More handpicked essays just for you.
Effect of technology on student learning
Effect of technology on student learning
Current case study of conflict resolution in workplace
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Introduction
Working for e-learning project requires various personal with different capabilities to work together in a project. As such, communication is necessary among team-mates. People do have different needs, preference, opinions belief and value. As Wall Jr & Callister, R. (1995) suggested, the definition hold that: “conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party”. When they come in contact with each other in working on projects, they may not accept other’s decision. This causes conflict to occur among one another. While some conflict may be useful in making decisions, most of the time it can cause stress, loss of confidence and unhappiness within the team. Conflicts not only affect personal, it will also cause an organisation to waste their time in handling unhelpful conflict which indirectly cause low productivity.
Challenge in workplace
In the SAF, the traditional methods of teaching are slowly being replaced with the integration of new mobile technologies to develop the cadets’ capacity and ability to learn beyond pedagogical changes for competent performance in the 3rd Generation operating environment. The main scope for the project team is to handle courseware conversion of existing training materials from traditional hardcopy notes and books into digital copy for e-learning purpose.
The project involves interacting with different personal and providing different inputs to create the courseware. No matter which phrase of development the team is working on, there will be tendency for the team to face some form of conflict with one another: The common conflicts that the project team would face are as follows: (1) projects having scope cr...
... middle of paper ...
...ister, R. (1995). Conflict and its Management. Journal Of Management, 21(3), 515.
3. Singleton, R., Toombs, L. A., Taneja, S., Larkin, C., & Pryor, M. G. (2011). Workplace conflict: a strategic leadership imperative. International Journal of Business and Public Administration [IJBPA], 8(1), 149+. Retrieved from http://go.galegroup.com/ps/i.do?id=GALE%7CA335188917&v=2.1&u=nie&it=r&p=AONE&sw=w&asid=14f75b25a98950f95b40393bf8b6d92e
4. Ayoko, O. B., Callan, V. J., & Härtel, C.,E.J. (2003). WORKPLACE CONFLICT, BULLYING, AND COUNTERPRODUCTIVE BEHAVIORS. International Journal of Organizational Analysis, 11(4), 283-301. Retrieved from http://search.proquest.com/docview/198740487?accountid=28158
5. Kemp-Longmore, C. (2000, 02). Conflict resolution in the workplace. Black Collegian, 30, 131-133. Retrieved from http://search.proquest.com/docview/195702571?accountid=28158
Seagriff, B. L. (2010). Keep Your Lunch Money: Alleviating Workplace Bullying with Mediation. Ohio State Journal on Dispute Resolution, 25(2), 575-602. Retrieved from EBSCOhost Database (AN: 51613327)
Huan, L. & Yazdanifard, R. (2012). The Differences of Conflict Management Styles and Conflict Resolution in Workplaces. Business & Entrepreneurship Journal. 1(1), 141-155.
Sally Haslanger’s analytical argument challenges the conventional notion of gender as a binary physical quantity. Haslanger claims that gender is merely a social construct, contending gender not as a biologically determined fact, but alternatively a classification established by society. She attempts to challenge the dated conjectures regarding gender which marginalize individuals who do not conform to current hierarchical gender structures. To describe this, Haslanger offers the following definition of gender— a group is a gender if all members have certain physical traits (whether imagined or visible) that correlate to reproductivity, these traits define or motivate their social position somewhat. Haslanger’s argument regarding this boils
Conflict, when managed effectively, can be constructive. Conflict theorists have labeled this type of conflict as “C-Type Conflict or cognitive conflict” (Amason, Hochwarter, Thompson & Harrison, 1995, p. 22). Conflict of this type is usually centered on issue or opinion related differences and has a positive effect on the team. It increases team member involvement by allowing each member to speak his or her opinion or idea and evaluate the opinions or ideas of others. People change and grow personally from dealing with this type of positive conflict and team cohesiveness is created. Ultimately, “C-Type Conflict” results in a solution to the problem or agreement amongst team members.
Donovan, J. H. (1998). Butting heads in the workplace. Quality Progress, 31(5), 33-35. Retrieved April 3, 2011, from ABI/INFORM Global.
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).
People work in groups or teams everyday whether in their career, education, political organization, church, or any other social setting. Conflict while working in teams or groups is inevitable. When taking people of different backgrounds, personalities, moral, and ethical beliefs and putting them together in a group, conflict will arise. The key to achieving your team goals is to construct and conquer your goals with keeping the greater good of the team in mind. Conflict as it arises should be combated and abated through swift and thorough resolution techniques. When dealt with properly conflict resolution can give rise to a cohesive and productive team.
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
...he who, what, where, why and when methodologies of conducting reprimands, redirects and reinforcement of motivation. Chapter 7 showed me how to manage any type of conflict within the workplace regardless of the situation in an expedient, safe, and effective manner. I also enjoyed learning more about conflict management, strategies used in handling conflicts, and the relationship between each level of conflicts and organizational outcomes.
A group can only be called a team if the members are actively working together toward a common goal. A team must have the capability to set goals, make decisions, solve problems, and share responsibilities. For a team to be successful, trust must be earned between its members by being consistent and reliable (Temme & Katzel, 2005). When more than one person is working on a particular task, inconsistent views or opinions commonly arise. People come from different backgrounds and live through different life experiences therefore, even when working towards a common goal, they will not always see eye to eye. Major conflict that is not dealt with can devastate a team or organization (Make Conflict Work, 2008). In some situations, conflict can be more constructive than destructive. Recognizing the difference between conflict that is constructive to the team and conflict that is destructive to the team is important. Trying to prevent the conflict is not always the best way to manage conflict when working within a team setting. Understanding conflict, what causes it, and how to resolve conflict effectively, should consume full concentration.
workplace include greater total resources, greater knowledge band and a greater source of ideas. However, these advantages can also bring on conflict within teams and the entire workplace. Varney (1989) reported that conflict remained the number one problem within a large company. This was after several attempts were made to train management in conflict resolutions and procedures. However, the conflict remained. The conflict possibly remains because the managers and leaders did not pay attention to the seriousness of the issue. In order to maintain an effective team, leaders and team members must know and be proactive in the conflict resolution techniques and procedures.
Along with the preparation for conflict resolutions, understanding the situation in the team during the conflict is important. Clarifying positions along with listing the facts and all the necessary analyzation of the particular situation helps in resolving the conflict in a team. Applying this process can effectively address and resolve the conflict in a
Conflict is a basic aspect of teamwork (Levi, 2001), since the number of decisions that a team needs to make often evokes feelings of discomfort and stress. Conflict very often arises from a clash of different working style, ideas, interests, needs, and wants. Team conflicts can be due to high stress level. It has been experienced that in teamwork there can be conflicts and conflicts creates dissatisfaction among the employees. It is important that conflicts be addressed in such a way that it has adverse effect and it is very important to address the conflicts on the spot otherwise it would be difficult to handle the conflicts. (Jehn, 1995).When team member s disagree about the task themselves that how these tasks should be performed then task related conflicts occurs. It is also called task led-conflicts, it occurs when persons disagree over the understanding of tasks and their goals it is a disagreement between two team members in a group over the decisions. They have differences of opinions about a certain issue. (Stewart, Sims & Manz, 1999). Disagreement can be caused by differences in viewpoint and values, differences of opinion about tasks and differences in expectation about the impact of decisions (Levi, 2001).
Conflicts transpire as the team develops and moves through the different stages listed in section 3.0. Additionally, conflicts could also arise from lack of leadership that leads to unclear and conflicting goals. The lack of communication from the leader would result in uncertainty to the contribution and commitment of each individual (The University of Melbourne, 2013). This conflict can be resolved by regularly reviewing the work and improving the communication between each individual (Johnson, 2015). Another large conflict that arises is the unfair distribution of work to each person. Whilst it is important for each individual to adapt to every Belbin role that is needed, one must not receive more or less work. The unequal distribution could lead to resentment, inefficiency and the unfairness of a member not contributing but still receiving the marks. All these conflicts can be resolved promptly before it hinder on the work quality. The team should identify the causes of conflict, state their effect on the team and negotiate a solution that suits all. Most importantly, the team should communicate regularly and be proactive about any situations (The University of Melbourne,
In the workplace, disagreement or arguments may arise due to several reasons. This can further result into a state of antagonism or opposition, resentment, avoidance, verbal assaults, and inability to work together. Such may arise due to personality clashes, differences in style, differences in leadership, interdependence conflicts and differences in the background or gender. With reference to the conflict between Norm and Norma, disagreement arose due to differences in styles. This is because Norma was after quick result from the initiated project while Norm believed he could work from home and still meet the expected standard. However, Norma expected full commitment from all the staff under her. For good working relations, conflicts should always be resolved and hence improve good working relationship among the employees both the juniors and seniors. Professionally, conflicts can be solved via two models; circle of conflict and triangle of satisfaction (Susan Holton, 1998).