Accommodating conflict management Edates

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The organization may have unwittingly created a state in which managers perceive that either the project teams or the departments will be rewarded for superior performance.

In such cases, they will naturally retain their best people for functional duties and offer their less-desirable subordinates for project team work.

That project management contains conflict will come as no surprise to researchers and practitioners.

Project managers face conflict as part of their daily life from a number of sources, both internal to the project team itself and external, in dealing with other project stakeholders [1].

In many cases, project managers do not have the authority to perform performance evaluations of their team members—that control is kept within the functional department.There are an enormous number of potential sources of conflict.Some of the most common sources include the competition for scarce resources, violations of group or organizational norms, disagreements over goals or the means to achieve those goals, personal slights and threats to job security, long-held biases and prejudices, and so forth.Uncertainty over lines of authority essentially asks the tongue-in-cheek question, “Who's in charge around here?” In the project environment, it is easy to see how this problem can be badly exacerbated due to the essential ambiguity that exists in terms of formal channels of authority.

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