Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Retail
There are two element to handling this situation, the immediate and the short-run. The immediate issue is that the argument needs to be stopped. It is not acceptable to argue in front of the customers, nor is it acceptable to argue with shouting and wild gestures. This is self-evident. As manager, I have the highest formal authority and will use that to end the current conflict.
The next step is the short-run conflict resolution. It is best not to deal with this while the two are still angry, but wait through a cooling-off period first (Drew, 2002). Conflict in the workplace can have significant costs -- an estimated $359 billion to the U.S. In lost work hours alone. So ongoing conflict is not acceptable. In this instance, I would have to know what the contract status of these employees is -- at least will may need to be removed from the company. If that is not a viable option, then there will need to be an attempt at resolution, perhaps mediation, and a formal warning delivered to each, so that any future instances can result in lawful dismissal. Ultimately, conflict has a role in the workplace, but not toxic conflict that has people shouting in front of customers. That is an unacceptable...
To be specific about it, they are representing the company and the store. If there is any conflict, it must be dealt with on civil terms, and behind closed doors. This is self-evident -- you don't argue in front of customers. Professional behavior demands that you do not argue in front of the customers.
3.
The idea that conflict is healthy is not applicable here. Conflict is healthy in the sense that it means the company has a free flow of ideas. Under such circumstances, the conflict emerges when two sets of ideas conflict with each. That is healthy conflict, as it encourages the sort of debate that leads to better decision-making (Eisenhardt, Kahwajy & Bourgeois, 1997). But healthy conflict is not arguing at the back of a store in front of customers. The raised voices and gesticulations are a sign that the conflict is personal in nature, not professional, and that the individuals are not mature enough to handle a difference of opinion. There is a huge difference between a difference of opinion that is resolved calmly through discussion, and two children screaming…
References
Drew, N. (2002). Six steps for resolving conflicts. Learning Peace. Retrieved November 20, 2014 from http://www.learningpeace.com/pages/LP_04.htm
Eisenhardt, K., Kahwajy, J. & Bourgeois, L. (1997). How management teams can have a good fight. Harvard Business Review. Retrieved November 20, 2014 from https://hbr.org/1997/07/how-management-teams-can-have-a-good-fight
Haraway, D. & Haraway, W. (2005). Analysis of the Effect of Conflict-Management and Resolution Training on Employee Stress at a Healthcare Organization. Hospital Topics. Vol. 83 (4) 11-17.
Lawler, J. (2010). The real cost of workplace conflict. Entrepreneur. Retrieved November 20, 2014 from http://www.entrepreneur.com/article/207196
Abstract This paper explicates a proposal for a warehouse for Electrical Appliances for distribution both within Singapore and overseas. Logistics plays a pivotal role in the integration of supply chains within industries. One of the key components within the supply chain of an enterprise is warehousing. The warehouse will be a private warehouse, which implies that it will be owned by the company. This will be important for the enterprise in
Integrated Business Plan Brief Outline of the Business Venture Organizational Issues and Expansion Legal Issues and Expansion Business Strategy Technology Financial Competitiveness and Expansion Allocation of Funds Pro-forma Cash Flow Net Present Value Internal Rate of Return (IRR) Profitability Index (PI) Payback Analysis Marketing/Sales and Expansion Marketing Mix Analysis and Expansion Mediums of Marketing An Integrated Business Plan Management is basically a synergy of four elements i.e., planning, organizing, leading and controlling (Chris & Alan, 1999). The essence of management and its particulars are very important
CSE is capable of fine-tuning, improving or repairing solar panel systems as need be. The company is also capable of providing consulting services. There are many customers who do not fully understand how solar energy systems function and can benefit from the consulting function. Consulting will also act as a marketing tool, driving customers to our sales and installation business. In the early stages, the business is expected to be
ERP and Information Security Introduction to ERP Even though the plans of information security include the prevention of outsiders to gain access of internal network still the risk from the outsiders still exists. The outsiders can also represent themselves as authorized users in order to cause damage to the transactions of the business systems. Therefore, strict prevention measures should be taken to avoid such situations. The threats of both the hackers have been
Decision-Brief The problem that is sought to be solved here is the rapid departure of sales staff from Tucci Toyota, a car dealer in Atlanta, Georgia. A new plan for development of suitable sales representatives is presented here. Selling cars is no longer an act of salesmanship by those present at the shop and many think that buying a car is important enough for them to make a study of the deal
Strategic Perspectives Sberbank Over the last several years, the banking industry in Russia underwent a major transformation. As the traditional institutions of the past, have been evolving into global financial centers. This is because they are reaching out to new demographics of customers, in an effort to participate in the rapid growth that is taking place throughout the former Soviet Union. In the case of Sberbank, they have been taking their