Conflict in the Workplace You received about one hundred applications and from these you short listed ten for interview. Only one of these was a current member of staff. You developed a set of ten selection criteria for the interview process and the interviews were conducted by yourself and the Operations Manager who will be the direct supervisor of the new employee.
One of the things that makes us human is our need and ability to form groups. We thrive in groups, merge into groups, and even the process of civilization and moving from hunter-gatherers to cities was part of group behavior. However, when groups form, any number of interesting psychological issues occur: behaviors change, organizational issues occur, bonds and alliances are formed and lost, and even individual leadership behaviors change (Johnson and Johnson, 2008). Whether it be individuals, small groups, or large groups -- sometimes behavioral issues arise that cause conflict. Breaking one or more of these rules, however, or disagreeing with them to the point where it becomes unbearable or makes the group ineffective then becomes "conflictual" (Corey, 2008, pp. 149-51). This conflict happens in most cultures and some time or another. We see it in animal behavior as internal aggression. In some human cultures, while the need for a win-win situation is important, cultural barriers prevent individuals from actually confronting one another in order to find the actual problem. Too, taken to the extreme, conflict may be seen as conflict between nations, or war. Because conflict is so culturally based, there are no exact methods for conflict resolution. Instead, much depends on the situation, chronology, participants, and psychology. In the Western nations, though, conflict resolution usually involves some type of communication process and problem solving. Oftentimes, within the workplace, conflict may arise because of misperceptions, misunderstandings, or simply a lack of appropriate and cogent communication.
Scenario: There are two players in this current scenario, a Human Resources Manager and an employee. The conflict focuses on an open ...
You were extremely pleased with the quality of three of the candidates, any one of whom you would have happily employed. One of these three is a current staff member who has been working for the company for ten years and has a completely unblemished record in his job. he/she is very conscientious and efficient. Unfortunately he/she does not have the same level of communication skills or experience as the successful candidate. You and the Operations Manager agree that the best candidate is a man who has been managing a large factory producing for an export market for five years. He is a mechanical engineer who has completed a one year Post-graduate Diploma of Management.
You have been dreading the moment when you have to tell your current employee the bad news. You know that he/she has been aspiring to promotional positions for several years and he/she has been studying an online Business Administration degree in an attempt to prepare for management roles.
You decided that you had to meet the current employee face-to-face to break the news and you did this as respectfully and tactfully as possible by taking him / her out to lunch. The meeting did not go well. he/she reacted very angrily and stormed out of the restaurant saying "If you think this is the end of this, you are very much mistaken."
You have since received a letter from the employee demanding a review of the decision and threatening legal action under the Anti-Discrimination Act. The employee is convinced that the Operations Manager is racially prejudiced and never had any intention of employing an Islamic Australian.
Employee Perspective - I am an Islamic Australian who has been living in Brisbane since the age of five. I joined this company ten years ago as a process worker and I have been working as a section foreman for three years. I know the factory inside out and I have been the best contributor to the company's Total Quality Management program. I have been employee of the year for the last two years consecutively. I have gone into debt to study an online…
You received about one hundred applications and from these you short listed ten for interview. Only one of these was a current member of staff. You developed a set of ten selection criteria for the interview process and the interviews were conducted by yourself and the Operations Manager who will be the direct supervisor of the new employee.
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Similarly operational efficiency is crucial for control but too authoritative approach to a controlled culture is no more feasible in the current business environment because it stifles creativity and hinders employee freedom affecting overall business performance. Innovation and setting benchmarks and preparing people to achieve such high standards become the hallmark of organizations that strive for competence. Lastly cultivation culture is about stirring the lives of customers and employees
The other person will feel inferior; the complex will increase from having a feeling of injustice. In this way you will turn to be a hard task master than a cooperative Boss who tends to understand the people and their abilities. 3.5. Conciliatory Approach: This is the approach that helps in retaining the long-term relations where sometimes you agree with people and sometimes make them agree with you. Human behavior has
Conflict Resolution The objective of this study is to examine conflict resolution and to describe a situation where conflict resolution has been encountered related to nursing and how the situation was handled. This work in writing will identify any patterns of behavior and the applicable of patterns to any other conflict situations and provide supporting evidence. Steps that could be taken to improve the situation will be outlined as well as
Conflict Identification and Resolution In the current team I am on where I work, there is conflict between myself and another worker, mostly because he always tries to lead but I was assigned to be the team leader. The usurping of my authority and goals has been ongoing, and efforts to mitigate it have been unsuccessful. The source of this conflict would seem to be the other person, but the true
The author points out employees will "give in to demands, even unreasonable ones, to avoid disagreement." Finally, some employees choose collaboration to resolve problems. The author asserts that collaboration involves being interested in ensuring that the desires of all team members are met. Employees that implement this type of conflict resolution tend to be solution oriented and the resolution to the conflict often results in a remedy that neither
Building Trust and Respect through Constructive Conflict Resolution One of the most significant advantages of genuine conflict resolution (i.e. through effective communication, validation, and specific methodologies that address underlying causes of conflict) in the workplace is that it typically generates increased mutual respect and trust among coworkers (Blair, 2003; Kinicki & Williams, 2005; Wisinski, 1993). Whereas superficial (i.e. supervisor-imposed) solutions to isolated conflicts tends only to resolve those specific conflicts in