Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Workplace conflict case study
Conflict management
Workplace conflict resolution cases
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Introduction
Almost every conflict situation consists of one party having more power than the other. When the power differential is significant, this usually has a major effect on both the matter and process of the dispute. In order for the outcome of the conflict to be fair, both parties must be relatively equal when it comes to power if resolution of the conflict is to be fair. If one side is far more powerful than another, they are more likely to impose their solution on the weaker party, who in turn will be forced to acquiesce, because they have no other choice.
(Tost, Gino & Larrick 2013) argues that “when a formal leader experiences a heightened subjective sense of power, he or she tends to dominate group discussions and interactions, which leads other team members to perceive that their views and perspectives are not valued”. This perceived imbalance definitely hampers any attempt at managing workplace conflict. When employees feel that they have no authority or empowerment they tend to be disengaged, and disengaged employees effect productivity. Low productivity can be considered a form of dissatisfaction and thus labelled a conflict that must be addressed by both employee and manager.
Conflict and Power
The textbook definition of conflict is when two or more individuals or concepts appear to be incompatible, and in this case low productivity versus high productivity is the conflict that must be addressed between the employee and manager. Power on the other hand is the capacity to do something either by physical force or strength and in this case the employee perceives that the manager has all the power in this situation. This now becomes a power imbalance or struggle of major proportion as the employee perceives t...
... middle of paper ...
...etermine how efficiently and effectively the conflict is resolved.
References
Abigail, R. A., & Cahn, D. D. (2011). Managing conflict through communication. 4th Ed. Boston: Allyn and Bacon.
Fast, N., & Chen, S. (2009). When the boss feels inadequate: power, incompetence, and aggression. Psychological Science, 20(11), 1406-1413. doi:10.1111/j.1467-9280.2009.02452.x
Greer, L. L., & van Kleef, G. A. (2010). Equality versus differentiation: The effects of power dispersion on group interaction. Journal Of Applied Psychology, 95(6), 1032-1044. doi:10.1037/a0020373
Wilmot, W., & Hocker, J. (2011). Interpersonal conflict. 8th Ed. New York: McGraw-Hill.
Tost, L., Gino, F., & Larrick, R. P. (2013). When power makes others speechless: the negative impact of leader power on team performance. Academy Of Management Journal, 56(5), 1465-1486. doi:10.5465/amj.2011.0180
The establishment of the discipline’s discourse did not firmly cement its foundational concepts. As such, various forms, such as the balance between great powers and super power, appeared and further fractured its theoretical base. Jack S. Levy (2004) writes that “some say a balance of power helps maintain the peace; others say it contributes to the onset of wa...
According to Riaz and Junaid (2010), there are four levels of conflict evaluation: intragroup, intergroup, intrapersonal and interpersonal. Sources of intrapersonal conflict include inappropriate demand on one’s capacity, goal incongruence and mal-assignment. Mal-assignment rises in cases where an employee is allocated a task to which he or she does not have the right skills or knowledge, commitment or aptitude. The employee experiences an overloaded qualitative role resulting to role conflict. The employee is unable to satisfy the specified capacity even if he or she works to his or her capacity leading to quantitative ro...
Cobb. (2014). Lecture D on communication and conflict. Personal Collection of R. Cobb, Simon Fraser University, Burnaby, BC
Situations such as uniting teams and operations to align and work together, the author suggests dominant leadership being most effective. When people are having issues agreeing on viewpoints, fear of punishment is effective as it forces people to find a solution. Dominance puts constant pressure on people to perform whether it’s by an incentive or fear consequence. Though the dominant qualities of leaders prove effective in deadline and controversial crisis, they are also the disadvantages of dominance. The author describes the main issue with dominant leaders is that they are commonly disliked. They tend to be close minded individuals with a single perspective and often do not react well to threats to their authority and can supress the potential of those they feel could surpass them. There are ways to moderate dominance to minimize the negative qualities and the article supports this argument by suggesting that dominant leaders “harness their egos” to limit irrational decision which can arise when they feel their power is being threatened. Jon also suggests that dominant leaders keep an open mind and be and assertive leader, but one that makes their employees “feel
It has been estimated in a study by the American Management Association that managers spend between 20% to as much as 50% of their times dealing with conflict among their employees (American Sentinel, 2012). When workplace conflicts are left unresolved they can lead to dissatisfaction, depression and other problems such as aggression and violence (Whitworth 2008). The negative, sometimes hostile, environment created by unresolved conflict has been recognized to be a hazard not only to staff, but also to patient care (The Joint Commission 2008).
Hocker & Wilmot, 2007, Poole, & Stutman, 2005 Folger and 2007 Cahn& Abigail. "Interpersonal Conflict and Conflict Management." Devito, Joseph A. The Interpersonal Communication Book. Boston: Pearson, Allyn & Bacon, 2009. 276.
The literature generally suggests that effective leaders express their needs and motives in ways that benefit the organization. These needs or motives, are considered to be; tenacity, power, drive and work ethic (DuBrin et al. 2006). The power motive is significant, as it plays a major role in the relations taking place within the organization. Power over others is an inevitable part of leadership, but it also carries with it the risks associated with the misuse or abuse of power (Wikipedia, 2008).
Interpersonal conflict is very common with many relationships. It occurs when two people can not meet in the middle or agree on a discussion. Cooperation is key to maintaining a healthy debate. More frequently; when dealing with members of your own family, issues arise that include conflict and resolution. During this process our true conflict management style appears “out of thin air”. (Steve A. Beebe, 2008, p. 191).
pp. 146-170. Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw-Hill/Irwin.
Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000).
The researchers hypothesized that effective conflict management affects employees’ performance in any organization. The purpose of the study was to determine the impact of conflict management on the performance of employees in a public sector organization. Notably, the researchers did not focus the study on the private organization; it may not have had any implication since the cause of conflict on both sectors may likely be the
In countries that exhibit power low distance, it is most likely that there will be equal and fair distribution of power. As such the power will also be distributed to the less powerful individuals in the community. In cultures that exhibit low power distance, it is most
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
Borisoff, D., & Victor, D.A. (1998). Conflict Management: A Communication Skills Approach (2nd Ed.). Boston, MA: Allyn and Bacon.
Conflict exists in every organization as a result of incompatible needs, goals, and objectives of two people while aligning to the overall business requirements. Though disagreement is linked with negative impact, the approach has healthy considerations (Leung, 2008). For instance, some conflicts create an avenue for the exchange of ideas and creativity to meet the set organizational purposes. However, damaging disagreement in organizations results in employee dissatisfaction, turnover, and poor services and reduced productivity. The paper establishes different types of interpersonal conflict and key resolution strategies used to address the problem. Human resource managers need to have the capacity to identify different levels of conflicts and the best methods to negate them.