PROBLEMS AND DIRECTIONS OF CONFLICT MANAGEMENT IN THE PROJECT IN THE EAST WIND GROUP OF COMPANIES

Abstract

Within the framework of the project, it was emphasized that the management of any business entity is necessarily associated with project management. Corporate co-management is a complex and multi-faceted process. Individual performance of various operations, tasks and processes in an organization is possible only at its initial stage of development. The most important feature of conflict management in the project team is that the conflicts within a certain group of people who are simultaneously in the same project is inevitable, and the management decision is of special significance. Collective functioning of a team is a specific feature of conflict management in the project. In many cases at the time of the project launch, the participants are not familiar with each other, there is no experience from interaction, and they do not have a general idea of the project's goals and methods of functioning within it. These features create prerequisites for the constant occurrence of conflict situations, in this connection, it is extremely important for the manager to understand all ways of dealing with conflicts. The article analyzes the level of conflict, the mechanism of conflict management, and evaluates the impact of conflict on the turnover rate by the example of the East Wind Group of Companies. It is revealed that there is a possibility of developing various conflicts. The conflict management mechanism needs to be improved in terms of recruitment. Based on the identified shortcomings, a conflict management system was developed in the organization of the Eastern Wind Group of Companies. It is proposed to eliminate shortcomings in the team management system at the East Wind Auto Center through a number of activities, including various trainings, psychological monitoring, and hiring a conflict expert.