Introduction
The Yang Sing Hotel provided custom-made superior services and accommodation at premium notwithstanding market-monitored rates. Customer feedback and online reviews implied that Yang Sing exceeded the client’s expectations and conveyed the administration’s promise of conveying service levels that customers have never witnessed. The feedbacks of guests concerning late accommodation websites indicated most of the visitors (98%) would recommend and return to the hotel. Critics were correspondingly enthralled by the guesthouse once hurled, and Yang Sing Inn was evaluated as number 1 out of 147 Hotels in Manchester. The preceding Gerry Yeung managing director dedicated personal capital worth £1m trusting in the project and accredited the poor fiscal presentation of the corporations to room charges in the hospitality industry being enormously discounted crossways the luxury generosity market and existing economic downturn.
The previous commercial case was defective; it aimed to provide luxurious, individual housing with 24-hour apartment facilities and five-star client service, which derives at a substantial cost. Due to a global downturn, the price required to be engrossed by a tall hotel tenancy percentage and previous economic environment contributed to its failure to fulfill its monetary targets. The management likewise aimed to offer these facilities from the original presentation, which could have been feasible in an extra suitable fiscal environment. Given the downturn and the previously established contestant hotels contending for the fading market share, implication costs of what Yang Sing intended to deliver were not economically recoverable. Before the Yang Sing Hotel formally closed its operations, the managing director, Mr. Gerry Yeung, announced that it failed to secure rooms at their budgeted rates. The conclusion and failure of the hotel were majorly caused by the economic atmosphere the hotel was tossed and functioned in, its aim and timing related with attaining this objective, the fabricated market it pursued to provide for and the worldwide recession.
Conflict
The origin of conflict in the Yang Sing project is likely to be from varying interests of stakeholders, change in scope, project management technique, denied requests, communication challenges, and scarcity of resources. Every project has different stakeholders, including the government, external contractors, project management squad, management, vendors, and customers (Rahman et al., 2017, p. 50). The different stakeholder views are significant in causing conflicts throughout a project. Customers often require products that transform the way they engage in day-to-day operations. At the same time, the manufacturing squad yearns for a straightforward commodity that can be re-established without problems. Marketing teams require appealing commodities with attractive features that can appeal to customers. Therefore, for the successful closure of the project, the management should consider the expectations and interests of the stakeholders to rhyme what the hotel can deliver and the costs.
Scope changes during the initiation of a project cause trouble to the team involved in the management of the project. For instance, not all employees and customers will agree to the relaunching of the hotel to a different place since most of the workers and clients are used to visiting the restaurant. Hence, conflicts may arise among clients and employees, discouraging most consumers and employees from visiting the newly launched hotel (Novoselov et al., 2019, p. 773). The hotel’s project management design may also trigger conflicts among potential buyers and staff members. For example, a self-controlled and goal-oriented director may fail to agree to the transformation and relaunching of the company. Therefore, conflicts may arise since the expectations of the project administrator may differ from the buyers’ requirements.
Refuted change requirements impact both the composed and experienced professionals by discouraging them from working efficiently or following particular guidelines. For instance, a project manager may request the steering board to add resources to facilitate changing customer demand. However, the top management denies the customer requirements, and the project managers request to offer extra resources, including human resources and funds. Hence, the project leader may be pissed about delivering the project with restricted resources, causing conflicts that may affect the successful execution of the project (Khosravi, Rezvani and Ashkanasy, 2020, p. 40). Communication method disagreements cause conflicts due to the variances in distinct projects based on an organization’s size and project squad.
Big organizations prefer using emails for official communications to maintain their records and software easily accessible by workers. Smaller organizations, particularly SMEs and start-ups, use all obtainable modes of the message, including SMS, email, SMS, WhatsApp, among other platforms. So, when persons join a superior organization and are included in a scheming team, they may have difficulty familiarizing themselves with formal communication modes applied in these businesses (Orlov et al., 2021, p. 03009). Therefore, a team that comprises novices and experienced specialists or a squad that includes individuals who have operated in big companies and persons from start-up or minor environments are bound to communication mode conflicts. Healthy and positive conflicts are important features of high-functioning squads.
The team associates require mutual admiration and adulthood not to permit the battle to worsen into the main dispute. The sentiments and insights of people play critical roles in determining conflicts (French et al., 2018, p. 284). Income sources are another source that could root irrevocable injury to a crew (Qirbi and Ismail, 2017, p. 220). It could impact a business’s reputation, project, and organization in general. Resources management can affect disagreements, alterations, mistrust. In addition, this can similarly cause the lineup to be in stressful circumstances that require handling of old archives and predicament to discover new incomes immediately they can. The best method to pact with such plan management battles is to be ready. If businesses make thorough resources inventory, they can exclude their reputation and team from the distress of every dwindling quarry to a circumstance of rare resources.
Strategies that Could Tackle the Conflict Sources
The various strategies that may help eliminate the conflict sources include avoiding, accommodating, compromising, directing, or collaborating with the sources. Avoiding the conflict sources includes retreating from potential or actual conflict situations, postponing the problem to be prepared in a better way, or giving others the chance to resolve the conflict (Wu et al., 2018, p. 1482). Accommodating includes emphasizing the section that causes disagreements and conceding an individual’s position to meet other people’s requirements, maintaining relationships and harmony. Reconciling or compromising entails looking for appropriate solutions that enhance satisfaction among the teams to partially or temporarily resolve the conflicts, resulting in lose-lose circumstances.
Forcing or directing includes pushing a person’s viewpoints at other people’s expenses, offering solitary win-lose explanations, often implemented via power positions of resolving emergencies, resulting in win-lose situations. Collaborating or solving challenges that arise includes incorporating various insights and viewpoints from distinct perspectives and requires cooperative attitudes and open dialogues that contribute to commitment and consensus, resulting in a win-win situation (Soliku and Schraml, 2018, p. 140). According to the game project management theory, establishing and preparing a scheme like a “game” allows a venture to exploit gains and diminish losses (Grzyl, Apollo and Kristowski, 2019, p. 1983; Eissa, Eid and Elbeltagi, 2021, p.04021066). Hence, by acknowledging the possible sources that may be the origin of conflicts in Yang Sing, the organization could easily eliminate the sources and execute its project successfully.
Sponsor
A sponsor is necessary for the Yang Sing Project because and will offer insight, organize team structure, plan and define roles and responsibilities, provide support and guidance, and help assess the project’s progress. Despite patrons being rarely involved in daily meetings and tasks, guarantors can play an active role in the success of the Yang Sing Project, thus influencing its success. Champions will be responsible for providing insights into the project in that they will act as impartial leaders in the project (Patnaik et al., 2018, p. 610). Backers will also give advice, knowledge, support, and resources to the project’s employees. The Yang Sing Project will require investors to maintain a large image of the project’s progress.
The project needs to be organized and structured, but this can only happen with the availability of sponsors. According to the systems theory of management, interdependence, collaboration, and teamwork ensure a project’s success (Zhang, Zhang, and Li, 2019, p. 640). Without sponsors, the Yang Sing Project may be in chaos due to the absence of impartiality and experience. Yang Sing may need funders to plan the teams that appropriately suit the project needs; thus, assisting managers to ensure specific responsibilities are accounted for. Project backers will enable the Yang Sing Project to conduct its risk evaluation. Due to their experience in the business, they will provide the project managers with knowledge on how to avoid risks that may emerge in the long run of the project. Lastly, project aiders act as project stakeholders; hence, they have the mandate to declare a scheme’s success or failure.
A sponsor will be indulged in the closing duties of the Yang Sing Project, supervise handoffs and deliveries and ensure that all records are updated, signed, and kept. Project funders will also provide the Yang Sing Project with in-depth examination discussions with the entire team of the Yang Sing Project (Randhawa, Wilden, and West, 2019, p. 312). Project donors will provide the project with additional guidance, support, and views on the project’s advancement through deadline feedback and quality assurance. Sponsors will provide the Yang Sing Project with planning, the definition of roles, and its staff’s errands (Herrero, Hernandez-Ortega, and San, 2020, p. 106240). The definition of responsibilities and roles of the project’s staff will encompass choosing the project owner and manager tasks.
Development of a project offers sponsors insights into running the project without necessarily getting involved in the management matters. Hence, sponsors will outline the Yang Sing Project Charter, countercheck the project’s plan, ensure feasibility, make critical verdicts, and join conferences leading up to the kick-off (Herrero, Hernandez-Ortega, and San, 2020, p. 106240). A sponsor will collaborate with the managers to support, sign off end-products, and evaluate the plan’s progress. Sponsors give feedback when needed but generally remain behind on management matters to avoid making the Project Manager feel micromanaged. Project supporters will act as standby solutions in case of any emergence arising of issues since they can resolve the arising conflict with a neutral solution.
Management Style
The scrum project management style is the most probable management design for Yang Sing’s project. It will facilitate frequent value conveyance, an adequate collaboration between stakeholders and Yang Sing employees, and respond easily and positively to changing necessities. The design will help the hotel complete the new project’s deliverables efficiently and quickly. In addition, the management style will ensure the project has its Work Breakdown Structure (WBS), which will play an important function in ensuring the business understands the work to be done (Rianty et al., 2018, p. 01019). The technique will ensure the hotel utilizes money and time effectively, divides its project to easily monitor sprints, tests and codes advancements during the reviewing of the sprint, and facilitates quick development of the new project.
Scrum management will help Yang Sing obtain clear visibility via meetings, stakeholder and customer feedback, adjusting changes depending on client feedback, and team member efforts will be visible throughout scrum meetings. Scrum management style will ensure the hotel has strived for its new launch since it will enable the managing director of the project to handle the dynamic requirements during the development’s lifecycle (Hidalgo, 2019, p. e1447). The style will facilitate the inspection of the new project by improving and evaluating its requirements. It conveys dedicated time at the culmination of every efficiency sequence to evaluate what works for the establishment and requires improvement.
Scrum management style will ensure transparency, collaboration, communication, and value delivery. Scrum endorses a high visibility level on task development and actions, reducing miscommunication and duplication risk. The Scrum Squad has a philosophy of sharing thoughts and working mutually to find the best solutions for any obstacles. (Hayat et al., 2019, p. 145). Unceasing communication between the crew and plan shareholders is imperative for Scrum project management. Scrum structure enables businesses to carry value to customers both primary and regularly in a venture’s life sequence. Each Scrum attribute lowers project risks of any plan and ensures teams respond to changing necessities.
Communication
Communication can be problematic for the hotel due to inconsistent communication, outdated channels, disorganization in leadership, and insufficient feedback. Communication inconsistency will occur if the hotel’s managers will not offer sufficient information on the workplace changes, making workers unable to deliver what they are expected to offer. Communication inconsistency will also ensue if team members and restaurant departments will not share the hotel’s processes, information, and objectives among themselves (Wu et al., 2017, p. 1468). The inadequacy of clear information in the hotel may result in communication problems as individuals make conclusions that fit them and spread incorrect information. Disorganization in leadership and poor communication may contribute to incompetency and ineffectiveness in the hotel or poor service delivery to workers (“Inadequate handoff communication”, 2017, p.1). The restaurant employees may perceive that organizational culture does not guarantee innovative thinking, exchanging ideas, and conversations.
The project managers of the eatery will encounter hardship in handling groups of individuals from several places, leading to misunderstandings and stalling of the project. Lack of feedback from restaurant employees to the managers may result in communication difficulties. Without feedback, managers will not understand the progress of their projects due to a lack of responses. If the hotel stakeholders use outmoded channels to pass their intended message to their employees, communication challenges may occur among the hotel stakeholders. If the managers fail to strategize on the appropriate communication processes in the firm, individuals will create their communication mechanisms, which leads to confusion in the long run (Catalano et al., 2019, p. 108223). Misunderstandings in the hotel put the company at risk because most of its operations will not proceed as planned due to the outdated communication processes.
Discussion
Project management challenges originate from numerous sources, implying that outdated management aids are insufficient to eradicate these matters. Project managers handling such difficulties should be experienced and knowledgeable to address particular complexities. Among the skills project managers should possess are Knowledge-Based Practices, which include individual skills, soft skills, and social performs. These skills benefit a leader’s knowledge and experience to plan, articulate and link the problems and anxieties elaborated in a project. Leaders should likewise have the information that aids in the data flow to various project subdivisions: managers classify information grounded on understanding the project evidence.
Project leaders should safeguard the flow of information within the plan to ensure no misperceptions in their development enterprise. Besides communication and informational skills, project leaders require decisional skills, ranging from resource allocation, negotiation and disturbance management skills. Project managers may face different challenges throughout the project development stages, including resources shortages. Other than the financial crisis, poor resource allocation and planning skills contribute to the failure of a project. Project managers should correctly master project processes, establish resources, and advance schemes to facilitate project procedures. Utilizing project leadership, decision-making, and resource allocation skills since project managers can define and develop strategies that enhance success. Project success is highly impacted by the association and collaboration among project participants.
Conclusion
Varying stakeholder interests, project management methods, communication problems, and scope changes are likely to be the chief causes of conflicts in the Yang Sing project. Clients prefer goods and services that impact their daily lives. Correspondingly, manufacturing groups seek a genuine good or service that can be re-invented without hardships. The marketing groups need attractive goods and services that please the clients for the successful closure of projects. Management boards should regard the anticipations and interests from the stakeholders to suit what the restaurant can deliver and the prices. Strategies used to eliminate conflict sources in the hotel management include collaborating, directing, avoiding, and accommodating.
Sponsors will be essential to the Yang Sing project since they will give insights, arrange the team structure, describe roles and responsibilities of individuals, offer support, and aid in assessing the project’s development. Scum project management is the possible management design of Yang Sing’s project. Scrum management will lead to frequency value transmission, adequate integration among the workers of Yang Sing and response to significantly changing requirements. Communication may be challenging for Yang Sing due to outdated communication processes, disorganized management, and lack of employee-employer feedback.
References List
Catalano, A.S., Lyons-White, J., Mills, M.M. and Knight, A.T. (2019) Learning from published project failures in conservation. Biological Conservation, 238, p.108223.
Eissa, R., Eid, M.S. and Elbeltagi, E. (2021) Current applications of game theory in construction engineering and management research: A social network analysis approach. Journal of Construction Engineering and Management, 147(7), p.04021066.
Foroughi, H., Gabriel, Y. and Fotaki, M. (2019) Leadership in a post-truth era: A new narrative disorder? Leadership, 15(2), pp.135-151.
French, K.A., Dumani, S., Allen, T.D. and Shockley, K.M. (2018) A meta-analysis of work-family conflict and social support. Psychological Bulletin, 144(3), p.284.
Grzyl, B., Apollo, M. and Kristowski, A. (2019) Application of game theory to conflict management in a construction contract. Sustainability, 11(7), p.1983.
Hayat, F., Rehman, A.U., Arif, K.S., Wahab, K. and Abbas, M. (2019). The influence of agile methodology (Scrum) on software project management. In 2019 20th IEEE/ACIS International Conference on Software Engineering, Artificial Intelligence, Networking and Parallel/Distributed Computing (SNPD) (pp. 145-149). IEEE. doi: 10.1109/SNPD.2019.8935813
Herrero, A., Hernandez-Ortega, B. and San Martín, H. (2020) Potential funders’ motivations in reward-based crowdfunding. The influence of project attachment and business viability. Computers in Human Behavior, 106, p.106240.
Hidalgo, E.S. (2019) Adapting the Scrum framework for agile project management in science: Case study of a distributed research initiative. Heliyon, 5(3), p. e01447.
“Inadequate handoff communication” (2017). In Sentinel Event Alert, 58, pp.1-6.
Khosravi, P., Rezvani, A. and Ashkanasy, N.M. (2020) Emotional intelligence: A preventive strategy to manage destructive influence of conflict in large scale projects. International Journal of Project Management, 38(1), 36-46.
Novoselov, A., Novoselova, I., Aliev, R. and Avramenko, A. (2019) Preventing regional social and environmental conflicts during oil pipeline construction projects. Entrepreneurship and Sustainability Issues, 7(1), p.773.
Orlov, V., Poliakova, V., Shylova, V., Kuzmych, A. and Leshchenko, O. (2021) Communication of the public authorities and self-governmental organizations: Challenges of the digital society. In SHS Web of Conferences (Vol. 100, p. 03009). EDP Sciences.
Patnaik, S., Temouri, Y., Tuffour, J., Tarba, S. and Singh, S.K. (2018) Corporate social responsibility and multinational enterprise identity: insights from a mining company’s attempt to localise in Ghana. Social Identities, 24(5), pp.604-623.
Qirbi, N. and Ismail, S.A. (2017) Health system functionality in a low-income country in the midst of conflict: the case of Yemen. Health Policy and Planning, 32(6), pp.911-922.
Rahman, M., Ali, M., Malik, N., Ahmad, M. and Asmi, F. (2017) Essential skills for project stakeholder’s identification: sustainability perspective. IJBSR, 7(8), pp.43-55.
Randhawa, K., Wilden, R. and West, J. (2019) Crowdsourcing without profit: the role of the seeker in open social innovation. R&d Management, 49(3), pp.298-317.
Rianty, M., Latief, Y. and Riantini, L.S. (2018) Development of risk-based standardized WBS (Work Breakdown Structure) for quality planning of high rise building architectural works. In MATEC Web of Conferences (Vol. 159, p. 01019). EDP Sciences.
Soliku, O. and Schraml, U. (2018) Making sense of protected area conflicts and management approaches: A review of causes, contexts and conflict management strategies. Biological Conservation, 222, pp.136-145.
Wu, G., Liu, C., Zhao, X. and Zuo, J. (2017) Investigating the relationship between communication-conflict interaction and project success among construction project teams. International Journal of Project Management, 35(8), 1466-1482.
Zhang, Z., Zhang, L. and Li, A. (2019) Investigating the effects of reward interdependence and nonfinancial incentives on NPD collaboration in diverse project teams. Project Management Journal, 50(6), pp.641-656.