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¶ … individual deals with conflict reflects on his or her attitude, maturity level, and self-confidence. Explain how you would use the five basic rules when dealing with conflict to handle a conflict that you experience at work. Explain in detail.
Maturity and the ability to think and behave rationally is obviously the linchpin of dealing with conflict properly. Many people tend to react viscerally and with no hesitation when it comes to conflict. This would be a mistake…and potentially a big one. Rather than acting too prematurely and without the proper amount of diligence, a thorough and well-considered assessment of the problem should be done. Further, other parties involved in the issue should be approached with respect and deference and only when emotions are not flaring. If things get heated, people should disperse and circle back later. Further, getting heated in general over something that is not life and death is a very dim-witted move and is very telling about the management skills, maturity and acumen of the person who loses their cool. This goes double if the person is a leader or manager. Beyond that, people should not behave and move in cliques, groups and alliances that are not encompassing of the larger group. People in a traditional white-collar workplace are not in high school. Thus, they should actually behave...
Mutual respect, a unifying allegiance to a goal and self-control should be the hallmark of any well-rounded group of men and women in the workplace or any other organization.
Several different conflict management styles include: forcing conflict management, avoiding conflict management, accommodating conflict management, compromising conflict management, and collaborating conflict management. Explain the difference between each type of management style. Which style do you favor the most? Which one would be most likely associated with an experience you have encountered at work?
The style that I personal prefer the most is compromising…but that is followed by forcing conflict management. I prefer those two in general because allowing conflict to fester is not a workable solution. If compromise is not possible due to one or more parties not wanting to be conciliatory, then forcing the issue is a must. Avoiding is dead last in terms of what should happen. Collaborating conflict management would be more for resource/business need conflict resolution rather than more traditional and severe conflicts. Forcing is when a solution is demanded and garnered even if the parties are not involved. Compromising is when there is a negotiation. Collaborating is when the cooperating goes even further.…
In siding with the marketing and sales teams, my position was that accuracy and speed of the development was more critical to meeting and exceeding customer expectations. The transformational power of leadership is kin changing a culture and making it more agile, market-driven and aggressively focused on customer needs. The argument of speed and accuracy for the customer, and more importantly to hold onto them as a client, overshadowed
In keeping with the collaboration of HR and leaders across the organization, more communicative, open structures to conflict resolution perform more effectively than autocratic ones (Carmeli, Atwater, Levi, 2011). The ability to emerge from conflict with greater trust is a major difference between transactional, autocratic or transformational leaders managing conflict resolution strategies. The idea is to use conflict as a galvanizing force in getting the organization to its goals. Autocratic
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
Conflict Management and Negotiation, Case 8 Sick Leave Kelly, Mark and Suzanne -- two Canadians and a British citizens, respectively -- are working as Assistant Language Teachers (ALTs) within the Japan Exchange and Teaching Program (JET) in Soto, Japan. In an effort to improve the English education standards used in Japanese schools, the national government designed the JET program to facilitate the exchange of English teachers from international locales. Government agencies
For instance, stress due to the change of working systems is a problem caused by the employer. Therefore, it is the employer's duty to ensure that employee learn and adapt to the new systems or machines and be able to work stress-free to meet the demands for production from the company management. The employer should ensure that an employee has just enough work for the day and not an overloaded
These conflicts do not affect only the people involved, but may affect an entire nation, especially in the case of the latter type of conflict. There are, indeed, many types of conflict, just as there are many potential solutions to conflict. With any kind of solution comes a good understanding of the roots of the conflict, but also of the personalities involved and how mutual respect and understanding, as well