Writing

Please read the abstracts and rewrite them in five sentences in your own words with the same meaning.

10. Abstract.

This discussion analyzes and reviews verbal and non-verbal communication issues that have an impact on information resource project managers. The concepts are presented in a familiar information systems model framework showing open and closed-loop systems as well as a communication flow system. It provides theoretical underpinnings for project managers who strive to develop proactive management of the environmental influences surrounding them to shape a communications environment, rather than having to take a reactive stance to the multiple messages and barriers they encounter. Technology alone is insufficient to improve communication. Technology may e utilized to organize data into information, but information becomes communication only as it is interpreted y a person. Information resource project managers, who can expect to spend a large percentage of their time in communication activities, can develop communication skills as they increase their understanding that communication is interactive and manageable.

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11.

CONCLUSION

Communication is critical to all project management dimensions. Projects have many different pieces of information either to be or not to be shared with different stakeholders. Each stakeholder has specific needs, methods, and frequency of communication. The project manager must understand this basic fact. They need to strategically cognizant of these characteristics in their project planning. The project manager must decide on the mode of communicationbi-directional or not. When deciding on their model and approach, they need to know their audience and the needs of the audience. They need to understand the stakeholders, context, and technical demands of the audience in order to strategically incorporate communication into their project management activities. The need to avoid wasted effort and for timely project completion leads to conscious project managers who are engaged with the project cycle to communicate strategically. As one can see, the strategy is dynamic and sensitive to complexity. Managers must consider the context, technical specifications, and the stakeholders when selecting channels and types of communication.

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12. Abstract

Ineffective communication and the poor application of communication skills in construction project management lead to project outcomes that do not meet project objectives. The lack of a proper communication skills model for project management may contribute to ineffective project communication. This article reports the results of a study done to identify the most important project management communication skills and applications of communication that effective project managers should possess. A literature review on project management communication, project communication skills, applications of project communication and project management and leadership communication was done to develop a quantitative questionnaire for testing the importance of project management communication skills and applications of communication as perceived by a total of 97 construction-related professionals employed in construction project management, architecture, construction management, engineering and quantity surveying. Based on the findings, the communication skills and applications of communication expected from project managers were grouped into core (decision-making, problem-solving, listening, verbal competency, motivation, persuasion, meetings, writing competency, presentation, team-building and development, conflict management) and important skills (negotiation, trust, explaining, questioning, reinforcement, reflecting, public communication, humor and laughter, self-disclosure) which, together with managerial and leadership communication, form the main basis of the proposed model. The proposed model may assist construction project managers in developing their communication abilities, and through improved communication,

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13. Communication management during a project state of affairs is that the most vital side, that aims at making certain that right info reaches the proper neutral at the proper time within the right manner in order that effective and economical exchange of data takes place, leading to larger collaboration between all stakeholders. Neutral collaboration and engagement is essential for project success. As per PMBOK guide, Communication management includes the processes needed to confirm timely and acceptable generation, collection, distribution, storage, retrieval and supreme disposition of project info. Communication could be a two means method of causing info from one entity to a different. The Project Manager spends quite ninetieth of your time in Project Communication. For managing communication, the project manager and therefore the project team members got to possess wonderful communication and social skills. These skills can make sure the either side during a communication perceive one another clearly Axley and Stephen (1984). A number of the communication skills and social skills required embody the following:

1. Written communication ability

2. Verbal communication ability

3. Non-verbal communication skills

4. Listening skills

5. Empathy for the stakeholders

6. Questioning and inquiring skills

7. Influencing ability

8. Interpersonal skills (Conflict management)

9. Political and social skills In addition to having the on top of skills, we tend to conjointly got to adopt a structured approach for managing communication. Project communication management includes the subsequent three processes as per PMBOK guide, sixth edition.

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14. Abstract Purpose: This mixed-methods case study identified workplace communication practices of novice engineers and the perceptions of their managers. Method: The study design employed convergent parallel mixed methods to identify common themes. Qualitative data were collected through open-form survey questions, diary/activity logs with follow-up semi-structured interviews, and contextual inquiry methods. Quantitative data were collected through surveys with Likert-rating scales and choice questions. Data were collected using three sources (novice engineer, engineering manager, researcher) to triangulate methods and consisted of a macro-study, with 12 participant engineer/manager pairings, and a micro-study, with 4 pairings. Results: During data analysis, a major theme that emerged was project management communication activities, such as planning project activities, providing or soliciting updates on project activities, coordinating or facilitating a meeting or training session, and documenting and disseminating meeting discussions. Managers provide constructive criticism to novice engineers regarding their communication abilities. Specific themes were needing to (1) provide big picture context prior to technical details; (2) develop clear, appropriate written and visual content; (3) provide confident, timely content to the audience; and (4) increase interactions with technicians and operators. Conclusions: Novice engineers fit into a technical and social context and communicate as project managers. These communications and activities are not reserved only for more experienced engineers. Additional research with novice engineers and project management communication activities would be helpful, including an analysis of the training and support needed to be effective communicators as project managers. Keywords: novice engineers, project management communication

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15. Abstract. With the advance of technology, face-to-face intercultural communication moves into the online virtual environment via electronic tools such as audio-video conferencing, email, messenger chat, platforms, groups, thus distances between individuals from different cultures are reduced and the exchange of information takes place within a few seconds. Cultural differences should not be a barrier to communication but an opportunity for development. International virtual project teams (IVPTs) can benefit from cultural diversity and effective intercultural communication, because it can enhance creativity and innovation within the project team, while at the same time team members are enriched by acquiring intercultural information and developing intercultural skills. So, it becomes mandatory to understand how intercultural communication takes place in a virtual environment, which are the most important challenges and how they can be overcome. This paper aims to highlight the importance of an effective intercultural communication, the role of intercultural communication skills and which are the characteristics of intercultural communicators. In order to analyze some cultural diversity aspects within IVPTs (number of project languages used, efficiency of different online collaboration tools, misunderstandings generated by cultural diversity), an empirical research was conducted, through an online survey within 107 IVPT members. Data was analyzed using descriptive statistics through IBM SPSS Statistics software.