The Multicultural Project Manager: Exploring Linkages Between National Culture and Conflicting Styles of Management (2003)

Multicultural Project Manager – This MBA dissertation explores the behavioural competencies needed by a multi-cultural project manager, and investigates a potential link between conflict management styles and national culture. It takes as its base the assumption that cultural differences are vividly demonstrated during conflict, and may in fact be the cause of the conflict. As a result, the manager of a multi-cultural project team must be able to manage conflict constructively in order to realise the full potential of the team.

The research begins by reviewing key literature on project management, national culture, and conflict. This leads to research on emotional intelligence, and on management training. A survey was performed on over 450 individuals from various cultural backgrounds, to analyse patterns in their methods of handling conflict. Based on the relevant literature review and the results of the field research, the profile of a multi-cultural project manager is described, and a high level development programme for multi-cultural project managers is proposed. Many modern business management / culture models used throughout including:

  • Kolb’s Learning Cycle
  • Hofstede’s Culture Triangle and Onion Model of Culture
  • Garrison’s Model of Business Culture and Triangle Model of Culture
  • Maslow’s Value Pyramid
  • Rahim’s Conflict Management Styles
  • Dulewicz and Higgs’ Model of Emotional Intelligence
  • Turner’s Model of Project Management
  • Law’s Framework for a Multicultural Project Manager
  • 15,000 words – 78 pages in length
  • Outstanding use of literature
  • Good in depth analysis
  • Good statistical analysis
  • Well written throughout
  • Includes questionnaire survey
  • Ideal for business and management students

1: Introduction
Competitive Advantage Gained
Research Approach

2: Literature Review
Conflict Management
Emotional Intelligence
Multi-Cultural Project Management
Development of Competencies
Summary of Literature Review

3: Field Research Project
Objectives and Scope
Fieldwork Methodology

4: Results by Country
Great Britain
South Africa

5: Correlations with Hofstede’s Cultural Dimensions
Individualism and the Avoiding Conflict Management Styles
Uncertainty Avoidance and the Conflict Management Styles
Individualism and the Accommodating Conflict Management Style
Conclusion of the Findings

6: Analysis, Discussion and Recommendations
Profile of the Multi-Cultural Project Manager
Development of the Multi-Cultural Project Manager

7: Final Conclusions
Personal Learning Review


Appendix Section

Multicultural Project Manager Dissertation
Multicultural Project Manager Dissertation

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