Interpersonal Relations In Project Management

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The term “soft”, presented by Crawford & Pollack (2004) defines that valuation of relationships, hereby defined as behavioral issues, must be measured qualitatively since it characterizes the human side of interpersonal relations in project management. Based on graphs and tables presented in this study, it is possible to verify that the peak of publications was in 2009 when compared to previous years as this year had a higher number of publications related to the subject as well as 11.2% in relation to all publications. It is relevant that 2014 had 8.9% out of all publications and being the second highest peak since this subject has been addressed within the field of interest in 1988. In the analysis of journals, the highest number of publications…show more content…
The empirical application of this concept extracts certain results that present the interlocution between behavioral issues and organizational aspects. Hoegl & Gemuenden (2001) stress that the assessment of team performance is different in the perspective of team members, project leaders and managers. However, this difference in assessment is linked to questions from the organizational level such as vertical and horizontal differences as well as aspects related to career development and bonus that invariably influence on how results are…show more content…
While Shenhar & Dvir (1996) discuss theoretical questions suggesting taxonomies for projects and management types, Larson & Gobeli (1989) address the significance of three management structures for the success in development projects. The management structures addressed by Larson & Gobeli (1989) incorporates behavioral issues in the influence project managers and functional managers have as well as utilize five variables of analysis such as project complexity, novelty of technology, clarity of project objectives, project priority and sufficient resources. Results appointed by Larson & Gobeli (1989) show that success in development project varies according to the project structure selected as the variable of clarity of objectives is the strongest with project success. However, the authors stress that the choice of project structure is a contingent decision where there must be the consideration of project nature and the requirements of the
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