Conflicts Management in Constructions Projects

Cibela Neagu and Cezar Braicu
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Cibela Neagu: „ARTIFEX” University of Bucharest
Cezar Braicu: „Spiru Haret” University of Bucharest

Romanian Statistical Review Supplement, 2013, vol. 61, issue 1, 90-95

Abstract: Conflicts are inevitable within organisations and construction projects are not excepted. The large number of persons involved and the interdependent relations sometimes inevitably result in conflicts. There are very different and sometimes hidden reasons of the conflicts. Nevertheless, conflicts may represent a chance in running the project, as they contribute both to new developments and to clarifying problems and positions of the team personnel. Besides, it’s the project leading team that is in charge with surveying conflicts to try to find the best solutions in the early phase of the conflict. The project manager must induce the team to create an appropriate working climate characterized by no tensions within. In order to practice a performing conflicts management, the project manager must have social competency and communication skills. The quality of the project outcomes, the degree of personnel involvement and motivation highly depend both on means of communication and level of information inside the team. This work paper highlights the main types of conflicts which develop in construction projects and the most important strategies for settlement.

Keywords: conflicts; project team; manager; strategy; organization (search for similar items in EconPapers)
JEL-codes: J53 O15 (search for similar items in EconPapers)
Date: 2013
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