership orientation as well as employee behavior (Bass, 2008).
In a global context, culture plays an important role in the behavior of people.
Indeed, Adler (1993) argued that national culture has a greater impact on
employees than does their organization’s culture. Thus, management must focus on
developing appropriate management methods that are relevant to the national
culture rather than just optimizing organizational culture (Thomas and Au, 1999;
Trompenaars, 1993).
Cultures are more than language, dress, and food customs. Cultural groups may
share race, ethnicity, or nationality, but they also arise from cleavages of
generation, socioeconomic class, sexual orientation, ability and disability, political
and religious affiliation, language, and gender -- to name only a few.
Managers should also know the dominant personalities and task and relationship
orientation of people in the organization. This is especially important in
collectivistic cultures (Kagitcibasi, 1994, Watkins and Liu, 1996)
Two things are essential to remember about cultures: they are always changing,
and they relate to the symbolic dimension of life. The symbolic dimension is the
place where we are constantly making meaning and enacting our identities.
Cultural messages from the groups we belong to give us information about what is
meaningful or important, and who we are in the world and in relation to others --
our identities.
Cultural messages, simply, are what everyone in a group knows that outsiders do
not know. They are the water fish swim in, unaware of its effect on their vision.
They are a series of lenses that shape what we see and don't see, how we perceive
and interpret, and where we draw boundaries. In shaping our values, cultures
contain starting points and currencies Starting points are those places it is natural to
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begin, whether with individual or group concerns, with the big picture or
particularities. Currencies are those things we care about that influence and shape
our interactions with others.
Though largely below the surface, cultures are a shifting, dynamic set of starting
points that orient us in particular ways and away from other directions. Each of us
belongs to multiple cultures that give us messages about what is normal,
appropriate, and expected. When others do not meet our expectations, it is often a
cue that our cultural expectations are different. We may mistake differences
between others and us for evidence of bad faith or lack of common sense on the
part of others, not realizing that common sense is also cultural. What is common to
one group may seem strange, counterintuitive, or wrong to another.
Cultural messages shape our understandings of relationships, and of how to deal
with the conflict and harmony that are always present whenever two or more
people come together. Writing about or working across cultures is complicated, but
not impossible. Here are some complications in working with cultural dimensions
of conflict, and the implications that flow from them:
Culture is multi-layered -- what you see on the surface may mask differences
below the surface.
While this assertion is true in more collectivistic cultures, the U.S. is an
individualistic culture (House and Aditya, 1997), especially when compared to
Thailand (Mujtaba, 2009), Taiwan (Huang and Mujtaba 2009) and Philippines
(Mujtaba and Balboa, 2009).
Therefore, cultural generalizations are not the whole story, and there is no
substitute for building relationships and sharing experiences, coming to know
others more deeply over time.
Literature review:
Team conflict is challenging for project leaders but it is not necessarily bad.
Conflict can lead to new ideas and approaches and facilitate the surfacing of
important issues between team members if it is managed well.
Conflict management and intercultural sensitivity have thus received considerable
attention in the past decades (e.g., Blake & Mouton, 1964; Chen & Starosta,
1997b; Morrill & Thomas, 1992; Rahim, 1983; Sternberg & Soriano, 1984;
Triandis, 2006).
According to various research studies on team conflict, the major sources of
conflict among project teams are project goals not agreed upon, disagreement of
the project’s priorities and conflicting work schedules.( Michael Stanleigh June 16,
2009). This is no surprise since most organizations today run multiple projects and
employees often find themselves serving on a variety of project teams. To add fuel
to the fire, employees may report to a variety of project managers while reporting
directly to functional managers. Conflict has been acknowledged as an important
aspect of modern management (Wilson & Jerrell, 1981). Despite the negative
effect of conflict, it can achieve productive outcomes, if managed effectively, such
as improved relationships (Van De Vliert, 1997), more effective task completion
(Amason & Schweiger, 1997; Jehn, 1997), and more creative problem solving and
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innovation (Janis, 1972). This sets the stage for further conflict opportunities due
to communication and information flow. After all, when reporting relationships are
complex it becomes more difficult to share information.
Personality and interpersonal issues may also draw conflict, particularly in high
technology environments, where cross-functional, self-directed teams with
technical backgrounds must rely on work of others to get their own work done. [5,6]
So what’s the learning from these research studies? The lesson here is clear. It’s
very important for cross-functional team members to receive training in
communication and interpersonal skills. Increased cultural diversity in different
settings calls for abilities to adapt to the unfamiliar environment and to learn to
work and live productively with people from different cultural backgrounds, which
highlights the ability of intercultural sensitivity (Chen & Starosta, 1997a).
Research showed a high percentage of failed expatriate assignments because of
expatriate employees’ inability to adapt to the host culture’s social and business
environment (Black & Mendenhall, 1990; Copeland & Griggs, 1985; Mendenhall
& Oddou, 1985). It was also found that high intercultural sensitivity was
associated with high intercultural communication competence, such as cross-
cultural adjustment, task effectiveness during overseas assignments, and healthy
interpersonal relationships with culturally different individuals (Bhawuk & Brislin,
1992; Hammer, Bennett, & Wiseman, 2003; Kapoor, Konsky, & Drager, 2000).
Here are some recommendations for project leaders and project team members:
Hold more frequent meetings and status review sessions to increase
communication between functions and reduce misperceptions of project goals and
priorities.
Give team members soft skills training in human relations and facilitate more
active team-building efforts.
Foster an environment of mutual respect. No method of managing conflict will
work without mutual respect and a willingness to disagree and resolve
disagreements.

Conflict life cycle:

Groups and individuals are often drawn into conflict in the workplace. Conflict can
even occur within a given individual when he has to make difficult decisions.
Conflict can be seen as a dynamic process rather than a static component or
structure (Jehn et Mannix, 2001;Swanström et Weissmann, 2005). According to
Conflict 911, “the general assumption is that conflict tends to have negative
consequences for both the individual and the organization.” Workplace conflicts
come in all forms and are most common between coworkers or a superior and a
subordinate. Several underlying factors, interpersonal and organizational,
contribute to workplace conflict. The most obvious forms of conflict are those
based on interpersonal relationships and tensions. Office politics, gossip, rumors
and their consequences are easy to observe. Clashing personality styles, language
and cultures as well as gender conflict often lead to harassment or discrimination
charges.
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Hierarchy and conflicting interests lead to work-related conflicts. They can rise out
of resource allocation, workload or benefits. If groups perceive unequal treatment,
this can lead to resentment and conflict over real or imagined disparitie
the initial disagreement or threat begins to develop, more parties become involved
and all parties take sides. The upswing might be quick, or differences make appear
slowly over time. In this early stage, conflict is not readily obvious, but the tension
between parties is noticeable, and they often try to avoid contact with one another.
Conflict managment Models:
the impact of culture on conflict management approaches of these managers. They
found that for Chinese managers, it is important to embrace the colleague and
teach a moral lesson in case of conflict and for American managers, hostility and
vengefulness are important elements. According to them hostility and vengefulness
are not included in traditional conflict management frameworks and models.
(Vokić et Sontor 2009) Surveyed one hundred sixteen Croatian employees to find
out the affect of individual characteristics such as age, gender, education, field of
work, hierarchy level, marital status and parenthood on choice of conflict
resolution styles. They found that compromising is most frequently used conflict
resolution styles among Croatian employees. It is also observed that parenthood is
associated with accommodating, compromising and avoiding styles; married status
is associated with accommodating and compromising; gender is associated with
accommodating, specifically women employees were using more collaborative
styles of conflict resolution such as accommodating and compromising rather than
competitive styles of conflict resolution. Age, education, field of work and
hierarchy level are not related to choice of conflict handling styles among Croatian
employees. (Curseu et al., 2012) have done a research on forty- three short term
groups and forty-four long term groups of students at a Dutch University to find
the relationship and impact of task conflict, group temporariness and emotional
regulation on emergence of relationship conflict. They found that in groups having
less effective emotional regulations, task conflicts can become relationship
conflicts. The presence of trust reduces the chances of task conflict becoming
relationship conflict. These findings are similar to the findings of the research done
by Holahan et Mooney (2004). Effective emotional regulation can reduces the
changes of task conflict becoming relationship conflict. This effect is more for long
term groups rather than short term groups. In another research done in mining
industry projects in Peru by (Rees et al., 2012), it was found that the external
factors outside the project have impact on conflict management in Peruvian mining
projects. Next section explains the conflict life cycle in projects. Conflict life cycle
describes the dynamic nature of conflict
Conflict managment process:
Clarify what the disagreement is. Clarifying involves getting to the heart of the
conflict. The goal of this step is to get both sides to agree on what the disagreement
is. To do this, you need to discuss what needs are not being met on both sides of
the conflict and ensure mutual understanding. During the process, obtain as much
information as possible on each side’s point of view. Continue to ask questions
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until you are certain that all parties involved (you and those on either side of the
conflict) understand the issue.
Increased cultural diversity in different settings calls for abilities to adapt to the
unfamiliar environment and to learn to work and live productively with people
from different cultural backgrounds, which highlights the ability of intercultural
sensitivity (Chen & Starosta, 1997a). Research showed a high percentage of failed
expatriate assignments because of expatriate employees’ inability to adapt to the
host culture’s social and business environment (Black & Mendenhall, 1990;
Copeland & Griggs, 1985; Mendenhall & Oddou, 1985). It was also found that
high intercultural sensitivity was associated with high intercultural communication
competence, such as cross-cultural adjustment, task effectiveness during overseas
assignments, and healthy interpersonal relationships with culturally different
individuals (Bhawuk & Brislin, 1992; Hammer, Bennett, & Wiseman, 2003;
Kapoor, Konsky, & Drager, 2000).
Establish a common goal for both parties. In this step of the process, both sides
agree on the desired outcome of the conflict. “When people know that they’re
working towards the same goal, then they’re more apt to participate truthfully to
make sure that they reach that end goal together.” (Kimberly A. Benjamin)
explained in a recent BLR webinar. To accomplish this, discuss what each party
would like to see happen and find a commonality in both sides as a starting point
for a shared outcome. That commonality can be as simple as “both sides want to
end the conflict.”
Discuss ways to meet the common goal. This involves listening, communicating,
and brainstorming together. Continue with both sides working together to discuss
ways that they can meet the goal they agreed on in step 2. Keep going until all the
options are exhausted.
Determine the barriers to the common goal. In this step of the process, the two
parties acknowledge what has brought them into the conflict and talk about what
problems may prevent a resolution. Understanding the possible problems that may
be encountered along the way lets you proactively find solutions and have plans in
place to handle issues. Define what can and cannot be changed about the situation.
For the items that cannot be changed, discuss ways of getting around those road
blocks.
Agree on the best way to resolve the conflict. Both parties need to come to a
conclusion on the best resolution. Start by identifying solutions that both sides can
live with. Ask both sides and see where there is common ground. Then start to
discuss the responsibility each party has in maintaining the solution. It’s also
important to use this opportunity to get to the root cause to ensure this conflict will
not come up again. “A lot of times when we try to fix problems, we get so caught
up in fixing it that we do not identify what we need to do so it doesn’t happen.”
Benjamin cautioned.
Acknowledge the agreed upon solution and determine the responsibilities each
party has in the resolution. Both sides need to own their responsibility in the
resolution of the conflict and express aloud what they have agreed to. After both
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parties have acknowledged a win-win situation, ask both parties to use phrases
such as “I agree to…” and “I acknowledge that I have responsibility fo
Identification of conflict in project.
Issues that cause conflict.

Differences in cultural practice

differences in perception of illness and treatment
miscommunication and misinterpretation.
When you work with people from culturally diverse backgrounds, it is often the
difference in cultural values that causes misunderstandings and possibly conflict.
You may misunderstand the other person and react in ways that can hinder the
development of trusting, supportive and helpful relationships.
According to (DuPraw & Axner 1997), there are six fundamental patterns of
cultural differences and these can all impact on service delivery. We have included
some examples for you.
Select each of the six patterns below to see related examples.
Different verbal communication styles
Across cultures, some words and phrases are used in different ways. For example,
‘yes’ can vary from ‘maybe I’ll consider it’ to ’definitely yes’. This can affect a
worker’s perception of the client’s consent to a course of action. When they say
‘yes’ or tacitly agree to a worker’s suggestion, it may not really mean that they do
agree with the worker but rather that they do not want to offend the worker by
disagreeing with them.
Different non-verbal communication styles
Non-verbal communication refers to facial expressions, gestures, seating
arrangements, personal distance, and sense of time. For example, avoidance of eye
contact is a sign of great respect in some cultures, including our Australian
Indigenous cultures. Some Australians regard this as a sign of hiding something.
Different attitudes toward conflict
Some cultures view conflict as a positive thing, whilst others try to avoid it. For
example, many Eastern countries deal with their conflict quietly. A written
exchange might be the favoured means to resolve the conflict.
Different approaches to completing tasks
People from different cultures tend to complete tasks differently. Some may be
task-orientated, whilst others are relationship-orientated. For example, Asian
cultures tend to attach more value to developing relationships at the beginning of a
shared project and more emphasis on task completion towards the end, as
compared with Europeans. Conversely, Europeans tend to focus immediately on
the task at hand and let relationships develop as they work on that task. The fact
that one group chooses task over relationship does not mean that they place
different values on relationships or that they are less committed, rather that they
just pursue different goals during the process.
Different decision-making styles
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Decision-making roles vary widely from culture to culture. Some cultures
delegate, while other cultures place higher value on holding decision-making
responsibilities. When decisions are made in a group, some cultures may prefer
majority rule, while others view consensus as the preferred mode for reaching a
decision. Australian Aboriginal people reach decisions of importance to their clan
only after discussing them with others in the clan, particularly elders.
Different attitudes toward disclosure
When you deal with a conflict, ensure that you are aware of how people may differ
in expressing their emotions. Some questions that may need to be asked, such as
‘What was the conflict about?’ may seem intrusive and personal.
The best way to work with different cultures is to be aware that cultural diversity
exists and to talk about the differences.
You need to remember two things concerning cultural diversity:
It can be difficult to address cultural differences without resorting to stereotypes.
Stereotypes should not exist, as no person is exactly like another person and no
individual is a clone of another member of a group.
As diversity in an organisation grows, so does the complexity of communication
and the necessity to make greater effort in developing improved communication
skills.
Conclusions
There is some conflict around how the cultural tensions within project teams
should be managed. Sujansky (2004) suggests a number ways for Project
Managers to improve their ability to handle cultural issues, while White (1999)
asserts that they must respect and support team diversity, and Evaristo (1993)
suggests that Project Managers demonstrate inclusiveness by being receptive to
alternative perceptions and thus encourage novel solutions to problems. Vereen
(2004) however adopts a different perspective and highlights the importance of
each individual in the project team to take responsibility for recognizing and
appreciating others. While this study illuminates the degree to which cultural
attributes affect the likely approach that Project Managers may take in dealing with
team conflict further research is needed to understand how Project Managers may
moderate or change their attitude for the benefit of the project team.

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