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A brief description of workplace conflict
Conflict management strategies
A brief description of workplace conflict
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Educational Pension Benefits Although there is a plethora of possible sources of conflict in any workplace, the ones in this case are rather explicit. These include personal differences, Informal deficiencies’, role incompatibility, environment stress, perceptions, and expectations. Personal differences could be related to personal values, physiognomies, family bonds or ties, and material belongings. Moreover, job performance, education, knowledge, and training tend to mold each individual in a distinctive way and unfortunately, some personalities just do not mix. For instance, it is obvious that some of the senior partners just did not agree with Mike Roth’s personality and aggressive nature, which caused a colossal clash within the firm. Informal deficiencies occur when there is some sort of break down in communications in regards to any type of workplace environment. For instance, Dan Richardson and the senior partners of Educational Pension Investments (EPI) had a different vision on which company they should invest with as compared to Roth’s ideas. Roth wanted the company to invest in new technology trends, which infuriated the senior members of EPI because of their antiquated conservative approach to business. Role incompatibility happens when you have two or more individuals that simply do not see eye to eye on any phase of the project. For example, Mike Roth’s inability to stay at any one workplace for an extended period in regards to a workplace incompatibility or personal conflict. Environmental stress is another issue in any workplace because it affects our overall job performance. These stressors can include problems at home, work place friction with another employee, and health issues. Although some s... ... middle of paper ... ...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. References Business Collaboration Network (2011). http://www.partnertosucceed.co.uk/collaboration/collaboration-phases Mindtools (2011). http://www.mindtools.com/pages/article/newLDR_81.htm Whetten, D. A., & Cameron, K. S. (2011). Developing Management Skills (eighth Ed.) [E-Text]. Retrieved from http://www.coursesmart.com/developing-management-skills-eighth-edition/david-a-whetten-kim-s-cameron/dp/9780136121046
Davis, Kevin. "Management Skills - Introduction - Instructor's Statement to Participants." Fsu.edu. Florida State University, n.d. Web. 18 Mar. 2014.
Occasionally, management strife and issues will occur because basic human nature instinct calls for disagreements and social interferences. However, it depends on the upper level of management to deal with problems that occur in a timely and effective manner that benefits all parties involved. There are a number of reasons that management discrepancies may occur, with the leading being various attitude problems. If team members feel underappreciated or taken advantage of they will show their disgruntled feelings, and it can cause serious issues if not handled immediately. The second are communication issues, ...
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...
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...
When it comes to management and leadership within any organization, there are fundamental components to consider, of which, managers of all backgrounds embody. One way to briefly assess these foundations is through Personal Assessment of Management Skills (PAMS), allowing examination of skill competencies from a number of strengths and weaknesses that can be brought to attention. This analysis will briefly discuss the strengths and weaknesses of the PAMS examination results and analyze the skill competencies and how they impact the role as an ethical leader. For the purpose of this examination, strengths will be assumed to be topics where the quality is in abundance. This comes with the assumption that while their importance may
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).
miscommunication, which in ways could cause loss of work time, due to doing the wrong job.
Conflicts in the workplace are one of the most challenging managerial tasks because of the differences in people’s morals and principles (Mayhew, 2013). It’s a double-edged sword because managers needed to use his person skills to gain the confidence of his subordinates and at the same time, be firm and bold in upholding company policies (Mayhew, 2013). An effective manager handles potential issues with a precautionary approach, keeping in mind that conflicts may arise due to diversity of opinion, values, and individual backgrounds (Mayhew, 2013).
Managing conflict is an important issue facing businesses of all sizes. The decision making process can be interrupted and made inefficient by conflict. In addition, after any type of change has been implemented, there is the possibility for conflict with employees and management. Conflict can arise from personal issues, difficulties at work, and other events with great impact. The results of conflict can range from harming the health of the individual to affecting the performance and financial stability of the firm. The points highlighted in managing conflict that will be covered in this paper are psychological, constructive and destructive, affective, accommodation, and compromise.
Each employee has a differing level of tolerance to change. Some may be able to adapt while others will be afraid and resist (Ferguson, 2004). Many people will be afraid and oppose change, or find it to be incompatible with their current job; they will often view it as a conflict. Three conditions help conflict arise, communication, structure and personal var...
Differences in the perception of conflict possess implication in its own right. This is due to leaders uses of conflict styles may be reinforced by subordinates’ responses or the leader may anticipate subordinates’ reaction to the use of conflict styles. It is worthwhile for the leader to be aware of the existence of multiple sources of conflict in work situations and how it promote subordinates’ job satisfaction sin...
There are various types or levels of conflict existing in the work environment including relationship, task and process conflict. Definitions of the aforementioned types of conflict are: (1) Relationship conflict can be defined as an awareness of interpersonal incompatibilities, includes affective components such as feeling tension and friction. Relationship conflict involves personal issues such as dislike among group members and feelings such as annoyance, frustration, and irritation (Jehn,
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.
One of the major sources of the conflicts, regarding to the given case, is incompatible goals: “the new executives clashed with the current executives regarding business strategy” another evidence for that is that the CEO says they 'ended up with an old team and a new team and they weren't on the same wavelength'.
organizations tend not to have the right components and working atmosphere in place that allows