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.
¶ … Causes of Organizational Conflicts
Business experts say that efforts to compete or even survive in the market can be obstructed or slowed down by troubles within the organization itself (Root, 2015). Everyone in the organization must focus on the singular goal of optimizing production and improving its ranks in the market. In order to do so, internal conflicts must be recognized and understood, addressed and prevented from recurring (Root). Common among these internal conflicts are inability to meet work expectations, communication gap, . mis-information or misunderstanding it, lack of accountability and all forms of discrimination.
Failure to Come Up to Expectations
An employee's job description already lists what is expected of him. For whatever reason, he is unable to fulfill any or some of these expectations. Or his manager has additional but only implied or unwritten expectations of him. A secretary, for example, is very often expected to make decisions or substitute for her superior when she has earned his trust and has known her job too well. One negative consequence is over-confidence on her part when she breaches her role and either approves or disapproves matters, which only her superior can decide on. Her unofficial decision may not be recognized or creates adverse consequences of conflict for her boss or the organization itself. A solution or prevention...
At the same time, he should elicit her reaction to any detail of her job (Root, 2015). In the event that she stays long in the job and earns the full trust of her manager, she may be given other privileges and tasks for her expertise. In order to avoid abuses and conflict, the additional privileges should be officially communicated to her and the organization in writing and in a meeting (Root).
Communication Gap
Responsiveness is a first requirement in any organization. Queries or information sent from one department or manager to another should be responded to as promptly as possible (Foot, 2015). Failure to do so can break communication lines. The asking department, for example, needs a specific information or reply to a specific question for an urgent decision it must make at the moment. The lack of reply or prompt reply can trigger a conflict. The purchasing department, for example, needs to know the exact number of items to be purchased by another department. It needs to place the order right then for the best bargain from a supplier. The other department's lack of prompt response may be because the request is under review (Root, 2015) or is being withheld on purpose. This unresponsiveness is a strong cause of conflict between them and the organization as a whole. It can…
BIBLIOGRAPHY
Root, George N. (2015). Causes of organizational conflict. Small Business: Demand Media.
Retrieved on May 9, 2015 from http://smallbusiness.chron.com/causes-organizational-conflict-168.html
Conflict, Decision-Making, Organizational Design Conflict, Decision Making, Organizational Design Publix Company How to apply negotiation strategies to address potential conflicts in workplace Conflicts in the workplace are a common experience that many mangers encounter. Conflicts are categorical of the nature where organizations are able to relate with each other together with personnel interaction. Within an organization or company as Publix Company, conflict resolution measures should be undertaken as part of the restructuring, growth and
Organizational Theory #2 What core competences give an organization competitive advantage? What are examples of an organization's functional-level strategies? Core competencies are those capabilities that are critical to a business achieving a competitive advantage in the marketplace. Typically, core competencies can be identified by certain common characteristics -- offering a benefit to the customer, difficult to imitate, uniquely identify the organization and easily leveraged to create many products or operate in many
Organizational Behavior -- Conflict Management and Negotiations Conflict is functional when it serves to respond to business needs and problems are results in the creative outpouring of ideas and functions. Functional conflict can help teams achieve goals and create new solutions to problems. Conflict is not functional when it serves only to disrupt the work environment, disturbs or hinders job performance and creates emotional turmoil for employees. Functional conflict can turn
Conflict Resolution in Work Teams When managers speak of teamwork, they usually have a vague mental picture of individuals in polite discussion. They may envision people willingly assisting others from a different part of the organization. Such groups or behaviors may or may not constitute teamwork. True teams exhibit a high level of social structure. Their members have specific behaviors that move the group towards specific goals. We often mistake an absence
Conflict Management and Conflict Resolution in Literature review "The Administrative Power Grab" attempts to manage the conflict between the power that the leader posses and the ability to use that power properly. On the one hand, some leaders utilize the power that they have to act as tyrants which leads to greater conflict within the school because people believe that their opinions are not being heard or implemented into the overall
The communication style used in avoiding is passive, which means neither to communicate personal concerns nor to listen to other party's concerns. 2. Competing This conflicting style requires high assertiveness and low cooperation. This style is helpful when quick, vital and uncommon decisions are to be taken. Competing style involves worrying about own concern's and keeping aside other party's goals. The skills used for competing management style include debating, arguing, asserting