Introduction

Communication plays a cohesive role, which facilitates coordination among team members and ensures flow of information from one place to another while defining functions and new development within the project. More so, in any project environment, workers rarely meet face to face hence they carry out their duties isolated from each other and from the watchful eyes of supervisors. Furthermore, the nature of a project in a firm or company normally assessed through effective communication and ability to form teams that later assist in attaining the objectives of the project. This paper will critically analyze the past researches on the functions of communication and administration of projects and mechanisms that go into creating effective communication. In addition, it will look into communication tactics required to make effectively coordinate a project.

 Role of communication in the management of projects

According to Fisher (2011), he highlighted the need to define a project before establishing an effective mode of communication. He then defined a project as an endeavor where people, resources, and finances integrate to carry out a particular work within a given time. In addition, the three elements of a project create the need for information, coordination, and urgency. In other words, a project relies on the flow of information from its inception to its finality.

 As stated earlier, a project is an integration of finances, resources, and people for the purpose of achieving a certain objective within a definite time (Fisher, 2011). In other words, communication helps in delivery of relevant information in line with the aspects of the entire project. In my own opinion communication distributes information but also constructions the project through the utilization of the three facets.

In order to convey facts and material, it is compulsory for the project manager to frequently access project details at all times. Stakeholders and other partners may need information about progress of the project at any time (Fisher, 2011). Examples of information a project manager must have are plans, development, customers’ needs, and timeline of the project. Therefore, based on past researches, communication helps the project adhere to rules and regulations mitigate misunderstanding or misinformation and interruptions, which may lead to failure of the project. From my standpoint, a team managing a project may comprise of people from various backgrounds hence communication streamlines processes, actionable causes and levels every team players’ understanding so that no one remains behind schedule.

Projects are dynamic in nature and project managers need to anticipate challenges that may arise during project implementation (Artto et.al, 2011). To ensure operative communication throughout the course of the project, the team members need to come up with a communication plan at the beginning of the project or incorporate planning strategy with communication plan. The communication plan encompasses all types of communication that will be applicable in the project and how one can access the information. In summary, integrating effective communication with planning, organization and other aspects of the projects bridges communication gaps provides a good platform for communication of challenges projects and gives team members information to work with when they are stuck.Communication means conversing and listening to each other. Furthermore, communication can take the form of socialization. However, in project administration, team members need to gain insight on the various long-term objectives of the project so that they know their personal attributes they bring to the table.

 Communication Management and Ensuring Everybody Participates In the Project

In respect to interactions during a project, men talk more than women in mixed settings do and they can speak for other staff members and not just for themselves. On the other hand, women flash friendly smiles more than men flash, give out personal information than men, and reinforce their speech with nonverbal cues such as nodding (Artto et.al, 2011). As a result of speaking less, women get less airtime in meeting hence less dominant. In the end, it boils down to socialization and integration that will make the project move forward without any query. Each person should share their opinion and prevent dominance from either men or women.

Based on past journal and resonating with any organization, communication is the only means through which managers can support a project’s mission and vision (Artto et.al, 2011). It is good to note that visionary pertains leadership style and elements of the strategy and effective communication. More so, women are collaborative unlike men who are more individualistic and visionary.

Challenges Faced During Communication

            Whether a perception or a reality, lack of a definite vision comes with its fair share of challenges in project management and directing each step of the project. Vision has he communication guidance. People handle issues differently and in case, they form a team. For example, Women take issues personally consequently affecting their emotions rather than working out the problems facing the organization and finding sustaining solutions to each one of the problems with ease (Patanakul, and Shenhar, 2012). Being emotional is not a negative thing but the ability of isolating emotions so that they do not hinder the working atmosphere insulated women from performing in their leadership positions. In summary,

In any project, one of the main challenges is sustainable growth and the best counter measure against this challenge is strategizing around strategic financial performance management (Patanakul, and Shenhar, 2012). According to past researches, administration of a small business has to factor in financial data and federal laws governing its market.

 Communication Approaches

Communication management builds up concepts and later converts information into duties and defined works (Muszynska et.al, 2015). Consequently, the information is no longer something abstract but an element utilizable throughout the project. In other words, communication management  transfer knowledge and demonstrates the mannerism  of turning it into an achievable task.

There are various communication styles. The first is assertive where one exerts total control over others but not in a dictatorial manner. The guy may try to inspire others to some extent. This type of leadership can succeed in organizational environments that need output only and where the roles are repetitive (Muszynska et.al, 2015). The only advantage of assertive is that it gives out good results. However, it does not inspire loyalty and creativity sustainably. The second style is active and manipulative where leaders need charisma and an effective approach to give out results. Most used in businesses. This style is a hands-on style that encourages the spirit of teamwork and needs dedicated people to carry out the duties

Advantages of Communication

Cohesiveness is factor that influences the whole dynamism of a team. Cohesiveness between team members builds commitment and the motivation required to achieve the objectives of the team (Muszynska et.al, 2015). Cohesion takes a toll on the manner in which group members treat one another and get along. A highly cohesive team is more dynamic and works effectively together toward the objectives of the team.

Communication is tool that transmits signals within the team. A team’s strategy and goals are only achievable if the members communicate effectively with one another (Daim et.al, 2015). The ability to move together as one team depends on the interpretation and understanding of the intention of the group (Sanjuan, and Froese, 2013). Therefore, a team with good communication skills is more likely to be more effective and dynamic than a team with no effective communication.

Facilitates Group Thinking

The capability to think or integrate thoughts makes the team to suppress unnecessary divergent thoughts and move as one force to achieve one goal and beat the time limit. This can only occur due to intentional desire to achieve the main goal.

Communication management boils down to relationships and attitude of group members among themselves (Sanjuan, A.G. and Froese, T., 2013). The relationships and reaction toward roles and duty affect behavior, which in turn metamorphoses into the group results. Relationship between team members affects work culture. Efficient communication forms good relationship shapes work ethic and input within a group. Therefore, effectiveness within a group and output is molded by the behavior, reaction, and attitudes of team members.

In summary High, stake conversations need a positive attitude and a courageous heart to tackle the issue at hand rather than brush over the situation with sugarcoated words. During crucial conversations, an experienced communicator considers his or her objectives especially when the situation spirals out of hand. Simply put, objectives of a crucial conversation consequently lead to better outcomes for the project and conclusive decision-making while building teams, which pushes the objectives of the project forward.

 

 

 

 

 

 

 

 

 

 

 

 

 

References

 

 

 

Artto, K., Kulvik, I., Poskela, J. and Turkulainen, V., 2011. The integrative role of the project management office in the front end of innovation. International Journal of Project Management, 29(4), pp.408-421.

Daim, T.U., Ha, A., Reutiman, S., Hughes, B., Pathak, U., Bynum, W. and Bhatla, A., 2012. Exploring the communication breakdown in global virtual teams. International Journal of Project Management, 30(2), pp.199-212.

Fisher, E., 2011. What practitioners consider to be the skills and behaviours of an effective people project manager. International journal of project management, 29(8), pp.994-1002.

Muszynska, K., Dermol, V., Trunk, A., Ðakovic, G. and Smrkolj, M., 2015. Communication management in project teams–practices and patterns. Managing Intellectual Capital and Innovation for Sustainable and inclusive Society, pp.1359-1366.

Patanakul, P. and Shenhar, A.J., 2012. What project strategy really is: The fundamental building block in strategic project management. Project Management Journal, 43(1), pp.4-20.

Sanjuan, A.G. and Froese, T., 2013. The application of project management standards and success factors to the development of a project management assessment tool. Procedia-Social and Behavioral Sciences, 74, pp.91-100.