Study Of Conflict Management In Large Multinational I Project

Project I with the estimated total investment of 375 million US dollars, which would be located in Chengdu Export Processing Zone (West), was signed in Chengdu formally on August 27, 2003. This project is split into 4 phases. The first phase costs 200 million US dollars, and the second phase costs 175 million US dollars. The first phase of Project I started to be constructed in January of 2004 and was ended in July of 2005. The second phase of Project I started to be constructed in August of 2005 and is expected to be ended in October of 2006. This project is not only an international project, but an engineering construction project. Project I faces various contradictions and conflicts caused by Chinese/western cultural differences and management differences from project concept, bid invitation, construction and inspection acceptance of each unit project to as-built inspection acceptance of Phase 1. These contradictions and conflicts lead us to two different results: 1. Delay of schedule. Phase 1 was originally planned to wind up in February of 2005 and was actually delayed by nearly 5 months. Although the building was already put into production, the final as-built inspection acceptance date was delayed to May 25th, 2005. 2. Scientificity and strictness of international management and gap of China's business management. This thesis elaborates conflict management of this project through the course of Phase 1 construction and Phase 2 under construction.The first chapter of this thesis is to generalize Project I and project's background and list manifestation of some remarkable contradiction and conflict in this project. The second chapter is conflict management of Project I. Firstly conflict and conflict theory are introduced. Next the strategy of conflict management is stated. The third chapter analyzes conflict management in Project I, and brings forward the corresponding strategy dealing with conflict management in Project I.In view of inevitability of conflict in international project, the cores of this thesis are to analyze formation and influence of conflict in conjunction with realistic case and features of project management, are to research conflict management and transcultural conflict management in Project I and are to propose the responding strategy to transcultural conflict management in foreign ventures and joint ventures.