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Conflict is inevitable within a project, should it be positive or negative, and with the
assistance of the hourglass model it is possible to approach conflict with some semblance of
order. The need for a PM to be able to communicate well and negotiate, both within the
confines of conflict, and outside these confines highlights that these competencies are
important for project managers. The NCSPM though one of the major competency based
standards in the world for PM does not focus on any of these areas of competency with any
depth. The usefulness and need for such competencies have been established in this paper. Menu Go Back Next Page Many of the competencies identified for conflict management, communication and
negotiation are complementary or overlapping. The authors contend that the NCSPM for
completeness needs to increase the competencies addressed in the areas of conflict
management, communications and negotiations. Menu Go Back Next Page References:
ANTA, 2004. BSB01 Business Services Training Package Project Management Competency
Standards. Version 4, Australian National Training Authority.
Augsburger, D. W., 1992. Conflict Mediation Across Cultures - Pathways & Patterns,
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Avruch, K., 1998. Culture & Conflict Resolution, United States Institute of Peace Press,
Avruch, K., 1998. Introduction: Culture and Conflict Resolution. Conflict Resolution Cross-cultural Perspectives. Avruch, K., Black, P. W. and Scimecca, J. A., Praeger, Westport.
Barber, C. S. and Tietje, B. C., 2004. Competency requirements for managerial development
in manufacturing, assembly, and/or material processing functions, Journal of Management
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Benedict, R., 1946. The Chrysanthemum and the Sword, Houghton Mifflin, Boston.
Blake, R. R. and Mouton, J. S., 1964. The Managerial Grid, Gulf Publishing, Houston.
Bolden, R., 2005. The face of true leadership, European Business Forum, Vol....
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- Winter '14