Respect as a Necessary Value in the Success of a Project
The art of project management requires critical managerial skills and ethics, which can equally expose projects to deep abysses of an economic flop when ignored. Communication is one of the important aspects that make up an organization. Effective communication in project management is an important process that results in harmony and teamwork among all stakeholders. Project managers as leaders who take charge of the direction of a project are expected to cultivate a culture of effective communication in their process of executing duties for the realization of overall goals and objectives. Importantly, effective communication is founded on an organization’s set values and culture, which spell its direction from the help of all departments. This work will focus on respect as a necessary value that project managers should invest on for the success of projects.
Projects are naturally made up of different human resource, who exhibit different skills and knowledge. For a project to have a good signal of success, it must incorporate people from diverse backgrounds and with different skills so as to work as a team. From the fact that team members of a project come up from diverse backgrounds and disciplines, conflict becomes almost inevitable. Most of the people in projects have diverse expectations, values, goals and personalities, characteristics that make them have different ideologies in their labor force as project team members. A project manager in this context requires prudent skills in conflict resolution and communication so as to ensure every stakeholder is satisfied and willing to work as a team (Gelbtuch & Morlan, 2015). The strategies and approaches that a project manager employs in conflict resolution are key in determining attitudes that involved parties will have toward the organization. The manager must, therefore, ensure that every official message that is passed to staff does not hurt any member due to unseen or unexpected cultural values.
Respect as a paramount value in the planning and execution of communication in project management is reciprocal. One of the basic principle that respect is founded on is reciprocity; that respect is earned and not gained. Project managers should always show respect to their staff diverse opinions in communication so as to avoid the destructive notion of master-servant (Pullan, 2015). When employees and subordinate staff are treated as minors and voiceless people, it is easier for them to lose commitment and focus on their jobs. Naturally, respect is an indirect form of motivation to employees, as they reciprocate it with devotion and commitment to organizational values and goals. When stakeholders are conflicting on work-related issues, it is wise for project managers to take up the responsibility of showing commitment to solving the issue in an amicable way through an unbiased communication to all members (Gelbtuch & Morlan, 2015). When communicating with a conflicting group of staff, project managers are expected to show neutrality and avoid imposing unnecessary blame on ostensible wrongdoers. Similarly, respect should be a value for every organization so that every employee and stakeholder can clearly understand the value as the embodiment of the success of the organization. In the process of employee relationship with each other, it is also important for employees to respect ideas of their colleagues so as to create a unified environment where every person learns.
Respect for other people’s ideas in an organization is paramount as it builds trust and unity. For a manager to build organizational trust, respect for other team players’ ideas is good. The ideas that every team member raise should be taken into consideration, evaluated and weighed without bias or ignorance (Sun, Mollaoglu, Miller & Manata, 2015). Communication becomes easier for project managers when they have the trust of the subordinate staff. Meetings are the common avenues through which staff and managers engage to discuss the position and direction of an organization. In such communication, employees are motivated to attend if their ideas and views are taken into consideration and respected by all stakeholders. Essentially, effective communication in project management should take care of other people views and considers other people’s opinion in decision making (Sun et al., 2015). An organization that fails to acknowledge the views and opinions of subordinate staff is likely to face non-commitment of employees to organizational objectives as naturally, workers prefer serving in an environment that respects their ideas, views, and opinions on general managerial duties. Therefore, in this case, respect as a value in effective communication management translates to the willingness of senior management to listen and consider other people’s views.
The failure of managers to incorporate respect as an integral value in communication management could be detrimental to an organization. During the early days when one of my relatives served as an employee at an iron-manufacturing firm, there was an issue related to the decision-making process of the organization. The employees accused the senior management of failing to consider the employee’s views and opinions during official meetings. A considerable number of employees left the organization as they felt neglected and demeaned. When the organization laid off its officer in charge of communication and injected a new blood that was dedicated to listening and considering the views of the employees, the company gained a new momentum and attracted more workers who increased its production.
In conclusion, it is worth-noting that respect is a necessary value for the success of an organization. Traditionally, every organization consists of differently skilled members from diverse backgrounds. Therefore, organizational communication should take in consideration their personalities, cultural values and expectations so as to enhance unity and teamwork in delivering objectives.
Gelbtuch, J. B. & Morlan, C. (2015). Successful project management leadership in a multigenerational workplace. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute.
Pullan, P. (2015). Business analysis/project management friction, and how to overcome it. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute.
Sun, W., Mollaoglu, S., Miller, V., & Manata, B. (2015). Communication behaviors to implement innovations. Project Management Journal, 46(1), 84–98.
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