Multitasking and conflict resolution
Multitasking and conflict resolution is a strategic heuristic technique (Aarseth et al., 2017). The two methods require a combination of tasks or projects. The main aim is to increase the utilization of resources and reduce time wastage. For example, an organization with a plan to phase out the traditional production concept in their marketing and embrace the societal-marketing concept will utilize the skills of the software developers in a different project to increase the popularity of the firm. The firm will engage search engine optimization, social media and internet-based tools to get feedback to develop the new concept, as well as utilize the platform in marketing and initiating sales.
Merits of multitasking are a significant reduction in the costs investments for resources and equipment. The technique is suitable as it optimizes on the available resources as well as helping to resolve everyday conflicts in the various phases of project development. It also enhances attract-ability of the products since they are standardized and produced in concurrently. The technique is an aid to increase the timely management of projects (Aarseth et al., 2017). It ensures all activities and tasks are performed on a routine basis; therefore, it reduces incidents of procrastination and unattended projects or assignments. Projects are substantially improved with multitasking which ensures maximum productivity and suitability of the products. Finally, multitasking reduces idleness of staff who might be engaging in illegal activities or even unwanted chaos around the work environment.
The demerits of multitasking in project management include compromised product efficient and reduced dedication towards quality attainment. Since a group or one person is assigned several tasks, there are likely to be distracted from the core objective, which eventually leads to lower quality products. Multitasking reduces the need for task specialization, which in turn promotes reduced research and development towards unique projects. Multitasking is both challenging and almost impossible for the project managers who are likely to miss out on some tasks or even lack the competence to run parallel projects (Forsyth, 2018). Some essential elements of the projects may be omitted, and the risks of poorly developed projects might arise.