1. TEAMWORK
Is action performed by a team towards a common goal. A team consists of more than one person, each of
whom typically has different responsibilities.
• Loyalty to corporations, respect for authority, collegiality, and other teamwork.
• Virtues are enormously important in Engineering. Yet they are virtues only within the context of
corporations that maintain ethical climate.
ETHICAL CORPORATE CLIMATE
 An ethical climate is a working environment that is conducive to morally responsible conduct.
 Engineers can make a vital contribution to such a climate, especially as they move into technical
management and then more general management positions.
 The use of ethical climate, the use of ethical language is honestly applied and recognized as a
legitimate part of corporate dialogue. One way to emphasize this legitimacy is to make prominent
a corporate code of ethics.
 Another way is to explicitly include a statement of ethical responsibilities in the job descriptions of
all layers of management.
LOYALTY AND COLLEGIALITY
 Agency-loyalty is acting to fulfill one’s contractual duties to an employer. These duties are
specified in terms of the particular tasks for which one is paid, as well as the more general
activities of cooperating with colleagues and following legitimate authority within the corporation.
 Attitude-loyalty, by contrast, has as much to do with attitudes, emotions, and a sense of
personal identity as it does with actions.
it can be understood as agency-loyalty that is motivated by a positive identification with the group
to which one is loyal.
Collegiality is a kind of connectedness grounded in respect for professional expertise and in a
commitment to the goals and values of the profession, and . . . As such, collegiality includes a
disposition to support and cooperate with one’s colleague.
1. RESPECT FOR COLLEAGUES
Valuing their professional expertise and their devotion to the social goods promoted by the
profession.
2. COMMITMENT

2. In the sense of sharing a devotion to the moral ideas inherent in one’s profession.
3. CONNECTEDNESS
Or awareness of participating in cooperative projects based on shared commitments and mutual
support.
ENGINEERS AND MANAGERS
 Whereas Engineers focus on the job at hand.
 On the other hand, engineers are more daring and concentrate on the job at hand more than
anything else. Engineers take decisions based upon their knowledge and skills.
An engineer performs individual tasks whereas a manager is involved in planning, leading,
controlling, and organizing.
 The focus of managers is on the team they are given to accomplish a task. Managers look at the
budget, resources available to them and the time constraint before they start to feel comfortable.
 Managers are based upon many constraints such as capital, process, and his team and so on.
MANAGING CONFLICTS
Involves implementing strategies to limit the negative aspects of conflict and to increase the positive
aspects of conflict at a level equal to or higher than where the conflict is taking place. Furthermore, the
aim of conflict management is to enhance learning and group outcomes (effectiveness or performance in
organizational setting) (Rahim, 2002).
7 COMMON COFLICTS CONFRONTED BY ENGINEERING PROJECT MANAGERS
1. Conflicts over schedules
-especially where managers must rely on support departments over which the manager has little control.
2. Conflicts over which projects and departments are most important to the organization at a given time.
3. Conflicts over personnel resources made available for projects.
4. Conflicts over technical issues

3. -in particular over alternative ways to solve a technical problem within cost, schedule, and performance
objectives.
5. Conflicts over administrative procedures
-such as the extent of the managers authority, accountability procedures, and reviews, and administrative
support.
6. Personality conflicts
7. Conflicts over costs
-all of these areas can involve explicit or tacit value disagreement.
4 APPLICABLE PRINCIPLES FOR CONFLICT RESOLUTION
 PEOPLE
-separate the people from the problem.
 INTERESTS
-Focus on interests, not positions.
 OPTIONS
-generate a variety of possibilities before deciding what to do.
 CRITERIA
-insist that the result [of conflict resolution] be based on some objective standard.