search query: @author Barker, J. / total: 5
reference: 3 / 5
| Author: | Barker, J. Tjosvold, D. Andrews, I. R. |
| Title: | Conflict approaches of effective and ineffective project managers : a field study in a matrix organization. |
| Journal: | Journal of Management Studies
1988 : MAR, VOL. 25:2, p. 167-178 |
| Index terms: | CONFLICT PROJECT MANAGEMENT MATRIX ORGANIZATION |
| Language: | eng |
| Abstract: | In project teams where the managers used the combination of co-operative and confirming approaches to conflict, conflicts were judged to have a constructive impact and management was regarded 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. Conflict can be very damaging. The constructive effects of it are much more likely to occur when a project manager confirms the competence of team members and establishes an atmosphere where everyone may win and people argue freely about the best ways to attain the essential goals of all persons involved. |
SCIMA