- - - - 导航 -
实用文档作文大全宝宝起名
2019中考
法律硕士

MBA考试
2020考研
MPA考试

专升本
在职研 自学考试 成人高考
四 六 级
雅思考试
申硕英语
英语四级
GRE考试
GMAT考试
英语六级
口译笔译
商务英语
公共英语
博思考试
专四专八
托业考试
托福考试
成人英语三级
公 务 员
社会工作者
跟 单 员
事业单位
保险从业
单 证 员
教师资格
出版资格
驾 驶 员
教师招聘
报关水平
特岗教师
报检水平
普 通 话
导游考试
人力资源管理师
国际货运代理人
一级建造师
监理工程师
城乡规划师
化工工程师
二级建造师
房产经纪
结构工程师
安全评价师
一级消防师
安全工程师
注册计量师
土地代理人
二级消防师
招标师考试
环境评价
设备监理师
一级造价师
电气工程师
岩土工程师
暖通工程师
二级造价师
建筑师考试
环保工程师
注册给排水
咨询工程师
房地产估价
注册测绘师
执业药师 执业医师 执业护士 卫生资格 初级护师 主管护师 乡村医师
基金从业 证券从业 银行从业 期货从业 保荐代表人
初级会计
高级经济
统计师
中级会计
审计师
ACCA考试
会计职称
美国注会
CMA考试
注会CPA
精算师
经济师
国际内审师
初级经济师
高级会计师
中级经济师
注册税务师
等级考试 水平考试 职称计算机 计算机一级 计算机二级 计算机三级 计算机四级
实用文档
宝宝起名
作文大全
求职招聘
职业技能
论文下载
英语学习 入党申请 思想汇报 工作总结
考试吧小编整理“2016年ACCA考试商务分析复习资料(2)”更多ACCA考试复习指导,请关注考试吧ACCA考试频道。

  P3知识点讲解:Conflict management and the accountant as project manager(二)

  Potential conflict exists within any department but become particularly acute in the area of project management, which involves bringing together individuals from different departments. The project leader in this situation has four additional pressure points that can promote conflict:

  The staff they manage are assigned to the project on a part-time basis and have responsibilities to their 'home' departments, giving rise to conflict of work schedules.

  Team members bring different skills and there may be different levels of participation and contribution among team members.

  The different specialists bring their different perspectives, which may not be compatible with each other.

  Different individuals may be receiving different rewards, reflecting their positions within their home departments rather than their specific roles in the projects.

  Such difficulties are exacerbated by the fact that the project manager cannot have superior knowledge of all areas of specialism within the team. As a consequence, they cannot rely on expert and position power in leading the team. The project manager has inevitably the problem of managing the potential destructive conflict that situation can cause while promoting constructive conflict. Destructive conflict can impede effective performance and can involve either too much or too little conflict. Too much destructive conflict divides a team, deepens differences, destroys relationships, motivation and morale and distracts the team from critical issues. Too little conflict tends to produce complacency and the avoidance of risk taking and innovation.

  The aim of the project manager must be to promote constructive conflict that helps to clarify problem situations and potential solutions and opens up new ways of thinking and doing. Where conflict is recognised and effectively managed further significant benefits arise from the development of team cohesion, richer communication, team member engagement and a sense of achievement and success.

  Given the potential benefits of effective conflict management, project managers need to be able to recognise and diagnose conflict situations. Brooks (2001) has developed a useful analytical tool for assessing whether team conflict is being approached positively or is becoming unhealthy. His original proposal viewed the analysis being done at organisational level, but it seems equally applicable to a project team situation. It can be used to open up a dialogue regarding this critical issue among team members. Brooks distinguished 10 features of group behaviour (see Table 1 below) that are assessed at two levels:

  a) the current situation; b) the desired situation and where there is a 25% difference between the total scores for each of these assessments - Brooks would argue that conflict resolution activities need to be instigated.

  If issues are left unaddressed, Brooks argues that a downward spiral in relationships will build its own momentum and is unlikely to get better without positive intervention.

  相关推荐:

  2016年资产评估师考试如何复习更有效

  经验技巧分享:2016年资产评估师考试学习方法

  2016年注册资产评估师考试《机电设备》试题汇总

文章搜索
关注官方微信
·考试资讯 ·学习资料
·考点预测 ·优惠活动
公众账号:考试吧
扫描二维码关注
距离2018年考试还有
2018年3月考试时间:3月5-9日

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
还没有试卷
版权声明:如果ACCA-CAT考试网所转载内容不慎侵犯了您的权益,请与我们联系800@exam8.com,我们将会及时处理。如转载本ACCA-CAT考试网内容,请注明出处。
Copyright © 2004- 考试吧ACCA-CAT考试网 出版物经营许可证新出发京批字第直170033号 
中国科学院研究生院权威支持(北京)