Addis Ababa University School of Commerce

Supported Distance Education Program

Tutor’s comments and score form (TCS)

NOTE: Attach two copies that are eligible

SECTION 1: To be completed by the student

Name: Mesfin Zeleke Hunegnaw Course Title: Project management context.

ID. No: GSD/7763/15 TMA No:2

Tel: +2510921401454 Tutor’s Name:

SECTION 2: Marks for Each Part of the TMA

Part 1 Part 2 Part 3 Part 4 Part 5 Part 6 Part 7 Part 8 Part 9

Total Score

TUTOR’S GENERAL COMMENTS AND ADVICE TO STUDENT:

_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
________________________________

Page 1 of 6
 Addis Ababa University
School of Commerce, Distance Learning Program
MA in Project Management
Module: Project Management Context (MAPM 505)

Dear students, the second TMA which is believed to help you check your progress in your
learning process is given below. You are expected to provide precise and complete answer to the
following question.

Tutor Marked Assignment II (25%)

Dear student, the following is a case study on conflict management in organizations. Two
divergent views are given regarding the role of conflicts on performance. In relation to project
management which viewpoint do you support? Support your answer with sound arguments.

Conflict is Good for an Organization

We’ve made considerable progress in the last 25 years 25 years toward overcoming the negative
stereotype given to conflict. Most behavioral scientists and an increasing number of practicing
managers now accept that the goal of effective management is not to eliminate conflict. Rather,
it’s to create the right intensity of conflict so as to reap its functional benefits.

Since conflict can be good for an organization, it is only logical acknowledge that there may be
time when managers will purposely want to increase its intensity. Let’s briefly review how
stimulating conflict can provide benefits to the organization.

• Conflict a means by which to bring about radical change. It’s an effective device by
which management can drastically change the existing power structure, current
interaction patterns, and entrenched attitudes.
• Conflict facilitates group cohesiveness. While conflict increases hostility between groups
external threats tend to cause a group to pull together as a unit. Intergroup conflicts raise
the extent to which members indentify with their own group and increase feelings of
solidarity, while at the same time, internal differences and irritations dissolve.

Page 2 of 6
 • Conflict improves group and organizational effectiveness. The stimulation of conflict
initiates the search for new means and goals and clears the way for innovation. The
successful solution of a conflict leads to greater effectiveness, to more trust and openness,
to greater attraction of members for each other, and to depersonalization of future
conflicts. In fact, it has been that as the number of minor disagreements increases, the
number of major clashes decreases.
• Conflict brings about a slightly higher, more constructive level of tension. This enhances
the chances of solving the conflicts in a way satisfactory to all parties concerned. When
the level of tension is very low, the parties are not sufficiently motivated to do something
about a conflict.

These points are clearly not comprehensive. Conflict provides a numbers of benefits to an
organization. However, groups or organizations devoid of conflict are likely to suffer from
apathy, stagnation, groupthink, and other debilitating, diseases. In fact, more organizations
probably fail because they have too little conflict, not because they have too much.

All Conflicts Are Dysfunctional!

It may be true that conflict is an inherent part of any group or organization. It may not be
possible to eliminate it completely. However, conflicts are dysfunctional, and it is one of
management’s major responsibilities to keep conflict intensity as low as humanly possible. A
few points will support this case.

➢ The negative consequences from conflict can be devastating. The list of negatives
associated with conflict is awesome. The most obvious are increased turnover, decreased
employee satisfaction, inefficiencies between work units, sabotage, labor grievances and
strikes and physical aggression.
➢ Effective managers build teamwork. A good manager builds a coordinated team. Conflict
works against such an objective. A successful work group is like a successful sports
team; each member knows his or her role and supports his or her teammates. When a
team works well, the whole becomes greater than the sum of the parts. Management
creates teamwork by minimizing internal conflicts and facilitating internal coordination.

Page 3 of 6
➢ Competition is good for an organization, but not conflict. Competition and conflict
should not be confused with each other. Conflict is behavior directed against another
party, whereas competition is behavior aimed at obtaining a goal without interference
from another party. Competition is healthy; it’s the source of organizational vitality.
Conflict, on the other hand, is destructive.
➢ Managers who accept and stimulate conflict don’t survive in organization. The whole
argument on the value of conflict may be moot as long as the majority of senior
executives in organizations view conflict traditionally. In the traditional view, any
conflict will be seen as bad. Since the evaluation of a manager’s performance is made by
higher-level executives, those managers who do not succeed in eliminating conflicts are
likely to be appraised negatively. This in turn, will reduce opportunities for advancement.
Any manager who aspires to move up in such an environment will be wise to follow the
traditional view and eliminate any outward signs of conflict. Failure to follow this advice
might result in the premature departure of the manager.

Page 4 of 6
 Response

From the two argumentative points, when it comes to project management, I support the
viewpoint of “Conflict is Good for an Organization (functional conflict)” instead of “All
Conflicts Are Dysfunctional.”

To support why I chose the first viewpoint, let me start by defining what a conflict is and what
it’s impacts could be. Any difference of viewpoint that inhibits agreement causes conflict. In
projects, we work with complicated ideas and complex relationships, and the two together
provide an ideal environment for conflict. Conflicts are common and, when handled properly,
may be very beneficial.

Because people view the world differently and interpret what they perceive differently, conflicts
are common. We tend to build fixed views around our perceptions and become emotionally
invested in them. This causes unhealthy conflict, but when attachment and set positions are
removed, healthy conflict may occur. Conflicts are beneficial because they present chances to
discuss various points of view on important topics and identify the best strategies for advancing
projects to their completion.

Conflict within organizations can act as a mechanism for critical assessment. Conflicts cause
different ideas and suggestions to be questioned and examined, which leads to a more thorough
analysis of potential strengths and shortcomings. Organizations can encourage healthy
disagreements and productive debates to promote a culture of critical thinking and ongoing
progress. Conflicts provide us the chance to question presumptions, find faults in our theories,
and improve our strategy, leading to better-informed and more sensible decisions.

Conflict may yield poor outcomes, but this will only be the case if it is poorly managed.
Effectively addressing and managing disagreements can lead to beneficial results including
greater communication, better understanding, and enhanced problem-solving skills. By
developing respect for opposing viewpoints and enhancing communication abilities, constructive
conflicts aid in the development of cohesive teams. Even though competition and conflict are not
the same thing, they can coexist in a positive organizational dynamic, with productive conflicts
fostering constructive competition and creativity.

Page 5 of 6
Finally, I would like to substantialize my argument with the three important perspectives mentioned
by supporters of the first view ‘Conflict is Good for an Organization (functional conflict)’

1. Radical Change

One of the main arguments I can raise as a supporter of this ideology is that conflict can lead to
radical change. When people have differing opinions, they are more likely to challenge the status quo
and come up with new ideas. In the context of project management, this can lead to more innovative
solutions and better outcomes. For example, a team member who disagrees with the current approach
may suggest a different approach that is more efficient or effective.

2. Group Cohesiveness

Another argumentative point I want to elaborate on is that conflict can improve group cohesiveness.
When people work through conflicts together, they develop a deeper understanding of each other's
perspectives and are more likely to work together in the future. In the context of project management,
this can lead to stronger relationships between team members and better collaboration. For example,
a team that has worked through a conflict together may be more likely to trust each other and work
together effectively on future projects.

3. Improved Effectiveness

Finally, I would argue that conflict can lead to improved effectiveness. When people are forced to
defend their positions and ideas, they are more likely to carefully consider their arguments and make
sure that they are well-supported. In the context of project management, this can lead to better
problem-solving and decision-making. For example, a team that has worked through a conflict may
have a better understanding of the pros and cons of different approaches and be able to make a more
informed decision.

in conclusion, Project managers need to understand that conflict can be constructive and that
organizational politics, which are often seen as clashing, are actually a beneficial thing that should be
engaged with and used to one's advantage. Projector managers need to understand While conflict can
be uncomfortable, it can also lead to better outcomes and stronger relationships between team
members. One should however not push aside the importance for project managers to carefully
manage conflicts in a way that maximizes benefits while minimizing negative consequences.

Page 6 of 6