Beijing EAPS Consulting INC., case study


The case study on Beijing EAPS Consulting INC., addresses the management structure, project plans, and the nature of communication between the project managers and other employees. The project plan for Beijing EAPS Consulting INC has strengths and weaknesses and the company requires to develop the best course of actions to implement the project plan. The case study also addresses how employees are struggling to communicate with the managers. Thus, the core purpose of this paper is to examine the conflict between the project managers and employees thereby making Beijing EAPS Consulting INC slower in completing and addressing the project plan and management structure. Besides, the paper aims to offer recommendations and solution to the conflict thereby prevent the occurrence of such conflicts in the future.
Causes of Conflict between the Project Managers and Employees in the Case Study
Conflict occurs in companies every time managers and employees fail to read from the same page. The conflict between the project managers and employees in Beijing EAPS Consulting INC. occurs as a result of several factors. First, Beijing EAPS Consulting INC faces the issue when trying to maintain a direct chain of command. The conflict occurs as the organization focuses to create a strong and clear hierarchal structure. Currently, the departmental managers and each project manager have the authority and rights to allocate duties to employees in and out of the project team. Thus, a conflict arises because the managers are competing in their leadership thereby burdening employees with work. This conflict has resulted in the ineffective management of employees and handling of projects as well as meeting project deadline.

Other causes of conflict

The next cause of conflict is connected to Zheng. Mainly, Zheng implemented the project management system because he felt it would be beneficial to Beijing EAPS Consulting INC. however, the implementation of the project management system has not proven any success in the internal culture of the company. Ideally, employees feel that the company should develop a stronger plan to implement organizational changes rather than using the project management system implemented by Zheng. Thus, the dual system of organizational structure has propelled conflict. Besides, conflicts occur between the project managers and employees as a result of ambiguity in the chain of command and barriers in the communication channels between the employees and the managers. The conflict has created intense confusion between the managers and employees. The conflict has also created conjunction between the department managers and project managers thereby leaving the employees indecisive of what the company aims to achieve. The conflict between the project managers and employees is caused by the conflict of interests between departmental managers and projects manager thereby causing confusion to the functional employees who how to prioritize their work.
Besides, conflict occurs due to the scarcity of human resources in the company yet the demand for the products is increasing significantly. The project managers expect employees to complete the project in the scheduled timeline yet they are not enough to cover all the work. The scarcity of workers is causing the conflict because the schedules of the work are tightening and the employees cannot meet them yet the project managers are asking the employees to meet the demand of the urgent client. The sudden request to meet the demand is causing conflicts because the employees are forced to extend their working hours. Extending working hours for employees in Beijing EAPS Consulting INC. is a de-motivational factor among the employees.
Moreover, conflict can be seen when the project manager, Ms. Song is attempting to make a decision on the work that needs to be finalized. Similarly, the conflict occurs to the departmental manager, Mr. Yang because they are working at the same level as Ms. Song in the management structure. The conflict arises because the project manager, Ms. Song undermines her authority to give direction to Mr. Yang’s employees. Also, the project manager, Ms. Song is not bold enough to ask for assistance from Mr. Yang’s employees because he is temperamental. The cause of conflict between the project managers and the employees is fueled by poor communication. For, example, Mr. Yang and Ms. Song are not communicating with each other thereby weakening the leadership and management of the company. Lack of appropriate communication has caused confusion among workers because they do not know which manager to work for or the work to prioritize thereby fueling more conflict between the departmental managers, the project manager, and employees. Most importantly, the employees are not informed who their direct supervisor between the departmental manager and the project manager is thereby causing conflict between the two managers.

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Recommendations and Solutions

Despite the above conflicts between the project managers and the employees, Beijing EAPS Consulting INC., can restructure its organization and resolve the conflicts. Thus, there are several recommendations that can be adopted by the company to solve the current and future problem. First, Beijing EAPS Consulting INC. should adopt the theory of project leadership that allows people in a company to work as a team. Therefore, the employees, project managers, and departmental managers should develop team behavior that can assist to balance management problems that Beijing EAPS Consulting INC., is facing currently. For that reason, the team environment for Beijing EAPS Consulting Company requires a leader who is committed to the company and to the employees. Thus, the project manager, Ms. Song needs to develop a commitment to solving the conflict between her leadership and the leadership of Mr. Yang. This solution will resolve the conflict in the company because the employees will understand their areas of jurisdiction. Besides, the project manager needs knowledge of the project at hand and skills relevant for the completion of the project. This will be essential in addressing the scare human resources to complete the project in the scheduled timeline. Lastly, Beijing EAPS Consulting Company should bring in the team members to actively participate in the five classical team development procedures used in the team environment. In other words, the company should adopt the five steps namely; forming, storming, norming, performing, and adjourning.
Another recommendation is to make sure the project is completed on time thereby solving the conflict between the project manager and employees on a project timeline. Thus, the project manager and departmental managers need to take into consideration the acceptance of the employees regardless of who is the immediate supervisor. Consequently, the conflict between the project manager and departmental manager translates to a wide conflict with employees thereby delaying the project. Thus, the project manager should ensure that the employees have the correct attitude and vision by gathering together the employees. The project manager should initiate a strategy to integrate the employee’s personality and professionalism so that they can understand their skills and behaviors that can propel the completion of the project.
Consequently, Beijing EAPS Consulting Company is missing codes of conducts and ground rules in the team environment. The best solution solves this conflict is to create respect between the project manager and the employees to create a strong team environment that understands the expectation of the entire time. Also, the project manager needs to be in charge of monitoring the progress of the work completed. Thus, Beijing EAPS Consulting Company needs to adopt new management and business structures to ensure the conflicts between employees and the project manager are resolved. The company should standardize all the manager to operate at the same level. For example, Ms. Song and Mr. Yang should have worked at the same level to allow employees to work towards project completion without facing ambiguity in management. This solution will ensure all the projects in the Beijing EAPS Consulting Company are co-conducted to make sure the project is completed as per the scheduled timeline. Lastly, human resources in Beijing EAPS Consulting Company are scare and there is need to increase the workforce. Thus, the project manager should recruit more employees to solve the conflict of employees working for long hours.


Overall, the Beijing EAPS Consulting Company is great potential that only needs to be tapped and directed in the right direction. The company lacked proper management leadership because the manager lacked strategies, experience, and focus. Thus, the main cause of conflict between the employees and the project manager in the Beijing EAPS Consulting Company is associated with the incompetence of the project manager in terms of; poor communication, use of scarce human resources, and inability to control and empower employees. Through this paper, several solutions have been recommended to enhance the successful growth and expansion of the company as well as to prevent the occurrence of conflicts in the future.

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