Workplace conflict resolution and negotiation strategies at Tesco plc

Conflict, Decision Making

Conflicts happen in all places, and workplace is no exemption. A workplace has a diverse workforce with different backgrounds. Their ambitions and goals differ and easily results in conflicts. Nonetheless, workplace conflict does not necessarily result in negative impact, when well resolved it could indeed result in positive outcomes. As noted by Hellriegel, et al. (2001) by resolving conflict effectively, an organization can solve numerous issues that surfaces, and get to know other issues it was unaware of. One of the best ways of resolving workplace conflict is through negotiation. This short paper examines workplace conflict at Tesco plc, a leading general merchandising and international grocery retail chain based in the United Kingdom.

Appling negotiation strategies to address potential conflicts in the workplace

There are five main negotiation strategies that can be used to resolve workplace conflicts (Savage, et al. 1989). The approach applied will depend with the situation, the degree of the conflict, personality of the decision makers and mechanisms the company has put in place for conflict resolution. Competing negotiation strategy: people who use this approach are usually assertive and not ready to cooperate. They normally operate basing on their position of power, rank or swaying ability. Accordingly, this strategy can be valuable in cases of emergency and when there is need for a quick decision making, or enforcing unpopular decision. Nonetheless, this approach can result in other people feeling unsatisfied and resentful.

Accommodating: this negotiation strategy is used by people who are passive and want to cooperate with others. Accordingly, they normally overlook their own needs and give in to others. Those who employ this strategy are selfless and worried of conflict. This approach is suitable in a situation where peace is more required than wining. Nevertheless, this strategy may not result in the best results.

Avoiding: this negotiation strategy does not use assertiveness or cooperation. Those who use this approach want to avoid the conflict wholly. In this case, controversial decisions are delegated. This approach is proper when victory is not possible, but in most cases, it is an ineffective strategy.

Collaborating: this negotiation strategy is used by those who are firm and cooperative. They seek to reach a resolution that pleases all parties. This approach calls for creative thinking that will satisfy all the concerned parties (Savage, et al. 1989).

Compromising: people using this approach seek a win-win outcome, the solution reached in meant to at least partly satisfy each party (Savage, et al. 1989). It is a give and take approach, and it is appropriate in situation where the consequence of the conflict is very high.

The blocks, stages, and methods of creative decision making to determine

Creative decision making entails the ability to envisage, generate, and execute new ideas or concepts that are innovative and useful. As noted by Hellriegel, et al. (2001) creativity is very important for any organization to survive and remain successful. However, there are three main blocks that hinders creative decision making; these are perceptual, cultural and emotional blocks. When these blocks are eliminated, the possibility for making creative decisions increases.

Perceptual blocks, arises from stereotyping, which makes may work at times, but when new situations arises it hinders good judgment. Emotional blocs entail personal values and objectives that can as well hinder with the ability to look and determine correct creative options in making decisions. For example, some people fear taking risk, and thus are unlikely to try new alternatives. Cultural blocks also hinder the creativity and acknowledgment of creative options in decision making. They include taboos, traditions and the way people reason. These three groups of blocks when not checked hinder creative decisions.

Hellriegel, et al. (2001) points out that there are four stages of creative decision making, these are; preparation, where the person learns about the issue. Incubation, here, the person examines various ways toward creative alternatives. Illumination, this is the time the person becomes aware of the new solution to the problem. Verification, the person confirms the solution he has reached.

There are several methods of creative decision, but the best method that Tesco can use, is by finding a good alternative and thinking of ways in which it can improve that alternative. This method is a good one because it reduces the stress of searching for a better one. When the company is looking for a better alternative, it should base on the objectives the solution will offer and how it can be improved.

The environmental and strategic factors that affect the organizational design Tesco

All companies operate in certain environments and are bound to be affected by various external factors like economic, legal, political, social-cultural and technological. Thus, Tesco will be affected by the above factors in its organizational design. Tesco operates in a dynamic environment, where customers' demands and desires are ever changing. This calls for the company to continuously improve and update its processes, services and even goods to align itself with the customer' demands. More so, economic recession, turbulent political situations and changing consumer behaviour have to be considered by the company.

Strategic factors determine the way the company wants to position itself within its market. For instance, Tesco can decide to use differentiation strategy, where it will always strive to be the first in offering new products and services. Similarly, the company can decide to apply cost-leadership strategy, so that it produces products and services more efficiently than its competitors. Still it can combine the two strategies. Any of these strategies will require an organizational design that can assist the company achieve its goals and objectives. As asserted by Hellriegel, et al. (2001) the organizational design adopted must be aligned to the strategy used.