Project Management: Managing Employee Expectations

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Project Management: Managing Employee Expectations

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Project Management: Managing Employee Expectations

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• Choose a contemporary issue and five articles on your selected issue of choice that include multiple perspectives and challenges.
• Describe the project management issue you are going to investigate.
• Provide a rationale for why you chose this issue.
• Explain gaps you have observed or perceive between the academic literature and theories and practice.
• Cite two representative research articles using Harvard Style. Briefly summarize the articles using some of the guidelines from the How to Critique an Academic Paper handout as a basis.

Organizational culture plays an effective role in case of the project management issue. Organization culture can be also defined as the corporate culture, which combines the values, beliefs and attitudes the people of the organization shares with each other and their customers
This report is precisely describing the importance of organizational culture in project management with by reviewing seven articles. The gap of the literatures is also evaluated with respect to these seven articles.
Article 1: Management of cultural differences in international projects:
Anbari et al. (2004) stated that cross- cultural project teams can provide the support to the success of the project and provide enhancement to the competitive position of the organization. Though there are several conflicting situations which affect the success of the project. This aspect basically affects the multicultural global business community. These conflicting situations can be avoided if the managers of the organizations take some innovative and motivational steps to fix these misunderstandings through their flexible leadership quality. The paper is discussing about the cultural differences with proper examples from with respect to the international project management. The theories provide the motivational orientations of people towards their work culture at risk. The theories prove that, the international project management can gain success by maintaining cross-cultural communication, quality leadership and providing equal respect to each individual.
Article 2: Management of employee expectations in South Asia:
The management of the multinational companies experiences various challenges while managing the culturally diversified workplace. The core aspect of the human resource management is the employment relationship. The expectations of the employee get shaped with respect to the employment relationship. Expectations of employees materialized from the employment relationship. This report is providing how the expectations of the employees are affecting the outcomes for the employees (Abdullah et al. 2012).In this report the cultural dimensions of the Bangladesh is analyzed with respect to the Hofstede cultural dimension, as the culture of Bangladesh is influenced by the cultural mix of India and Pakistan. The employee expectations of three multinational companies are analyzed for understanding their performances. The thematic analysis of the employee expectation highlighted the themes: recognition of the society, financial stability of the employees and consideration of their families.
Article 3: Conceptualization of leadership across culture:
There are different kinds of leadership style available in various organizations. This leadership style varies according to the cross- cultural or cultural influences the organizations are facing. This literature elaborates the possibilities of the leadership theories while solving the conflicting situation within organization. A cultural difference always influences the leadership roles within the organization (Dickson et al. 2012). The conflicts rose within the organization mostly affected by the lack of leadership qualities or wrong guidance provided by the leaders in the organization. There are six cultural dimensions mentioned in this report, which shows the behavioral changes of human, which influences the organizational structure and leaders of the organization.
Article 4: Workplace commitment and generational differences in values:
The report is explaining the workplace engagement of students or employees. The engagement of students and employees affect the financial condition of the organization and the personal life of the individuals.  The knowledge of the individual in the organization and the knowledge of the students in the classroom measure the progress of the organization and classroom. The survey result presented in this report shows that among the three generations the altruistic value is mostly highlighted (Schullery 2013). These aspect shows that, there are noticeable impact of generation differences. Student expectations are building up accordingly with the training provided to them, they utilize their knowledge as per the demands of the situation. In case of the organization, corporate training teaches the employees how to incorporate themselves with the changes happening in the organization.
Article 5: Project management for development in Africa:
International expansionof projects and scheme management problem in Africa is discussed in this report. The problems related to the international development of projects may face many traps: one-size fits all technical traps, lack of capacity related to project management, accountability for results trap and the cultural trap. In the next step, this report introduces an new agenda for avoiding the one size fits all trap. This aspect will ensures the long term development of any project. Tailoring the project management in the African culture has become essential as the country is experiencing most fail cases of projects(Ika 2012).
Article 6: Global dimensions of Robust Development Network Enterprise:
Diversity of cultures, emerging uncertainties and cultural diversity in the international project are involving more experiments for the engineering, architecture and assembly firms. In the international projects, alterations among the values, group norms, work culture and specializedroles can create various conflicting situations which harm the quality of work and affect the financial condition of the organization (Wong et al. 2010). Risk factor of international project execution has been examined through previous research. Reconfiguring of project help in mitigating risk which isexplored by little researching.
Article 7: Organizational structure and culture influences project management more than realization:
The structure and culture of the organization is crucial for the development of the organization. The group’s norms, values, work culture and objectives differ from each individual within the organization (Mochal 2012). This aspect also influences the organizational culture. This article is describing the several factors, which influences the organizational culture. These factors are: governance, roles and responsibilities of employees and authority, orientation of process etc.
Gap analysis:
Managing the cultural differences among the international projects has only focused on the identification process of the conflicting situations but the authority did not try to find some possible solutions for resolving these conflicting situations, which is needed here.
Management of the employee expectations within the organization should not only consider the diversified expectations of the employees. It is mandatory to understand their expectations according to their situations, as these influence them more in their personal and professional life.
Conceptualization f leadership across organizational culture should be analyzed with respect to the practical scenarios within the organization, as this article has judged the situation with respect to the leadership theories it is not convenient.
A generational difference affects the workplace engagement. The organizations should treat their employees according to their perceptions which they gained from their generational differences; it will help them to keep the organizational culture more perfect.
Project management for development in any country should not only focus on the traps available in the industry. The aspect should be more focused on finding solution of these issues.
Organizational changes and norms may create several challenges for several organizations. If the motivational aspect can be developed among the employees then this issue will be resolved easily.
This can be concluded that, the organizational culture have a crucial impact on the project management. . The culture defines the specific goals of any organization among several. The structuring of project is also evaluated according to the culture followed corporate sector. The review of the seven articles is providing the elaboration of these impacts.
Anbari, F., Khilkhanova, E., Romanova, M. and Umpleby, S. (2004).MANAGING CULTURAL DIFFERENCES IN INTERNATIONAL PROJECTS. Journal ofInternational Business and Economics, 11(1), pp.267-274.
Dickson, M., Castan˜o, N., Magomaeva, A. and Den Hartog, D. (2012).Conceptualizing leadership across cultures. Journal of World Business, (47), pp.482-492.
Ika, L. (2012). Project Management for Development in Africa: Why Projects Are Failing and What Can Be Done About It. Project Management Journal, 43(4), pp.27-41.
Mochal, T. (2012). Organizational culture and structure influence project management more than you realize – TechRepublic. [online] TechRepublic. Available at:
Schullery, N. (2013). Workplace Engagement and Generational Differences in Values. Business Communication Quarterly, 76(2), pp.252-265.
Wong, K., Unsa, H., Taylor,, J. and Levit, R. (2010). Global Dimension of Robust Project Network Design. JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT, pp.442-451.

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