Chapter 12 Case Study
Dennis P. Furey, Jr.
ML 5313 Project Management
March 28th, 2014

Communication Errors According to the Case Study 2 identified as International Communications (Clements & Gido, 2012, pp. 426-428) in Chapter 12 of the text, the project manager, Samuel, appeared to make numerous errors with his communication process or his lack thereof. Angelique, the plant manager in charge of the newly developed Ireland facility that Samuel’s company was designing and constructing, was never able to make contact with Samuel when she needed information, follow-up, or to discuss necessary changes. A large factor that played into the issue was that there appeared to be no beneficial communication plan in place for this project. This was an international job and would need to have sound, precise communication in place in order to be successful. Another issue with Samuel’s communication was his derogatory, stereotypical remarks about women work associates, either behind their backs or to the face of other employees, such as his own female administrative assistant, Penny. By stereotyping the female workers, Samuel was being unethical and caused a shadow of unprofessionalism to bear over him, which would reflect on himself as a project manager and his team. One last major error the researcher observed from the case study was that Samuel ultimately shut down communication from the onset just through his general business practices and mentality. Samuel stated in his initial meetings that “We can focus all our time on doing the job rather than talking about it. Don’t bog me down with paperwork or emails” (p. 426). He would also have is information technology section disable his email to appear to be undeliverable to force clients, such as Angelique, to try other means of communication, which ultimately turned into a vicious circle.
Angelique’s Reaction