Complete the case study activity. Use Appendix, which explains how to score your work. Your paper should be 2-to-3-pages, which includes your scores and total for your decisions as well as your analysis on the appropriateness of your responses and opportunities for improvement.

Appendix for Part 3

Appendix for Part 5

HANDLING CONFLICT IN PROJECT MANAGEMENT The next several pages contain a six-part case study in conflict management. Read the instructions in Appendix A carefully on how to keep score and use the boxes in the table on page 252 as the worksheet for recording your choice and the group's choice; after the case study has been completed, your instructor will provide you with the proper grading system for recording your scores. Part 1: Facing the Conflict As part of his first official duties, the new department manager informs you by memo that he has changed his input and output requirements for the MIS project (on which you are the project manager) because of several complaints his departmental employees. This is contradictory to the project plan that you developed with the previous manager and are currently working toward. The department manager states that he has already discussed this with the vice president and general manager, a man to whom both of you report, and feels that the former department manager made a poor decision and did not get sufficient input from the employees who would be using the system as to the best system specifications. You telephone him and try to convince him to hold off on his request for change until a later time, but he refuses. Changing the input-output requirements at this point in time will require a major revision and will set back total system implementation by three weeks. This will also affect other department managers who expect to see this system operational according to the original schedule. You can explain this to your superiors, but the increased project costs will be hard to absorb. The potential cost overrun might be difficult to explain at a later date. At this point you are somewhat unhappy with yourself at having been on the search committee that found this department manager and especially at having recommended him for this position. You know that something must be done, and the following are your alternatives: A. You can remind the department manager that you were on the search committee that recommended him and then ask him to return the favor, since he "owes you one." B. You can tell the department manager that you will form a new search committee to replace him if he doesn't change his position. C. You can take a tranquilizer and then ask your people to try to perform the additional work within the original time and cost constraints. D. You can go to the vice president and general manager and request that the former requirements be adhered to, at least temporarily. E. You can send a memo to the department manager explaining your problem and asking him to help you find a solution. F. You can tell the department manager that your people cannot handle the request and his people will have to find alternate ways of solving their problems. G. You can send a memo to the department manager requesting an appointment, at his earliest convenience, to help you resolve your problem. H. You can go to the department manager's office later that afternoon and continue the discussion further. I. You can send the department manager a memo telling him that you have decided to use the old requirements but will honor his request at a later time. Line Personal Group Choice Score Choice Score 1. Facing the Conflict 2. Understanding Emotions 3. Establishing Communications 4 4. Conflict Resolution 5. Understanding Your Choices 6. Interpersonal Influences TOTAL Although other alternatives exist, assume that these are the only ones open to you at the moment. Without discussing the answer with your group, record the letter representing your choice in the appropriate space on line 1 of the worksheet under "Personal." As soon as all of your group have finished, discuss the problem as a group and determine that alternative that the group considers to be best. Record this answer on line 1 of the worksheet under "Group." Allow ten minutes for this part. Part 1 2 3 5 6 Part 2: Understanding Emotions Never having worked with this department manager before, you try to predict what his reactions will be when confronted with the problem. Obviously, he can react in a variety of ways: A. He can accept your solution in its entirety without asking any questions. B. He can discuss some sort of justification in order to defend his position. C. He can become extremely annoyed with having to discuss the problem again and demonstrate hostility. D. He can demonstrate a willingness to cooperate with you in resolving the problem. E. He can avoid making any decision at this time by withdrawing from the discussion. Your Choice Group Choice Acc. Def. Host. Coop. With. Acc. Def. Host. Coop. With. A. I've given my answer. See the general manager if you're not happy. B. I understand your problem. Let's do it your way. C. I understand your problem, but I'm doing what is best for my department. D. Let's discuss the problem. Perhaps there are alternatives. E. Let me explain to you why we need the new requirements. F. See my section supervisors. It was their recommendation. G. New managers are supposed to come up with new and better ways, aren't they? In the table above are several possible statements that could be made by the department manager when confronted with the problem. Without discussion with your group, place a check mark beside the appropriate emotion that could describe this statement. When each member of the group has completed his or her choice, determine the group choice. Numerical values will be assigned to your choices in the discussion that follows. Do not mark the worksheet at this time. Allow ten minutes for this part. Part 3: Establishing Communications Unhappy over the department manager's memo and the resulting follow up phone conversation, you decide to walk in on the department manager. You tell him that you will have a problem trying to honor his request. He tells you that he is too busy with his own problems of restructuring his department and that your schedule and cost problems are of no concern to him at this time. You storm out of his office, leaving him with the impression that his actions and remarks are not in the best interest of either the project or the company. The department manager's actions do not, of course, appear to be those of a dedicated manager. He should be more concerned about what's in the best interest of the company. As you contemplate the situation, you wonder if you could have received a better response from him had you approached him differently. In other words, what is your best approach to opening up communications between you and the department manager? From the list of alternatives shown below, and working alone, select the alternative that best represents how you would handle this situation. When all members of the group have selected their personal choices, repeat the process and make a group choice. Record your personal and group choices on line 3 of the worksheet. Allow ten minutes for this part. A. Comply with the request and document all results so that you will be able to defend yourself at a later date in order to show that the department manager should be held accountable. B. Immediately send him a memo reiterating your position and tell him that at a later time you will reconsider his new requirements. Tell him that time is of utmost importance, and you need an immediate response if he is displeased. C. Send him a memo stating that you are holding him accountable for all cost overruns and schedule delays. D. Send him a memo stating you are considering his request and that you plan to see him again at a later date to discuss changing the requirements. E. See him as soon as possible. Tell him that he need not apologize for his remarks and actions, and that you have reconsidered your position and wish to discuss it with him. F. Delay talking to him for a few days in hopes that he will cool off sufficiently and then see him in hopes that you can reopen the discussions. G. Wait a day or so for everyone to cool off and then try to see him through an appointment; apologize for losing your temper, and ask him if he would like to help you resolve the problem. Part 4: Conflict Resolution Modes Having never worked with this manager before, you are unsure about which conflict resolution mode would work best. You decide to wait a few days and then set up an appointment with the department manager without stating what subject matter will be discussed. You then try to determine what conflict resolution mode appears to be dominant based on the opening remarks of the department manager. Neglecting the fact that your conversation with the department manager might already be considered as confrontation, for each statement shown below, select the conflict resolution mode that the department manager appears to prefer. After each member of the group has recorded his personal choices in the table below, determine the group choices. Numerical values will be attached to your answers at a later time. Allow ten minutes for this part. A. Withdrawal is retreating from a potential conflict. B. Smoothing is emphasizing areas of agreement and deemphasizing areas of disagreement. C. Compromising is the willingness to give and take. D. Forcing is directing the resolution in one direction or another, a win-or-lose position. E. Confrontation is a face-to-face meeting to resolve the conflict. Personal Choice Group Choice With. Smooth. Comp. Fore. Conf. With. Smooth. Comp. Forc. Conf. A. The requirements are my decision, and we're doing it my way. B. I've thought about it and you're right. Well do it your way. C. Let's discuss the problem. Perhaps there are alternatives. D. Let me again explain why we need the new requirements. E. See my section supervisors; they're handling it now. F. I've looked over the problem and I might be able to ease up on some of the requirements. Part 5: Understanding Your Choices Assume that the department manager has refused to see you again to discuss the new requirements. Time is running out, and you would like to make a decision before the costs and schedules get out of hand. From the list below, select your personal choice and then, after each group member is finished, find a group choice. A. Disregard the new requirements, since they weren't part of the original project plan. B. Adhere to the new requirements, and absorb the increased costs and delays. C. Ask the vice president and general manager to step in and make the final decision. D. Ask the other department managers who may realize a schedule delay to try to convince this department manager to ease his request or even delay it. Record your answer on line 5 of the worksheet. Allow five minutes for this part. Part 6: Interpersonal Influences Assume that upper-level management resolves the conflict in your favor. In order to complete the original work requirements you will need support from this department manager's organization. Unfortunately, you are not sure as to which type of interpersonal influence to use. Although you are considered an expert in your field, you fear that this manager's functional employees may have a strong allegiance to the department manager and may not want to adhere to your requests. Which of the following interpersonal influence styles would be best under the given set of conditions? A. You threaten the employees with penalty power by telling them that you will turn in a bad performance report to their department manager. B. You can use reward power and promise the employees a good evaluation, possible promotion, and increased responsibilities on your next project. C. You can continue your technique of trying to convince the functional personnel to do your bidding because you are the expert in the field. D. You can try to motivate the employees to do a good job by convincing them that the work is challenging. E. You can make sure that they understand that your authority has been delegated to you by the vice president and general manager and that they must do what you say. F. You can try to build up friendships and off-work relationships with these people and rely on referent power. Record your personal and group choices on line 6 of the worksheet. Allow ten minutes for completion of this part. The solution to this exercise appears in Appendix A. 4 4 4 Reaction Personal or Group Score A. I've given you my answer. See the general manager if you're not happy. Hostile or Withdrawing 4 B. I understand your problem. Let's do it your way. Accepting C. I understand your problem, but I'm doing what is best for my department. Defensive or Hostile D. Let's discuss the problem. Perhaps there are alternatives. Cooperative E. Let me explain to you why we need the new requirements. Cooperative or Defensive 4 F. See my section supervisors. It was their recommendation. Withdrawing G. New managers are supposed to come up with new and better ways, aren't they? Hostile or Defensive Total: Personal Total: Group 4 4 4 Mode Personal or Group Score A. The requirements are my decision and we're doing it my way. Forcing 4 B. I've thought about it and you're right. We'll do it your way. Withdrawal or Smoothing C. Let's discuss the problem. Perhaps there are alternatives. Compromise or Confrontation 4 D. Let me explain why we need the new requirements. Smoothing, Confrontation, or Forcing 4 E. See my section supervisors; they're handling it now. Withdrawal F. I've looked over the problem and I might be able to ease up on some of the requirements. Smoothing or Compromise 4 Total: Personal Total: Group 4 HANDLING CONFLICT IN PROJECT MANAGEMENT The next several pages contain a six-part case study in conflict management. Read the instructions in Appendix A carefully on how to keep score and use the boxes in the table on page 252 as the worksheet for recording your choice and the group's choice; after the case study has been completed, your instructor will provide you with the proper grading system for recording your scores. Part 1: Facing the Conflict As part of his first official duties, the new department manager informs you by memo that he has changed his input and output requirements for the MIS project (on which you are the project manager) because of several complaints his departmental employees. This is contradictory to the project plan that you developed with the previous manager and are currently working toward. The department manager states that he has already discussed this with the vice president and general manager, a man to whom both of you report, and feels that the former department manager made a poor decision and did not get sufficient input from the employees who would be using the system as to the best system specifications. You telephone him and try to convince him to hold off on his request for change until a later time, but he refuses. Changing the input-output requirements at this point in time will require a major revision and will set back total system implementation by three weeks. This will also affect other department managers who expect to see this system operational according to the original schedule. You can explain this to your superiors, but the increased project costs will be hard to absorb. The potential cost overrun might be difficult to explain at a later date. At this point you are somewhat unhappy with yourself at having been on the search committee that found this department manager and especially at having recommended him for this position. You know that something must be done, and the following are your alternatives: A. You can remind the department manager that you were on the search committee that recommended him and then ask him to return the favor, since he "owes you one." B. You can tell the department manager that you will form a new search committee to replace him if he doesn't change his position. C. You can take a tranquilizer and then ask your people to try to perform the additional work within the original time and cost constraints. D. You can go to the vice president and general manager and request that the former requirements be adhered to, at least temporarily. E. You can send a memo to the department manager explaining your problem and asking him to help you find a solution. F. You can tell the department manager that your people cannot handle the request and his people will have to find alternate ways of solving their problems. G. You can send a memo to the department manager requesting an appointment, at his earliest convenience, to help you resolve your problem. H. You can go to the department manager's office later that afternoon and continue the discussion further. I. You can send the department manager a memo telling him that you have decided to use the old requirements but will honor his request at a later time. Line Personal Group Choice Score Choice Score 1. Facing the Conflict 2. Understanding Emotions 3. Establishing Communications 4 4. Conflict Resolution 5. Understanding Your Choices 6. Interpersonal Influences TOTAL Although other alternatives exist, assume that these are the only ones open to you at the moment. Without discussing the answer with your group, record the letter representing your choice in the appropriate space on line 1 of the worksheet under "Personal." As soon as all of your group have finished, discuss the problem as a group and determine that alternative that the group considers to be best. Record this answer on line 1 of the worksheet under "Group." Allow ten minutes for this part. Part 1 2 3 5 6 Part 2: Understanding Emotions Never having worked with this department manager before, you try to predict what his reactions will be when confronted with the problem. Obviously, he can react in a variety of ways: A. He can accept your solution in its entirety without asking any questions. B. He can discuss some sort of justification in order to defend his position. C. He can become extremely annoyed with having to discuss the problem again and demonstrate hostility. D. He can demonstrate a willingness to cooperate with you in resolving the problem. E. He can avoid making any decision at this time by withdrawing from the discussion. Your Choice Group Choice Acc. Def. Host. Coop. With. Acc. Def. Host. Coop. With. A. I've given my answer. See the general manager if you're not happy. B. I understand your problem. Let's do it your way. C. I understand your problem, but I'm doing what is best for my department. D. Let's discuss the problem. Perhaps there are alternatives. E. Let me explain to you why we need the new requirements. F. See my section supervisors. It was their recommendation. G. New managers are supposed to come up with new and better ways, aren't they? In the table above are several possible statements that could be made by the department manager when confronted with the problem. Without discussion with your group, place a check mark beside the appropriate emotion that could describe this statement. When each member of the group has completed his or her choice, determine the group choice. Numerical values will be assigned to your choices in the discussion that follows. Do not mark the worksheet at this time. Allow ten minutes for this part. Part 3: Establishing Communications Unhappy over the department manager's memo and the resulting follow up phone conversation, you decide to walk in on the department manager. You tell him that you will have a problem trying to honor his request. He tells you that he is too busy with his own problems of restructuring his department and that your schedule and cost problems are of no concern to him at this time. You storm out of his office, leaving him with the impression that his actions and remarks are not in the best interest of either the project or the company. The department manager's actions do not, of course, appear to be those of a dedicated manager. He should be more concerned about what's in the best interest of the company. As you contemplate the situation, you wonder if you could have received a better response from him had you approached him differently. In other words, what is your best approach to opening up communications between you and the department manager? From the list of alternatives shown below, and working alone, select the alternative that best represents how you would handle this situation. When all members of the group have selected their personal choices, repeat the process and make a group choice. Record your personal and group choices on line 3 of the worksheet. Allow ten minutes for this part. A. Comply with the request and document all results so that you will be able to defend yourself at a later date in order to show that the department manager should be held accountable. B. Immediately send him a memo reiterating your position and tell him that at a later time you will reconsider his new requirements. Tell him that time is of utmost importance, and you need an immediate response if he is displeased. C. Send him a memo stating that you are holding him accountable for all cost overruns and schedule delays. D. Send him a memo stating you are considering his request and that you plan to see him again at a later date to discuss changing the requirements. E. See him as soon as possible. Tell him that he need not apologize for his remarks and actions, and that you have reconsidered your position and wish to discuss it with him. F. Delay talking to him for a few days in hopes that he will cool off sufficiently and then see him in hopes that you can reopen the discussions. G. Wait a day or so for everyone to cool off and then try to see him through an appointment; apologize for losing your temper, and ask him if he would like to help you resolve the problem. Part 4: Conflict Resolution Modes Having never worked with this manager before, you are unsure about which conflict resolution mode would work best. You decide to wait a few days and then set up an appointment with the department manager without stating what subject matter will be discussed. You then try to determine what conflict resolution mode appears to be dominant based on the opening remarks of the department manager. Neglecting the fact that your conversation with the department manager might already be considered as confrontation, for each statement shown below, select the conflict resolution mode that the department manager appears to prefer. After each member of the group has recorded his personal choices in the table below, determine the group choices. Numerical values will be attached to your answers at a later time. Allow ten minutes for this part. A. Withdrawal is retreating from a potential conflict. B. Smoothing is emphasizing areas of agreement and deemphasizing areas of disagreement. C. Compromising is the willingness to give and take. D. Forcing is directing the resolution in one direction or another, a win-or-lose position. E. Confrontation is a face-to-face meeting to resolve the conflict. Personal Choice Group Choice With. Smooth. Comp. Fore. Conf. With. Smooth. Comp. Forc. Conf. A. The requirements are my decision, and we're doing it my way. B. I've thought about it and you're right. Well do it your way. C. Let's discuss the problem. Perhaps there are alternatives. D. Let me again explain why we need the new requirements. E. See my section supervisors; they're handling it now. F. I've looked over the problem and I might be able to ease up on some of the requirements. Part 5: Understanding Your Choices Assume that the department manager has refused to see you again to discuss the new requirements. Time is running out, and you would like to make a decision before the costs and schedules get out of hand. From the list below, select your personal choice and then, after each group member is finished, find a group choice. A. Disregard the new requirements, since they weren't part of the original project plan. B. Adhere to the new requirements, and absorb the increased costs and delays. C. Ask the vice president and general manager to step in and make the final decision. D. Ask the other department managers who may realize a schedule delay to try to convince this department manager to ease his request or even delay it. Record your answer on line 5 of the worksheet. Allow five minutes for this part. Part 6: Interpersonal Influences Assume that upper-level management resolves the conflict in your favor. In order to complete the original work requirements you will need support from this department manager's organization. Unfortunately, you are not sure as to which type of interpersonal influence to use. Although you are considered an expert in your field, you fear that this manager's functional employees may have a strong allegiance to the department manager and may not want to adhere to your requests. Which of the following interpersonal influence styles would be best under the given set of conditions? A. You threaten the employees with penalty power by telling them that you will turn in a bad performance report to their department manager. B. You can use reward power and promise the employees a good evaluation, possible promotion, and increased responsibilities on your next project. C. You can continue your technique of trying to convince the functional personnel to do your bidding because you are the expert in the field. D. You can try to motivate the employees to do a good job by convincing them that the work is challenging. E. You can make sure that they understand that your authority has been delegated to you by the vice president and general manager and that they must do what you say. F. You can try to build up friendships and off-work relationships with these people and rely on referent power. Record your personal and group choices on line 6 of the worksheet. Allow ten minutes for completion of this part. The solution to this exercise appears in Appendix A. 4 4 4 Reaction Personal or Group Score A. I've given you my answer. See the general manager if you're not happy. Hostile or Withdrawing 4 B. I understand your problem. Let's do it your way. Accepting C. I understand your problem, but I'm doing what is best for my department. Defensive or Hostile D. Let's discuss the problem. Perhaps there are alternatives. Cooperative E. Let me explain to you why we need the new requirements. Cooperative or Defensive 4 F. See my section supervisors. It was their recommendation. Withdrawing G. New managers are supposed to come up with new and better ways, aren't they? Hostile or Defensive Total: Personal Total: Group 4 4 4 Mode Personal or Group Score A. The requirements are my decision and we're doing it my way. Forcing 4 B. I've thought about it and you're right. We'll do it your way. Withdrawal or Smoothing C. Let's discuss the problem. Perhaps there are alternatives. Compromise or Confrontation 4 D. Let me explain why we need the new requirements. Smoothing, Confrontation, or Forcing 4 E. See my section supervisors; they're handling it now. Withdrawal F. I've looked over the problem and I might be able to ease up on some of the requirements. Smoothing or Compromise 4 Total: Personal Total: Group 4