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Concepts of conflict management and strategies
Importance of solving conflict
Resolving conflicts
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Conflict in the workplace is a fact of life. Creating a work environment that enables people to thrive is important. Because people have different goals and needs, conflict unfortunately is inevitable. Individuals interpret and respond differently to situations. The differences in people is not a bad thing however, it’s the attitudes that arise that may make a situation a negative one. Having a competitive attitude in the workforce is a good attribute. This is the force that drives some individuals. The desire to excel and achieve are traits that employers seek as it can lead to growth and higher revenue. Companies also create competition among employees to reach quotas. It is unfortunate however, that not all competition remains friendly. It can leave people feeling bruised, unsatisfied and resentful. Collaborative people try to meet the needs of all people involved. I have found it to be a more pleasant experience to work with this type of personality. They cooperate effectively and acknowledge that everyone is important. This type can be highly assertive, prov...
Kohn mentioned in the article, Against competitiveness, “A more reasonable and humane perspective is always hard to come by when we’re told that we’re in a race” (2014). Altogether, competing can sidetrack people from what is essential to completing the business’s mission statement. People that were dedicated to working on a project may take time-consuming precautions while others are around. Kohn mentions in the article, No Contest, “Although our society often confuses them, victory and excellence are actually two very different ideas.” Victory, a defeat of an enemy or opponent. Excellence, the quality of being outstanding or extremely exceptional. The definition of the two words should not go hand in hand. We can be excellent without competition and without a victory. "When you are content to be simply yourself and don't compare or compete, everybody will respect you" - Lao
After many discussions with peers, I have found that for a team to work collaboratively there are some key qualities that are needed, which include:
There are four different team player styles, and they include contributor, collaborator, communicated, and challenger. The contributor keeps the group focused, provides good information, and has high standards for the work. The characteristics of the collaborator is to focus on the overall mission, vision, and long term outcomes. The contributor is usually willing to pitch in to reach the goal, and helps the group form an overall purpose. As the communicator, one would care about how the group communicates and work together. They would also assure that everyone gets recognition, and that the group has a positive team experience. Last, but not least, the challenger asks tough questions about the goals and processes. They are not afraid of disagreement and challenges the team to take risks and be creative and innovative. With completing the team player styles survey I found my dominant style, challenges, and norms.
In several occasions, conflict occurs in the communication of one or two people. Several people have thought of conflict as cases involving pouring of furious anger in a communication process. Nonetheless, conflict is the misinterpretation of an individual’s words or values (Huan & YAzdanifard, 2012). Conflict can also be due to limited resources in an organization (Riaz & Junaid, 2010). Conflict may as well arise due to poor communication or the use of inappropriate communication channel of transmission of information between the involved parties. Management of conflict has various conflict management styles that include avoidance style, forcing style, passive-aggressive style, accommodating style, collaborating style and compromising style. Workplace conflict comes in two different kinds: task involving conflict, which focuses on the approaches used in resolving the problem and blaming conflict that has the aspects of blame and never brings element of resolving problems between the conflicting parties. In the perception of several individuals, relationship conflict is negative.
Employers Must Engage Workforce at the Human Level to Gain Competitive Advantage in War for Talents. (January 29, 2011). Retrieved August 4, 2011 from http://www.prnewswire.com/news-releases/employers-must-engage-workforce-at-the-human-level-to-gain-competitive-advantage-in-war-for-talents-114856224.html
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.
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.
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).
Differences within the team are the major reason for conflict. This stems from differences in opinion, attitude, beliefs, as well as cultural back grounds and social factors. The Conflict can be positive which is functional and supports or benefits the organization or a person’s main objectives (Reaching Out, 1997). Conflict is viewed as positive when the conflict results in increased involvement form the group, increased cohesion, and positive innovation and creativity. Conflict tends to be positive as well when it leads to better decisions, and solutions to long-term problems.
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.
This modern era is the era of competition and we all are here to do our best to survive. To prove our existence we all need to show that we have skills in our hand and we are here to make our mark. In an organization even to fit in, we need to stand out. There are some skills and competencies which help us survive in the organization and there are others which make us different. We need both to be an asset to the company.
We each possess unique ideas, opinions, beliefs, and feelings about specific situations in life. This uniqueness is a large part of what makes us human. Because we all have our own individual way of looking at things, we each have a different viewpoint on what is proper or improper. With all that variation in society conflict is inevitable! Conflict is antagonistic in nature and we all must find ways to work through conflict issues both at work and at home. This paper describes different types of conflict, the influences I personally had in learning to deal with those conflicts, some of the conflicts that I commonly experience, how I go about dealing with those conflicts, and how conflict affects me on a personal level.
His impartial and critical assessment of the merits of the ability to find secure solutions. Collaboration works best with the author and the accumulator. Challenges may occur finisher, inventor, or another appraiser with. Specialist is a determined and independent worker. His holistic commitment to the work reflected a profound data and skills, albeit in narrow terms. He gets along. Teamworker is a flexible and supportive. He is a good judge of human nature and are able to mediate the situation and human relationships as well. Him poor decider may lead to disputes with the smith. Collaboration works best inventor, the inquirer, as well as the header with. He gets along well also with another diplomat, in contrast to the indecision could reach an obstacle to pave the way forward. Co-ordinator has been open-minded and goal-oriented group redistributive element. He must dig the strengths and resources of members across this sturdy grip. His attention to other people's opinions and strengths of the division of tasks. She may be reluctant to do things for themselves and may come into contact with a hug smith. Collaboration works best appraiser, author and diplomat with. Plant generates ideas and new solutions to unprecedented imagination allows. For him, administering peace, to think about things, he will find solutions for even the most difficult challenges. Practical matters may be forgotten and challenges may arise with the
The human resource management stands for the management of an entity’s workforce and all that relates to the workforce. The significance of human resource management includes recruitment, orientation, and the ability to retain employees. The human resource management with other managers utilizes these practices in order to produce a solution that relates to challenges. A competitive advantage refers to the business ability to gain the advantages of its economic activities that, it recognizes the organization’s ability to survive and overcome competition in the marketplace. This paper will discuss the concept of competitive advantage in human resource.