Role Of Project Manager In Communication Management Plan Management Essay

office Of jut pop out Manager In Communication instruction Plan Management EssayThe role of a go for manager in pop the question communion precaution consists of Identifying s assimilateholders, be after conversation theory, Distributing In conditionation and Managing Stakeholder expectations and Reporting performanceA central role of the lying-in manager is to create a communication theory concern image to analyze stakeholder communications postulate and disseminate eventful in pution efficiently.Richer forms of communications should be used for alpha objectivesThe Tuckman agencyl create by Dr. Bruce Tuckman in 1970 describes 5 stages of group development much(prenominal) as Forming, Storming, Norming, perform and AdjourningIf invent managers depended too heavily on money, penalty or authority, the throw away was more likely to fail compargond to counterfeit ch each(prenominal)enge and expertness which were more influential assure Managers should set an e xample by ahead(p) their aggroups such that the police squad up members should know how to deal with encroachs, where police squad members subject area surface small contraventions amongst themselves ahead elevating them to the higher upsProject managers and team up members could use these strategies such as confrontation, compromise, smoothing, forcing, insulation and col carve upuriencyationProject practitioners should adhere to the PMIs engrave of morality and Professional Conduct in dealing with encounter amongst team members.1. incomingThere are four core knowledge areas of nominate vigilance that deal with project scope, time, cost and woodland management which dish up in defining the specific project objectives. Human resource, communications, risk and procurement management are the four facilitating knowledge areas. These four facilitating knowledge areas are processes that serve in achieving the project objectives and accordingly are important. The g reatest threat to both project is the ineffective communication between the project manager, team and the winder stakeholders. Many troubles in finale of projects are attributed to unclear scope or unrealistic schedules which indicate communication worrys between the project manager, team and stakeholders. It is life-and-death for project managers and their teams to meet Project communication management. Project communication management deals with generation, collection, dissemination and storing of project development (Schwabe, 2010)This next partition deals with the role of a project manager in a communication management plan and the elements compound in it. Further sections show how project managers sire team culture, the characteristics of motivating, conflicts, strategies on conflict resolution and good behavior in dealing with conflicts.2. Communication Communication is very important for the success of any project. It is overly closely related with team work a nd team building and hence in like manner affects how conflicts happen. A communication management plan for the entire project is very necessary. The role of a project manager in project communication management is given as followsa. Identifying Stakeholders This stage identifies the people involved in or affected by the project. The project manager creates processes and manages relationships with them. The project manager must create a Stakeholder register and Stakeholder management strategy.b. Planning communications This stage identifies the communication require and the channel of communication infallible by the stakeholder. A communications management plan and project documents update are need made by the project manager.c. Distributing Information and Managing Stakeholder expectations The Project manager makes important information available to project stakeholders efficiently and in a timely manner, such that it satisfies the communication needs and expectations of the project stakeholders. ball or informal plans, procedures, policies are the output of this stage.d. Reporting Performance A project manager collects and reports project performance information to the stakeholders in the form of status reports, forecasts and progress measurements (Schwabe, 2010)Developing information and making it available to all the stakeholders is an important function of the project managers and team. Project managers and their teams must decide the recipient role of the information and distribution channels for the information. They should also decide on the format of the information, such as written reports or meetings etc. A key role of the project manager is to create such a communications management plan to analyze stakeholder communications needs and disseminate important information efficiently. consort to the Daft and Lengels Media richness theory, the richness of the media in communication is directly proportional to the time and cost spent on it. ac cordingly face to face communication is preferred to email because of better communication but it is more costly and more time is spent. Thus richer forms of communications should be used for important objectives (Markus L, 1994)3. Establishing team culture squad work and people management are the most important issues in project management. Establishing and motivating teams are interlinked with communication and are important to earn onward understanding conflict and the ethical issues related with conflict.Belbin observes that, The essence of a team is its members form a co-operative association through a division of labor that best reflects the contribution that each can make towards the roughhewn objectives.To manifest a team the project manager can use the future(a) graphical techniquesWork Breakdown Structures shows major proletariats broken down into little tasksLinear Responsibility Charts shows relationships between tasks and peopleOrganizational power structure Ch arts shows grammatical construction of a project team or organizationThe Tuckman model develop by Dr. Bruce Tuckman in 1970 describes 5 stages of team development such asForming an important stage of introducing team members either at initiation, or as new members are introducesStorming team members have disparate opinions on how a team should work. Usually conflicts occur during this phaseNorming team members have certain common on the job(p) method and cooperate with each otherPerforming Team members are likely to build loyalty towards each other. Team can cope with greater change and complex tasks.Adjourning After completion of work and successful reaching of goals, this stage consists of the break-up of the team (Cadle and Yeates, 2001)This model gives a brief idea more or less where conflict occurs within a team and at what stage. This could be used by the project manager to get over conflicts effectively during the storming stage.Establishing the right balance of roles in any team is crucial in avoiding or resolving conflicts. In a successful team there is a good combination of different individualisedity types. check to Meredith Belbin a successful team needs the following combination of rolesThe curb calm, strong and tolerant respective(prenominal)The plant an individual who generates ideasThe monitor-evaluator Evaluates ideasThe shaper an individual who focuses on the objectivesThe team worker helps create a good working environmentThe resource investigator finds information and resources for the projectThe completer finisher checks details, deadlines, conclusion readsThe company worker works hard, similar to team worker (Belbin, 1996)A good blend of different personality types in a team will help in formation of less conflicts and resolving conflicts faster. According to Patrick Lencioni, lack of teamwork could lead to a) Absence of trust b) Conflict c) insufficiency of loyalty d) Avoidance of accountabilitye) Inattention to results which could lead to failure of organizations.The team consists of individuals with different needs and expectations from the team. Motivation plays a very crucial part in the development of a team and its individuals as discussed in the next section4. Motivation To understand the various factors that influence motivation we need to understand the hierarchy of needs of an individual. In the late 1940, Maslow suggested that people are incite according to their circumstances. In this theory is the idea that the employees needs have to be satisfied from the bottom up as shown in Fig. 2. The bottom take aim consists of basic survival and rubber eraser needs. The need for belonging and to be part of a group or a team comes second. The fourth take aim is about the ego and esteem needs and the final level is the personal fulfillment level. Project manager and project team members need to understand their respective motivations with regards to social, esteem and self actuali zation (Cadle and Yates, 2001)Self-actualizationPersonal growth and completionpersonal growth and fulfilmentEsteem needsAchievement, status, responsibility, reportachievement, status, responsibility, reputationBelongingness and Love needsFamily, affection, relationships, work group, etcfamily, affection, relationships, work group, etc.Safety needsProtection, security, order, law, limits, stability, etcprotection, security, order, law, limits, stability, etc.Biological and Physiological needsBasic life needs air, food, drink, shelter, warmth, sex, sleep, etcbasic life needs air, food, drink, shelter, warmth, sex, sleep, etc.Fig 2 Maslows Hierarchy of NeedsSome of the methods employed by project managers to motivate or influence team members to work towards achieving a successful project areAuthority PMs right to issue ordersAssignment allocating dutiesBudget permission of funds by PMPromotionMoney Pay fount and benefitsPenalty ca employ punishment by PMWork scrap such th at it motivates the team memberExpertise PM commands respect from team members based on his special knowledgeFriendship ability to establish friendly relationsThamhain and Wilemon found that if project managers depended too heavily on money, penalty or authority, the project was more likely to fail compared to work challenge and expertise which were more influential (Schwabe, 2010)Some of the factors that affect motivation of employees are as followsEnvironmentManipulationScheduling pressureLack of appreciationTechnically inept managementLack of involvement minuscule quality5. Conflict Resolution and EthicsThe possibility of conflict between team members is always possible unless good communication isnt observed. Some of the common reasons for conflict between team members are as followsSchedulingProject prioritiesHuman resourcesAdmin proceduresPersonality clashesCostsTechnical opinions and trade offsProject managers should help identify and manage conflict by using their human re sources and communication skills. Project Managers should set an example by leading their teams such that the team members should know how to deal with conflicts, where team members work out small conflicts amongst themselves before elevating them to the higher ups. The project manager must separate people from the problem and use negotiation to judge dispute. Unethical behavior should be avoided by both the parties. Negotiation amongst project manager and team members such that centralize on spare-time activitys negotiator needs should keep in mind the interest of the parties to the dispute as against the position the parties have drawn upInventing Options for uncouth gain Negotiator should find win-win solutions such that no party compromises on the project objectivesInsist on objective criteria negotiator should determine the quality of outcomes rather than positions.According to Meredith and Mantel, negotiation skills are particularly required a) when using subcontractors b) different teams are brought together to work on a task c) during change management. In the event of a conflict, the following principles of negotiation should be adoptedWithout damaging the project objectives the conflict must be mulishHonest negotiations must take placeAll parties should be satisfied by the solution to the conflict (Schwabe, 2010)Strategies for resolving conflictProject Managers and team members could make use of the 5 basic modes of conflict resolution as suggested by Krezner in 20031. Confrontation Project managers directly face conflict in the confrontation mode by using a problem solving approach such that affected parties work through their disagreements towards a win-win solution. This is the most preferred method of conflict resolution amongst project managers (Schwabe, 2010)2. compromise Project managers adopt the compromise mode to bargain and search for solutions that bring some degree of satisf save to the parties in dispute, similar to give and take at titude.3. SmoothingProject managers adopt the soothing mode such that they de-emphasize or avoid areas of conflict and emphasize the area of agreement4. ForcingForcing mode is also termed as the win-lose approach such that a competitive or tyrannic project manager exerts his viewpoint at the potential expense of other team members view point.5. WithdrawalThis is the worst conflict-handling mode where project managers call in from a potential or actual disagreement and hence called the withdrawal mode6. CollaboratingThis is a fairly recent conflict resolution mode called the collaborating mode, where different viewpoints and insights are encouraged by decision makers to develop consensus and fealtySuccessful project managers also use collaboration and compromise to resolve conflicts. Smoothing, forcing and withdrawal are hardly used by successful project managers for resolving conflict.A standard process for resolving conflict could be detailed as followsIdentify conflict and dis cuss with stakeholdersGather informationAnalyze solutionList options for conflict resolutionDecide conflict resolution modeCarry out conflict resolution honourable Behavior in dealing with ConflictsProject Managers and their team members are required to make ethical decisions in personal and professional lives. In footing of conflict resolution too, project management practitioners should conduct their jobs in an ethical manner. According to the PMI Code of Ethics and Professional Conduct present on the website, the practitioners should behave in the following manner with regards to professional integrity and conflict resolutionWe make decisions and take actions based on the best interests of society, public, safety and the environmentWe fulfill the commitments that we undertake we do what we say we will doWe accept only those assignment that are consistent with our background, experience, skills and qualificationsWe inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider devastatingWe listen to others points of view, seeking to understand themWe approach directly those persons with whom we have a conflict or disagreementWe demonstrate the transparency in out decision-making processWe constantly reexamine our impartiality and objectivity, taking corrective action as appropriateWe proactively and fully disclose any real or potential conflicts of interest to appropriate stakeholdersWe earnestly seek to understand the verityWe are truthful in our communications and in our conduct (PMI Code of Ethics, 2010)