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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 the training opportunity this provided from the development. Transforming an organization on behalf of customers can ensure its survival (Bucic, obinson, amburuth, 2010).
Part III - What Would You Have Done?
Instead of capitulating on the issue, the CEO needed to come down on the side of the customers and realize that the culture of Cincom had become so distanced from the sense of urgency customers had for solutions that development needed to go to India. I would have gone entirely…
Tania Bucic, Linda Robinson, & Prem Ramburuth. (2010). Effects of leadership style on team learning. Journal of Workplace Learning, 22(4), 228-248.
Hai Nam Nguyen, & Sherif Mohamed. (2011). Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. The Journal of Management Development, 30(2), 206-221.
Stevens, C.. (2011). Using Transformational Leadership to Guide an Organization's Success. Employment Relations Today, 37(4), 37.
In keeping with the collaboration of H 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 approaches to this strategy rarely work and often fail to take into account he specific needs and perceptions of those involved (Guttman, 2009). What is needed is a more developmental, transformational-based approach to conflict resolution, one that allows each side to take ownership of the end result (Carmeli, Atwater, Levi, 2011).
Conflict management is a shared responsibility between the leaders of an organization and the H professionals advising them on techniques and approaches (Guttman, 2009). The best conflict resolution…
Carmeli, A., Atwater, L., & Levi, A.. (2011). How leadership enhances employees' knowledge sharing: the intervening roles of relational and organizational identification. Journal of Technology Transfer, 36(3), 257-274.
Shelley D. Dionne, Francis J. Yammarino, Leanne E. Atwater, & William D. Spangler. (2004). Transformational leadership and team performance. Journal of Organizational Change Management, 17(2), 177-193.
Guttman, H.. (2009). Conflict Management as a Core Competency for HR Professionals. People and Strategy, 32(1), 32-39.
Levasseur, R.. (2011). People Skills: Optimizing Team Development and Performance. Interfaces, 41(2), 204-208.
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 with the help of magnetic and inspiring leadership. Even if we ignore these particular characteristics even then customer focus becomes the corner stone of an organizational culture. Though, customer satisfaction comes only after employee satisfaction. If the culture of the company is such where employees feel empowered and are able to align their personal goals with organizational goals then customer services thrive in such an environment.
Global competition and customer demands also drive the need to do things faster, better, and…
Schulz, J. (2001). Tapping the Best That Is Within: Why Corporate Culture Matters. Management Quarterly. 42(1): 29+.
Miller, a. (1998). Strategic Management. 3rd Ed. Irwin/McGraw Hill Prentice Hall.
The two parties try to resolve it by themselves in an informal approach, through negotiations. However, then an agreement cannot be reached, both parties are entitled to request the assistance of a tertiary party. The third party is neutral to the two disputants and has the obligation of resolving the matter from an objective stand point and "their role is to facilitate a settlement without any control over the final outcomes" (Jameson, 1999, p.8). Three strategies are most common: moderation, conciliation and consultation. In all, the interest-based conflicts can be resolved though negotiation between the two parties, or by the informal interference of a third party, through advices, mediation or facilitation.
The rights-based strategies to resolve conflicts can be both formal as well as informal. They basically imply that the two disputants revolve their problems by themselves, without the interference of a third party. The parties try to find a…
Jameson, J.K., 1999, Toward a comprehensive model for the assessment and management of intraorganizational conflict: Developing a framework, International Journal of Management, Bowling Green, Volume 10 Issue
Conflict Management Self-Assessment
The ability to manage conflicts is an important skill in life and, most importantly, in the work setting. It is crucial for cultivating healthy interpersonal relationships. Enhancing conflict management skills starts with a clear understanding of one's values, personality, and conflict management approach. In this report, I describe the results of three self-assessment scales I undertook to rate my conflict handling skills: Values Clarification and Conflict esolution assessment, the Big Five Personality Test, and the Conflict Management Style Orientation Scale.
Values Clarification and Conflict esolution
As shown in appendix 1, my top five scores for both the realized scale and the idealized scale exhibit capability to: find ways to for the conflict to have a win-win situation; institute teamwork early-on in the resolution; help everyone find opportunities for open self-expression; encourage the intent of cooperation; and find ways to nurture cooperation among those involved. I scored 9…
Boyles, G. (n.d.). Values clarification and conflict resolution. Argosy University.
Mcgrawhill.ca (n.d.). Self-assessment: conflict management style orientation scale. Retrieved from: http://www.mcgrawhill.ca/college/mcshane4/student/olc/4obm_sa_13.html
Outofservice.com (n.d.). Big Five Personality Test. Retrieved from: http://www.outofservice.com/bigfive/results/?oR=0.625&cR=0.889&eR=0.688&aR= 0.75&nR=0.281&y=1980&g=m
Conflict management and conflict resolution are integral parts of any given organization. The antecedents for conflict vary in nature, yet three desired outcomes can be defined. There are many reasons as to why conflict can arise within an organization, however the types of conflict that arise can be differentiated between functional and dysfunctional conflicts.
Functional conflicts are considered to be "constructive, support your company's goals, and improve performance" and often involve people that are willing to cooperate with each other in order to solve a problem (Kinicki, n.d.). There are two generally accepted methods for stimulating and simulating functional conflicts: devil's advocacy and the dialectic method. The devil's advocacy method requires that a team member be assigned the role of a critic; this person should them "always question and critique any ideas that [the] team may have" and usually results in "critical thinking and reality testing" (Kinicki, n.d.). The dialectic…
Einertz & Einertz. (n.d.). Common construction pitfalls. Accessed 4 June 2012, from http://www.einterzlaw.com/blog/common-construction-pitfalls
Farias, E.B. (n.d.). Managing conflict and stress. University of London. Accessed 4 June 2012,
Kinicki, A. (n.d.). Decision-making & managing conflict. from Organizational Behavior: Core
The organization must proceed Systematically to gather all of the relevant information. data, and reports that it reasonably can obtain. Evaluating this material establishes how the organization will make further decisions; how it will respond to the allegations; and how it will defend itself, if necessary" (ADR).
3. Managers may not always agree with the people that work for him but standing up for them in a public forum in front of individuals that may not understand where each individual is coming from is what builds teams and a working relationship. Stabbing people in the back to get a task accomplished is not justifiable when it comes to forging ahead
4. Poor socio-economic background and conditions mixed with the HIV / AIDS crisis can only mean even more socio-economic and political upheaval, the regression of development and the collapse of societies: beginning with families, communities, regions and into subsequently economic…
127). The owner/manager truly did avoid bringing the conflict into focus by discussing a "general" problem at the next meeting of all the staff.
A more effective technique might have been the creation of superordinate goals; though these are complex and sometimes difficult to develop, if the parties in conflict have a common goal that they must work together to achieve, peace is often achieved with it (OBIM 2010, p. 127). Setting new sales records or giving a bonus to the shifts in which conflicts were occurring for completing a certain amount of pricing or stocking could have perhaps resolved the conflict in this technique. More simply, the owner/manager could have sat down with all three of the employees in conflict and reached a sort of compromise, where the talker would attempt to talk less and the others would try to show a little more compassion and patience. With both…
Heathfield, S. (2010). "Workplace conflict resolution." Accessed 14 November 2010. http://humanresources.about.com/od/managementtips/a/conflict_solue.htm
OBIM. (2010). Organizational behavior instructional materials.
But the remote success of collective security agreements has suggested that a middle ground may be found. For instance, Hamilton recalls two examples of democracies rising from authoritarian governments that are often used to justify the United States' current occupation of Iraq -- Japan and Germany. Hamilton argues that the "accomplishments of Japan and Germany depended in part upon the framework of 'collective security' that guided American foreign policy from orld ar II through the Cold ar" (para. 2). The collective security arrangements that Hamilton credits, in part, with the success of Japanese and German democracy are NATO, the UN, the orld Bank, the IMF, and the TO (para. 2). Although they aided Japan and German's journey to democracy, these organizations are not simply a means by which the United States attempts to perpetuate imperialism. Instead, these organizations often fail to achieve results because of sovereignty. Member nations refuse to…
Hamilton, Lee H. "21st Century Collective Security." Woodrow Wilson's International
Center for Scholars. 2009. 6 March 2009. http://www.wilsoncenter.org/index.cfm?fuseaction=news.item&news_=13959
League of Nations: Background." History Learning Site. 2000-2008. 6 March 2009. http://www.historylearningsite.co.uk/leagueofnations.htm
Stromberg, Roland N. "Collective Security." Encyclopedia of American Foreign Policy.
In this negotiation, an agreement was reached between the employer and Joe Tech. I am satisfied with the terms of the agreement. The major sticking point was the relocation, as I prefer to remain in Nashville Not only is Nashville home, but my salary will go a lot farther in Nashville than in Silicon Valley, as the cost of living in California is very high. As the result of this aspect of the negotiation, my purchasing power will be substantially higher. From both a financial and a personal perspective, the ability to telecommute from Nashville was the most important thing I wanted to get out of the negotiation, along with reaching agreement to accept the position. In this negotiation, the most important point was really the driver of the negotiations, and it was not known if this was going to be a deal-breaker for the company or not.…
Discuss the four stages of the conflict process. Do all persons involved in conflicts experience all four stages of conflict? Why or why not? How does the conflict process affect the quality of the conflict resolution?In a much more integrated and connected society conflict is inevitable. Businesses, due in part to globalization are now heavily focused on international operations. This often requires a global team with varying cultural and societal norms. Due to the amalgamation of different cultures, beliefs and systems, conflicts are often inevitable. Typically, the conflict process consists of four primary stages which are frustration, conceptualization, action and outcome. Most people in involved in conflicts experience all four of these stages albeit in varying degrees and magnitude.The first stage of frustration, groups of individuals are may experience a goal of objective being blocked within the organization. This often result in frustration which typically manifests itself with anger. Frustration…
1. Adenyi, Theophilus. (2020). Stages of Conflict.
2. Ayoko, Oluremi B., Neal M. Ashkanasy, and Karen A. Jehn. Handbook of Conflict Management Research. Cheltenham, UK: Edward Edgar, 2014.
3. Behfar, Kristin J., and Leigh L. Thompson. Conflict in Organizational Groups: New Directions in Theory and Practice. Evanston, IL: Northwestern University Press, 2007
4. De Dreu, Carsten K. W., and Michele J. Gelfand. The Psychology of Conflict and Conflict Management in Organizations. New York: Lawrence Erlbaum, 2008.
Typically the highest unemployment rates in these nations are in the most rural of areas, which are precisely the areas where tobacco tax-based dollars are most often investment.
The reliance on taxes from tobacco across the 24 nations profiled in Figure 2 also lead many of the tobacco farmers not just in these nations, but globally, to have a higher level of income stability per acre, and also generate higher income for small and medium farmers. These are critical aspects of the broader and longer-term economic strategies of third-world nations to ensure that their most transient and difficult-to-transfer workers stay in their field of experience, which is agriculture. By incenting agricultural expertise in tobacco farmers, there is also a pronounced focus on how to increase profits per acre, thereby giving farmers and their families a chance to better themselves and also receive better healthcare and education in the process. In…
The World Bank (2003)- the Economics of Tobacco Use & Tobacco Control in the Developing World. The World Bank. Brussels 3-4, February 2003
US Census Bureau (2007) - U.S. Census Bureau, Annual Survey of State and Local Government Finances (01-June-07); and State & Local Government Finance Data Query
State and Local Tobacco Tax Revenue, Selected Years 1977-2005 thousands of dollars)
Therefore, this marketing conflict has lead to the disaster, which could have been avoided, in my opinion, if the owner would have understood the commercial laws of the market and would have promoted the road cars' line.
Moreover, the crisis has been amplified by another event: "In November 1961 a dispute between Enzo Ferrari and his sales manager, Girolamo Gardini, turned into a crisis. Girolamo Gardini threatened to leave the company. Enzo Ferrari responded to the threat by throwing out Girolamo Gardini, and several employees who agreed with Girolamo Gardini were also ousted." Therefore, the professional relationships were not based on consensus and negotiations.
It is sure that the history of Ferrari form the 1970s onwards would have been different if the above mentioned conflicts, especially the latter one, would have been solved through negotiations. For example, the staff of the company could have been divided in 2 teams, one…
Ferrari World, at http://www.ferrariworld.com/FWorld/fw/index.jsp
Ferrari, at http://en.wikipedia.org/wiki/Ferrari
The History of Ferrari, at http://ezinearticles.com/?the-History-of-Ferrari&id=106449
Conflict Resolution and Thinking Styles, at http://www.syre.com/versionanglaise/Conflict.htm
Yet when we would go shopping the pressure has becoming more and more intense to spend thousands of dollars to redecorate the entire condo. I questioned the use of our credit for that if we were planning to start a family immediately after getting married. The conflict escalated until we had a major argument on the way back from furniture shopping one night, with my position being that if she wanted all this new furniture she would have to keep working to pay for it. She could not stop working and also get the furniture; besides we had not even talked about furnishing a baby's room and all those expenses. My point was simple: if we spend more we will have to work more hours, even more jobs to pay for them. To take on even more expenses and give up a salary now would be crazy, I insisted. In…
Potapchuk goes on to say that communities need centers of support for collaborative work, including the facilities, tools, and staff needed. There is merit in this suggestion, especially considering that many of the people involved in community collaboration efforts may not be trained or skilled in conflict management, collaboration, and communication. Effective tools and trained staff could help to ensure collaborators are able to work together effectively.
Potapchuk also says that communities need to continue their work on issues of race, class, and culture. This statement links back to Potapchuk's argument that underlying issues limit progress. However, it is unclear whether this is really a problem limiting progress. In fact, it seems that this is a much larger issue and one that collaborative community groups may not be able to overcome. Instead, it seems like it would be more reasonable for groups to be given the tools to work together…
Potapchuk, W. (1999). "Moving From Collaborative Processes To Collaborative Communities Building Our Agenda." Mediate.com. Retrieved October 21, 2005. URL:
Weiss, J.F. (2005). "You Never Can Tell." Mediate.com. Retrieved October 21, 2005. URL: http://www.mediate.com/articles/weissJF1.cfm
However, such strategy has the outcome in compliance in absence of commitment and feelings of frustration and resentment.
The fourth strategy is I lose a little, you win a little. The placate yield style represents a concern for the effects of conflict on the welfare and durability of all relationships that is entered. The hypothesis is that human relationships are so flexible that they cannot endure the trauma of working through normal differences. Therefore, the inclination is towards withdrawing from the conflict and pleases others by ignoring, denying and avoiding conflict. When the differences continue it is found worthwhile in placating and submitting oneself to ones objectives being seen as effective modes of self-protection and safeguarding our relationships with others. One-sided domination in ones relationship is evident in such type of strategies.
Finally, the strategy is 'I win, you win'. This approach to conflict resolution is regarded as the dominant…
Conflict Management Styles" (2002) Retrieved at http://www.njit.edu/activities/conflict.pdf . Accessed 14 September, 2005
Hartwick, Jon; Barki, Henri. "Conflict Management Styles of Users and Analysts, and Their
Impact on Conflict Resolution" (1999) Retrieved at http://csdl2.computer.org/comp/proceedings/hicss/1999/0001/07/00017036.PDFAccessed 12 September, 2005
Lingren, Herbert G. "Managing Conflict Successfully" Retrieved at http://ianrpubs.unl.edu/family/heg181.htm . Accessed 12 September, 2005
This naturally tends to exacerbate the tension and increase the potential for conflict; as with many competing visions and views there are bound to be differences of opinion and consequently conflict between different individuals." As a result many people in many organizations are forced to invent their own corporate vision. When you have different versions of goals, direction, and values among different individuals and groups, you increase the probability of unproductive conflict. " (Landau, Landau, and Landau 9)
An example given by Landau et al. illustrates this important point. The authors describe a situation where each individual working in a museum visualized the aims and goals of the institution differently.
One visualized the museum as primarily an educational institution, whereas the other saw its primary goal as entertainment. The business of the museum could not be carried out without the collaboration of these two officers, but unfortunately the difference in…
Figure 1. Numbers of Unauthorized Foreign-Born in the United States, 1980-2005
Source: ( http://www.prb.org/Template.cfm?Section=PRB&template=/ContentManagement/ContentDisplay.cfm&ContentID=13774 )
Another factor to consider is that globalization has also increased the national and cultural diversity in the workplace. (Landau, Landau, and Landau 22) "People of different cultures, genders, ages, and professions may have different attitudes toward work and family, equality
Conflict resolution, conflict management, and mediation are essential components for the success of an organization. Given the diversity of the workplace and the varying needs of individual organizations, developing an approach to conflict management can be tricky. The three articles: Work 911's "Organizational Conflict: The Good, the Bad, and the Ugly," and Tim Hicks' "What Is Mediation And How Does It Fit Into The Workplace?" And "Steps for Setting Up an Effective Conflict Management System" examine the ways organizations can manage conflict effectively. Each article offers something new for the reader to ponder when designing and implementing a conflict management system.
"Organizational Conflict: The Good, the Bad, and the Ugly" offers a unique perspective to conflict management. According to the author, there are two ways of looking at conflict. The traditional way is to see it as something to be avoided, as something inherently negative. This view of…
Hicks, Tim (2000). Steps for Setting Up an Effective Conflict Management System. Retrieved October 3, 2005 from http://mediate.com/articles/hickst4.cfm
Hicks, Tim (2000). What Is Mediation And How Does It Fit Into The Workplace? Retrieved October 3, 2005 from http://mediate.com/articles/hickst5.cfm
Organizational Conflict: The Good, the Bad, and the Ugly. (n.d.) Retrieved October 3, 2005 from http://www.work911.com/articles/orgconflict.htm
Conflict management: Chapters 2 &
The process view of conflict sees conflict as taking place in a series of stages, rather than views conflict as a vague, diffuse state that simply 'boils over,' as it sometimes feels like when one is embroiled in a conflict-ridden situation. A key component of the process view of conflict is seeing situations and people as dynamic. ather than calling someone a 'bad person' or seeing a relationship as 'failed,' the process view stresses that there is no intrinsic quality to a conflict. Prelude, trigger, initiation, differentiation, and resolution are conflict 'stages' (Abigail & Cahn 2011: 21-22). Conflict is not a permanent state of affairs. A heated conflict may simply be in the differentiation stage, where the participants' perspectives are polarized. The goal is to bring the conflict to a 'win-win' resolution. The differentiation stage is not necessarily bad, given that it brings to the…
Abigail, Ruth Anna & Dudley D. Cahn (2011). Managing conflict through communication.
Culturally, the Bush administration failed miserably at understanding what needed to be done within the Iraqi cultures. For example, Diamond notes that the U.S. tried to build security through an Iraqi police for4ce but that effort "withered from haste, inefficiency, poor planning, and sheer incompetence." Cops were rushed on the job with "too little training, insufficient vetting, and shamefully inadequate equipment" (Diamond, 2004). The U.S. lacked "an effective political strategy for postwar Iraq"; the U.S. never grasped the fact (based on Iraqi culture) that while "most Iraqis were grateful for having been liberated" from Saddam, that gratitude was mixed with "deep suspicion" of the real motives of the Americans. In reality, the Iraqis saw a "estern, Christian, essentially Anglo-American" power occupying their country.
Also, the Americans mistakenly thought that briefcases full of cash would bring political security. American officials in 2004, eager to hold elections in Iraq, "...offered some Sunni…
Collier, Paul. "The Market for Civil War." Foreign Policy issue 136 (2003): 38-46.
Diamond, Larry. "What Went Wrong in Iraq?" Foreign Affairs 83.5 (2004): 34-56.
El-Khawas, Mohamed a. "Nation Building in a War Zone: The U.S. Record in Iraq, 2003-
2007." Mediterranean Quarterly 19.1 (2008): 42-62.
I sometimes go for long periods of time where I do not talk to my brother, because it can just be too much stress. I still love my brother, but when the cost of maintaining that relationship becomes too high for me I start to re-evaluate it and withdraw.
Just understanding where these types of attitudes and conflicts come from has made me so much more aware of my own feelings, and what is going on inside of me that contributes to how I see others. Just understanding how these things work makes it easier for me to manage how I relate to others. I feel that I already caught myself getting mad the clerk at the coffee shop for taking too long with one of the customers in front of me, chatting away. I realized, though, that I was hungry and tired, and maybe if I was feeling better…
narrative form, identify the similarities and differences among the three conflict perspectives. To do this, create the following two- dimensional matrix:
Group to Group
Persuasive, problem- solving ability, innovative thinking, applying external forces, seeks conflict resolution, seeks means to improve workplace environment potential (Mcfarland, 2015)
Industrious, driven, sound relationship skills, prefers collaborative problem- solving, trusting, can easy enter into conflict, may express emotions and tension readily, friction creating, competitive, although outwardly struggling to attain power, prone to jealousy (Mcfarland, 2015)
Absence of individual desire to assume independent responsibility, hard for mediators to ensure individual accountability for task- handling or results (Mcfarland, 2015)
Capable of working with managing individuals or a group if conflicts of interest arise, has frank views of coworkers' negative and positive qualities, usually concentrates on hostile occurrences, resents others, rejects others' ideas or perspectives, and typically projects unfavorable images…
Kellermann, P. F. (1996). Interpersonal conflict management in group psychotherapy: An integrative perspective. Group analysis, 29(2), 257-275.
McFarland, V. (2015). Conflict perspectives by Victor Mcfarland: SSRN. Retrieved September 9, 2016, from http://poseidon01.ssrn.com/delivery.php?ID=043105127121025114095076012089094121009036000082061091106021001025111000023082073011120058100122042024053114072116008066104076020090034037034101066119097086077089116058002086073127110087117089094008084008087007125102122029116026102125096084111098015091&EXT=pdf
Whether at work, school, home, or in our own life, conflict is inevitable. We are bound to experience situations in which we are disappointed by or disagree with others. While some conflict situations end well, others turn out to be bad experiences. Personally, I have had a number of bad experiences with conflict. One situation that comes to mind occurred during my first job. At some point, my supervisor and I had a miscommunication regarding an assignment that involved a new client. The assignment turned out to be more complex than I anticipated. I requested for more time to work on the assignment and the supervisor approved the deadline extension. Nonetheless, closer to the initial deadline, she asked whether the task was complete. She was annoyed that some of the work had not been completed. I was disappointed as she had forgotten that she had granted me a deadline extension.…
e. Lindle 1996). Also, the conflict management design under the SBM structure does not work well under dictatorship; in fact when the principal becomes too domineering, the researches showed obvious instances of dissatisfaction amongst the staff and decreased incentive from the students to work and engage in the learning process. The conflict management design under the SBM structure is heavily dependent upon the contribution of the committees and cannot succeed without it. Numerous studies have shown that the most ineffective principals have been the ones who have appointed committees but haven't given them enough authority over the real executive tasks or enough room to perform and contribute to the overall managerial structure. The problem, as highlighted in numerous studies, with this approach is that there is an obvious tussle for authority between the principal, the teachers and the peripheral agencies like the investors. This tussle has a negative effect on…
Arnott, M.A. And Raab, C.D. (2000). The Governance of Schooling: Comparative Studies of Devolved Management. Routledge. London.
Bryk, A., Sebring, P., Easton, J., Luppescu, S., Thum, Y., Nagaoka, J. And Bilcer, D. (1998a). 'Chicago School Reform: Linkages Between Local Control, Organizational Change, and Student Achievement. The American Educational Research Association. San Diego.
Bryk, A., Sebring, P., Kerbow, D., Rollow, S. And Easton, J. (1998b). Charting Chicago School Reform: Democratic Localism as Lever for Change, Boulder, CO: Westview Press.
David, J. (1996). The Who, What, and Why of Site-based Management. Educational Leadership, 53-4:4-9.
personal conflict style. This assessment is based upon scores received from the Conflict Management Style Survey. This essay will address several key issues related to management styles including my primary conflict management style and my least preferred style. The different types of conflict associated with my style will also be discussed to give some context to the application. The essay will conclude with ideas on how to successfully integrate and improve my style into a better and more functional management tool.
The following data represent my test results: Collaborator: 20, Compromiser: 28, Accommodator: 18, Controller 30, Avoider: 24. The results of this test survey suggest that my preferred style is Controller and my least preferred is Accommodator.
When Controlling Works Best
While not one single approach is generally considered better than another, it is important that the right style is adopted by the person who can best utilize…
This is an important aspect as it allows those involved to see the conflict from more than just their point-of-view, which has been found to be advantageous in solving conflict situations. This valuable management skill is a very useful addition to later life-skills that can be applied to adult life and everyday conflict scenarios. Another important finding in the application of the conflict management program was the fact that it led the protagonists in the conflict to, "...thoughtfully examine.... The consequences..." (Techannen-Morgan, 2001, p.4). This also led to new strategies in solving the conflict. These aspects could be applied to life-long conflict resolution.
3. Should such a program be implemented in the work place? Explain your answer.
There is little doubt that conflict management program similar to the one discussed in the article would be beneficial in the contemporary workplace. For example, the concept of mediation and particularly peer mediation…
Tschannen-Moran M. (2001) the Effects of a State-Wide Management Initiative in Schools. American Secondary Education. Bowling Green. Vol. 29, no.3.
Workplace Conflict Management
The modern business environment comprises individuals from different nationalities, racial and ethnic backgrounds because of increased globalization and rapid technological advancements. As a result, human resource management practices in today’s business atmosphere have incorporated diversity as a crucial component towards promoting the wellbeing and success of the workforce. Diversity is seen as an important factor in enhancing the contributions of the workforce toward achievement of organizational goals and objectives. However, organizations are faced with the need to handle conflicts effectively because of the diverse nature of the workplace and workforce (Oni-Ojo, Iyiola & Osibanjo, 2014). Therefore, workplace conflict management has emerged as an important factor toward promoting the suitable functioning of the workforce. Effective workplace conflict management requires understanding the causes and impacts of conflict and utilizing appropriate strategies to lessen unnecessary conflicts and/or deal with them.
Causes and Impacts of Workplace Conflict
According to Overton &…
Cross-cultural conflict management
According to the research of Geert Hofstede, Malaysia scores a 26 on individualism, which means that it is a collectivist country, characterized by “long-term commitment to the member group”, where loyalty is one of the most important aspects of the culture (Hofstede Insights, 2018). Because collectivist cultures place a value on long-term relationships, and loyalty to the group, these elements help define when conflict exists, and how it is resolved.
Indeed, the idea of conflict itself is subject to cultural values – the American view of conflict tends to reflect when two people disagree on something, and that disagreement seems to be intractable. Yet, in many of Asia’s collectivist cultures, the approaches to conflict are quite different. Part of the difference is that in the US, interpersonal conflict can be resolved by the two parties simply walking away from the transaction or conflict. In Asia, time frames…
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…
candidate to enter the business world is the ability to identify the pros and cons of group decisions. This is a really helpful concept because a lot of emphasis in today's business world is placed on the need to work in groups -- but sometimes working with a group is not the best idea. Groups are good when it comes to brainstorming and drumming up new ideas in a collaborative effort at creativity, an important part of any work environment (Thompson, 2013). However, the real creative work comes into play on an individual level because it is here that the single mind has the ability to run with an idea, flesh it out and get it ready for consumption. So this is important knowledge to have about groups that this course helped me to discover. Another key concept is the importance of leadership in team dynamics; leaders have to keep…
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA:
Thompson, L. (2013). Creative Conspiracy: The New Rules of Breakthrough
Collaboration. MA: Harvard Business.
To avoid such legal problems, comprehensive diversity training programs must be developed and zero tolerance for discrimination must form the core of organizational policies.
Another important aspect of today's corporate world is conflict. Conflict management has thus come to occupy as important a place in organizational policies as diversity training. In fact we must understand that diversity and conflict are inter-linked since it is usually because of the former that latter arises. When people with diverse viewpoints, cultural and social influences enter the workplace, they are bound to clash with each other resulting in conflicts. . oosevelt Thomas Jr. (1996) explains: "With workforce diversity, you have a mixture of people who can vary along an infinite number of lines: age, tenure, lifestyle, sexual orientation, education, experience, geographic origin, race, gender - just to name a few possibilities. If globalism is your immediate concern, you have to deal with a mixture…
R. Roosevelt Thomas Jr., Redefining Diversity, Amacom, 1996
Marc Bendick, Mary Lou Egan, Suzanne M. Lofhjelm: Workforce Diversity Training: From Anti-Discrimination Compliance to Organizational Development. Human Resource Planning. Volume: 24. Issue: 2. 2001.
Paul E. Plsek; Charles M. Kilo, MD, MPH, Positively Influencing Physicians: From Resistance to Attraction: A Different Approach to Change. Vol. 25, Physician Executive, 11-01-1999, pp 40-42, 44.
In these kinds of situations, the health care professional is taking the middle ground to satisfy both parties (which will lead to a number of challenges). This is from both sides feeling that they have won and will want more down the road. The only difference is that they are more emboldened in their position. This is problematic, because it can make the underlying situation worse in the future. (Feldman, 2008, pg. 128) (Daniels, 2004, pp. 485 -- 486)
To avoid these kinds of situations requires that compromise should be used as a solution when both sides agree to accept the proposal. This does not mean coming back in the future and exhibiting the same kind of behavior to achieve what they want. Instead, both parties have to be willing to accept the compromise completely. If this kind of approach can be taken it will create win -- win situations.…
Cavanaugh, S. (1988). The Conflict Management Style. Intensive Care Nursing, 4 (3), 118 -- 123.
Daniels, R. (2004). Nursing Fundamentals. Clifton, NY: Thomason.
DiMatteo, M. (1998). The Role of the Physician. Western Journal of Medicine. 168 (85), 328 -- 333.
Feldman, H. (2008). Nursing Leadership. New York, NY: Springer.
conflicts that you have encountered; one for every conflict types. The instances should have realistic substance and can either be professional or personal instances. Start by writing a short explanation of every conflict; afterwards (applying a layout same as the matrix above), single out the effect, impact or influence which each psychosocial aspects partook on the specific conflict.
The 3-by-4 matrix shown below demonstrates two scopes that is; three conflict types and four kinds of psychosocial aspects.
Come up with an array of major explanations that define the influence and relations of the events when observed across the psychosocial aspects and conflict types.
I experience internal conflict several times regarding my expenditure priorities. In spite of being aware of pending bills, upon receiving the payment, I feel the urge to shop for new jewels and clothes. During such times, I am cognizant of the unpleasant repercussions…
Gunkel, M., Schlaegel, C., & Taras, V. (2016). Cultural values, emotional intelligence, and conflict handling styles: A global study. Journal of World Business, 51(4), 568-585.
Matthews, G., Zeidner, M., & Roberts, R. D. (2004). Emotional intelligence: Science and myth. MIT press.
Cuellar, Mariano-Florentino. "The International Criminal Court and the Political Economy of Antitreaty Discourse." Stanford Law Review 55.5 (2003): 1597+.
Dahl, Richard. "A Changing Climate of Litigation." Environmental Health Perspectives 115.4 (2007): 204+.
Fromkin, David. "International Law at the Frontiers." orld Policy Journal 15.4 (1998): 59-72.
Koh, Harold Hongju. "Foreword: On American Exceptionalism." Stanford Law Review 55.5 (2003): 1479+.
Scharf, Michael P. "The ICC's Jurisdiction over the Nationals of Non-Party States: A Critique of the U.S. Position." Law and Contemporary Problems 64.1 (2001): 67.
Stacy, Helen. "Relational Sovereignty." Stanford Law Review 55.5 (2003): 2029+.
Tiefer, Charles. Veering Right: How the Bush Administration Subverts the Law for Conservative Causes. Berkeley, CA: University of California Press, 2004.
David Fromkin, "International Law at the Frontiers," orld Policy Journal15.4 (1998): 59. http://www.questiaschool.com/PM.qst?a=o&d=5002006259
Mariano-Florentino Cuellar, "The International Criminal Court…
Cuellar, Mariano-Florentino. "The International Criminal Court and the Political Economy of Antitreaty Discourse." Stanford Law Review 55.5 (2003): 1597+.
Dahl, Richard. "A Changing Climate of Litigation." Environmental Health Perspectives 115.4 (2007): 204+.
Intercultural Conflict Management
Today's society is a multicultural environment that holds both extreme promise and conflicts (Adler, 1998, pp. 225-245). Through rapid developments in technology, global communication has been revolutionized in the past few decades. By the end of the twentieth century, new technology made it simple for people in different cultures to communicate with each other at lightning speeds.
As a result, a greater number of people are exposed to cultures other than their own. Due to communication technology, people are no longer isolated by borders and other obstacles and have ample opportunities to experience different cultures.
However, this incredible occurrence has brought conflict amongst people from different cultures, due to differences in language, manners, opinions, lifestyles and other factors. As a result, intercultural conflict management has become necessary in helping people to understand one another.
Conflict occurs at all levels of human interactions, whether it is…
Adler, Peter S. Beyond Cultural Identity. (1998) Reflection on Multiculturalism. MA: Intercultural Press.
Augsburger, David. (1992) Conflict Mediation Across Cultures. Louisville: Westminster/John Knox Press.
Avruch, K. (1998). Culture & Conflict Resolution. Washington, DC: United States Institute of Peace Press.
Avruch, Kevin and Peter Black. (1991). The Culture Question and Conflict Resolution. Peace and Change Vol. 16.
Integrate the elevant Information Found Both In Organizations Today and in esearch
Human resource management HM is considered to be an integral part of any organization to make it run effectively and efficiently. Fundamentally, the principal objective of HM is to upsurge the economic profitability from employees through making them organized in a productive, inventive and powered force (Price 2007, p.31).
H function includes many activities like planning, recruitment and appraisal (Pulignano, 2010). But this paper will only focus on the employee relations, with certain details about conflict resolution. The objective of this paper is to familiarize the reader to the critical concerns in conflict management. To attain this objective, employees' relations will be highlighted from H point-of-view, which will eventually reveal various levels of conflicts taking place in an organization. Different methods and disputes will be discussed which are adopted by H managers to solve employee alterations. The role…
Alasheev, S., 2005. Informal Relations in the Process of Production, in CLARKE, S., ed. "Management and Industry in Russia: Formal and Informal Relations in the Russian Industrial Enterprise." Cheltenham: Edward Elgar.
Demirbas, D., and Yukhanaev, A. (2011). Independence of board of directors, employee relation and harmonisation of corporate governance: Empirical evidence from Russian listed companies. Volume 33 issue 4, (pp. 444-471)
Gospel, H. And palmer, G., 1993. British Industrial Relations. 2nd ed. London: Routledge.
Hardy, J. And Kozek, W. 2011.Changing workplace relations in foreign investment firms in Poland, Volume 33 issue 4, (pp. 375-394)
Conflicts and Communication at the Work Place
a) The conflict scenario as narrated in Case 10-2 has the following key elements that were important to analyze before an actual model for conflict resolution was taken:
The cause of the conflict provided in the scenario would have been the first element to be considered before any conclusions were jumped at by the conflict resolver. The paramount mode this could have been done was through giving an ear to each of the parties involved in the conflict, in this case, eese and Patel. This element would have ensured that the conflict was entirely solved other than the temporal act just to fulfill the company's and boss' objective (Borisoff, 1997).
The extent of conflict was supposed to be analyzed to help the resolver know the intensity of conflict resolution to be applied.
Time pressure for the defined job was an influence…
Boin, F. (2009, April 2). The Power of Technology in Marketing. Retrieved from http://home.snu.com/~hculbert/comintboin.htm
Terrence, H. (2010, August 21). The Essence of Mobile Technology. Retrieved from http://.mobcommnu.edu/~hculbert/comint.htm
Budjac, C. (2006). Conflict Management: A Practical Guide to Developing Negotiation
Strategies. New York: Prentice Hall.
Managing Human esources
Change and conflict are some of the manager's current challenges. This thesis tries to inquire into the change processes and managers response to conflicts that arise as a result of change resistance. The manifestation of conflict and the impact of conflict are also discussed. The thesis also looks into the different theories formulated to explain change process and their relationship to conflict management. Also covered is the way decision makers can mitigate conflict and bring sanity in their organizations.
Today's managers are faced with the trade off between change and conflict. Change has become an irresistible part of organization and managers must therefore come up withy strategies and policies of managing change in an order to reduce conflict that may hinder the performance and also to reduce performance gap.
Conflict is bound to occur when different individuals have different perception, opinion, ideas and thought. Change and…
Knudsen T.(2003).Human Capital Management: New Possibilities in People Management. Journal of Business Ethics, 21(2),42-45.
Humphreys, M. (2005). Natural Resources, Conflict, and Conflict Resolution: Uncovering the Mechanisms. The Journal of Conflict Resolution, 49 (4), 23-36.
Kindler, H.S. (2005). Conflict Management: Resolving Disagreements in the Workplace. London: Thomson/Course Technology.
Kotter, J. (1995, march-april). Leading Change:Why Transformation Efforts Fail. Havard Business School Review, 59-67.
It is not that managers do not see the benefit in conflict that they eschew it; it is that conflict is high-risk and can have significant negative externalities, some of which linger with the organization for a long time. Managers are less enthusiastic about conflict because they are taking into account a longer time frame and the totality of externalities, which makes their views a reflection of better information and therefore more accurate than the views of academic researchers.
Recommendations. Carefully manage conflict -- do not use it wantonly. Conflict does not always create positive outcomes sufficient to outweigh the negative ones that are certain to accrue. Take steps to ensure that the conflict is task-focused and not personal. This will limit the amount of damage that accrues from conflict. Create conflict only when necessary -- large scale conflict for small scale problems is dangerous. Conflict is a powerful tool…
Vazquez, E. (2008). Managing conflict across generations in the workplace. Massachusetts Institute of Technology. Retrieved May 30, 2010 from http://dspace.mit.edu/bitstream/handle/1721.1/50103/462996891.pdf?sequence=1
Rahim, M. (2001,a). Managing conflict in organizations. Westport, CT: Quorum Books.
Cohen, C., Birkin, S., Cohen, M., Garfield, M. & Webb, H. (2006). Managing conflict during an organizational acquisition. Conflict Resolution Quarterly. Vol. 23 (3) 317-331.
Rahim, M. (2001, b) Towards a theory of managing organizational conflict. The International Journal of Conflict Management. Vol. 13 (3) 206-235.
A Comparison of Management and Leadership
Management and leadership are often mistakenly considered to be the same thing. In truth, management and leadership are different processes and involve different activities. This means that a good leader is not necessarily a good manager, and that a good manager is not necessarily a good manager. This will now be discussed in more detail by comparing leadership and management and by comparing the traits of a leader and the traits of a manager.
Management can be broadly defined as the ability to manage resources to achieve goals. In practice, this refers to controlling both material resources and people to achieve the goals of the organization. Management can be further divided into the tasks of organizing, planning, controlling, and directing. The manager's role is to manage tasks and people on a consistent basis to ensure that goals are met.
Leadership is defined as…
Robbins, S.P. (2001). Organizational Behavior. Upper Saddle River, NJ: Prentice-Hall Inc.
Considering first the importance of understanding conflict in the organization, it seems reasonable to argue that Jameson's observations about the humanness of the organization and the implications of humanness for the development of conflict are indeed quite apt. As reported by Jameson, conflict is an inevitable part of a system in which human beings are required to cooperate in order to achieve goals. Further, Jameson's analysis of conflict as having different typologies also appears to be relevant. Analysis of one's personal life provides indications that there are different types of conflicts and that there are different types of resolutions that must be employed in order to resolve conflict. Given that conflict can have such a negative impact on the organization, its operations, employee morale and productivity, organizations need to have some understanding of conflict and the specific steps that can be taken to resolve conflict.
While there appears to be…
Jameson, J.K. (1999). Toward a comprehensive model for the assessment and management of intraorganizational conflict: Developing the framework. International Journal of Conflict Management, 10(3), 268-295.
Mittler, J.E. (2007). Know your management rights. Industrial Management, 49(3), 26-30.
Conflict Management in Organizations
Apple and Samsung Drop Patent Disputes Against Each Other Outside of the U.S.
The business conflict covered here involves the two smartphone giants that operate globally with great reach and hold of the market not only in the U.S. But also across Europe, Africa, Asia and Australia. Over the last three years, these two companies have filed more than 40 cases against each other involving patent issues. These suits have seen them go through a lot of cost of conflict, however, at last they agreed to sign an agreement that saw each side drop all the cases that they had against the other side but this was limited to the U.S.A. And they insisted that the cases within the U.S. courts were to continue to the logical conclusion (Chowdhry A., 2014).
The cost of conflict in any business conflict does not just come in the forms…
Chowdhry A., (2014). Apple And Samsung Drop Patent Disputes Against Each Other Outside Of The U.S. Retrieved November 8, 2014 from http://www.forbes.com/sites/amitchowdhry/2014/08/06/apple-and-samsung-drop-patent-disputes-against-each-other-outside-of-the-u-s/
Doherty N. & Guyler M., (2008). The Esential Guide to Workplace Mediation & Conflict Resolution. Retrieved November 8, 2014 from http://books.google.co.ke/books?id=DPMgUNyO6iMC&pg=PA187&lpg=PA187&dq=complete+guide+to+conflict+resolution+in+the+workplace&source=bl&ots=abmI2G6Eug&sig=WYC16euk6xR8CwwVjXqy3M4Rxo8&hl=en&sa=X&ei=F9tfVNvjG4rLaKKRgLgI&ved=0CEoQ6AEwBw#v=onepage&q=complete%20guide%20to%20conflict%20resolution%20in%20the%20workplace&f=false
John Ford and Associates, (2007). How Much is Conflict Costing You? Retrieved November 8, 2014 from http://www.conflictdynamics.org/files/HowMuchIsConflictCostingYou.pdf
The organization is Fort Belvoir Community Hospital, which is a new hospital. FBCH is a joint military hospital replacing the old Dewitt Hospital in the same location. The hospital is part of the military health system in Washington, DC, an area also served by a wealth of civilian hospitals and complementary medical services. With a focus on innovation and the military market, FBCH plays an important role for the military community in the region, as a provider of health care.
The Hospital is relatively new, and one of the challenges that it faces is to build the organization from the ground up. This means setting out policies for just about everything, building new systems from scratch, and also it means building a new organizational culture. Many staff members have prior experience either at Dewitt or at other military hospital facilities, though some are new staff members or have…
Amason, A., Thompson, K., Hochwarter, W. & Harrison, A. (1995) Conflict: An important dimension in successful management teams. Harvard Business Review. Retrieved February 28, 2015 from https://sites.fas.harvard.edu/~soc186/AssignedReadings/Amason-Conflict.pdf
George, G., Miroga, J. & Omweri, A. (2013). Organizational conflict management strategies on employee job satisfaction: A case study of Nzoia Sugar Company. European Journal of Business and Management. Vol. 5 (3) 177-186
Lyons, S. & Kuron, L. (2014). Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organizational Behavior. Vol. 35 (S1) S139-S157.
Conflicts are common occurrences and part of human life. At the workplace or homes, people have conflicts, which could be either foreseen or spontaneous. Managers at workplaces always grapple with the problem of solving conflicts that arise within the organization among the workers. If managed well, conflicts can lead to fortunes. Managers need to ensure that workers live harmoniously and with understanding among each other. There are two types of conflicts: personalized conflicts and substantive conflicts. Personalized conflicts are those conflicts informed by the emotions and anger. They lack objectivity and purpose. People who engage in personalized conflicts are often in pursuit of selfish emotional satisfaction. In contrast, substantive conflicts are those that entail logical arguments often relating to work and profession. If managed well, substantive conflicts bring fortunes to the parties. At the workplace, managers deal with such conflicts so that they can keep organizations intact (Shachar, 2011).
Guttman, H.M. (2009). Conflict Management as a Core Competency for HR Professionals. Guttman Development Strategies, Inc. People and Strategy, Vol32 (1): 32-39
Shachar, M. (2011). Conflict Resolution Management (CRM) Text Book. (Under Construction)
Stone, F. (2012). How to Resolve Conflicts at Work. New York: American Management Association
Conflict in the orkplace
orkforce within organizations, whatever the level, constitutes one of the most important resources within such environments. Harmony among the human resource and shared vision among employees is one mandatory factor in ensuring that goals are appropriately met. Conflict if however, one inevitable occurrence in the workplace and organizational leaders has to deal with it appropriately (Flagan & Craig 8). Conflict in organizations neither occurs nor happens in a vacuum. Usually, there are some underlying issues which instigate the conflicts either between workmates or teams. Fortunately, the capacity of conflict management can help in such situations and even turn the organization into a better place. This can be achieved either through preventing the conflicts or resolving them. Personally, I have been in a conflict situation within the office; a state which was handled appropriately by the management but would however been avoided had appropriate prevention structures been…
Alberta Employment and immigration, let's talk: a Guide to Resolving Workplace conflicts, Alberta: government of Alberta, Department of Employment and Immigration, 2007
Flagan, Tim. A & Runde, Craig.E, Hidden Potential: Embracing Conflict can Pay Off for Teams in, Leadership in Action, 28(2), 2008
Ken and Jane
How do you perceive Jan's effort to convince Ken to forgive her? Based on what you have learned in this chapter, suggest two ways she might more effectively seek Ken's forgiveness.
She could have used a time based intervention to talk about the instance further when the conversation would have not been as heated. If they both had a chance to calm down then the conversation might have went smoother. Another tactic Jan could have tried would be to apologize and to address Ken's concerns so that it could be formed into a win-win. For example, Jan could have said that she was sorry if she did ruin his chances with the girl, but she would try to help him find an even more suitable match.
What are two nonverbal cues used by Jan. What are two nonverbal cues used by Ken? In what ways…
A good facilitator will be able to use active listening skills to gently guide the discussion to this more productive tone. Allowing the colleagues to work together to come to a solution will generate team-building skills and will likely create a stronger relationship between the two. Even if they come up with the identical solution -- moving one person into a private office -- the process will empower both workers and the solution is less likely to lead to future problems down the road.
Another process solution to this conflict might stem from ongoing team-building exercises. In fact, groups that participate in regular group cohesion exercises are less likely to experience conflicts and such a process may effectively have solved this problem before it began. When colleagues are given the chance to get to know each other in a non-threatening environment, they will build relationships. As a result, they will…
Blydenburgh, Christopher. (2010). A Guide to Conflict Resolution in the Workplace.
Available at: http://www.helium.com/items/1564367-team-building-conflict-resolution
Mind Tools: Essential Skills for an Excellent Career. Available at:
Our interpretations, Mediation Strategies and Communication Types
The Nature of Conflict -- an introduction
hat is Conflict?
Conflict as Perception
Conflict as Feeling
Conflict as Actions
hat causes conflict?
Link between Interpersonal Conflicts and Effective Communication
Mediation and Dispute Resolution
The Nature of Conflict -- An introduction:
Conflict is a naturally existing problem in our society and the world as a whole. Conflict exists at all levels and it is so a certain extent quite natural and inevitable. ith a functionalist approach, it can be said that the existence of conflict is somewhat important for the society. It is however an understatement to say that we live amidst conflict. Conflict is present at every level in society and people at every second are reassuring each other as to how they are having a "discussion" instead of a conflict when…
Bellafiore, Donna. 2010. Interpersonal Conflict and effective communication. Journal.
Bolton, R. (1986). People skills: How to assert yourself, listen to others, and resolve conflicts
(2nd ed.). New York: Simon & Schuster. ISBN: 067162248X
Cesaratto, T., (2006). The Good Will Hunting technique. Communication and Critical/Cultural Studies, 3, 307.328.
Figure 3: Groups by Children Present
It is important that some of these groups that include children plan to feed the ducks meaning that children will be near the water and requiring assurance that required staff be present to manage the feeding of ducks and to ensure safety of the children. The following chart indicates the with red highlighting the groups that will be grilling during trail use indicating the requirement of staff being present to ensure that there is no occurrence of fire that is incorrectly used or extinguished while grilling that might harm the environment of the trail area.
Figure 4: Presence of Children equiring Additional Staff
It is recommended that each group include a trail guide and a trail assistant. The trail guide will lead the group on the trail with the assistant walking, running or bicycling at the rear of the group to ensure the group…
Capital Area Greenway System (2014) City of Raleigh, North Carolina. Retrieved from: http://www.raleighnc.gov/parks/content/PRecDesignDevelop/Articles/CapitalAreaGreenwayTrailSystem.html
Chavez, DJ, et al. (1993) Recreational Mountain Biking: A Management Perspective. Journal of Park and Recreation Administration. Vol. 11, No. 3. Retrieved from: [HIDDEN]
Conflicts on Multiple-Use Trails: Synthesis of the Literature and State of the Practice (nd) Federal Highway Administration and the National Recreational Trails Advisory Committee. Retrieved from: https://www.fhwa.dot.gov/environment/recreational_trails/publications/conflicts_on_multiple_use_trails/conflicts.pdf
Conflicts On Multiple-Use Trails: Synthesis of the Literature and State of the Practice (2014) Trail Maintenance and Management. National Trails Training Partnership. Retrieved from: http://www.americantrails.org/resources/ManageMaintain/MooreConflictMgmt.html
" The creative person won't see a conflict as defensive, but as an open channel for communication and a better understanding of each other. There will be no pushing to get his or her side to be victorious. Instead, there will be communication that is meant to help both parties come up with a solution to their conflict that benefits them both.
The creative person will invite the other party into an open dialogue of potential solutions to the problem, some of which may be unconventional, but will work. By putting both minds in the conflict together to come up with a solution that both can live with, it shows the other party that their adversary cares about them and their position, and so that person will be more willing to cooperate in coming up with an equitable solution to the problem. It can even be fun brainstorming different solutions.…
However, there were a number of influential employee leaders who objected to this approach and who made their position widely known through channels both formal and informal. The latter dissemination of discontent was particularly problematic as murmurings filled the company concerning the presence of some internal resistance. Most importantly for our company was the removal of the impulse for resistance. It was our view, and the view of the present text, that any such dissension could lead to serious morale issues. Therefore, it was incumbent upon us to at least weight the position offered by our dissenting colleagues.
Our strategy for navigating the conflict toward compromise -- as this is defined by our primary text -- would be to select those opposition leaders who had been most vocal and influential to form internal teams and develop competing proposals. These proposals would require that the selected representative developed and delineated plans…
Conflict and Communication Issues in Marriage and Sex
Communication lies at the root of all our conflict and resolutions. Without communication in all its forms, we as a race would be destined to live solitary and unhappy lives with very little social interaction. When conflicts enter a marriage, two people find themselves trying to engage in forms of communication that in most cases ends up making the situation worse rather than better. "Most people have a "purpose," which aligns itself with the motives behind their conflicts. Second is their "position," which often appears as their stance or strategy for trying to get their own way.
One way to resolve conflict is to identify each person's true purpose rather than argue about positions" (Warrum, 2003). Communication breaks down as a couple try to establish their own points and misinterpret their partner's point, or purpose at the same time. Misread body language…
Gray, P. What Signals Do You Send?
GP, London: May 5, 2003, pg53.
Druckman, A Words That Wound.
Psychology Today, Sept 1999.
Managing Behaviors & Teaching Social Skills
Antisocial behavior in schools in on the rise and has become a concern in school systems, from both a learning perspective and from a safety perspective, as well. Previously, schools have dealt with such behaviors using punitive measures such as expulsion, or even law enforcement measures to attempt to discourage youth from behaving in an undesirable manner. These programs have had little or no effect on curbing behavior problems in schools. Second Step and Boys Town are programs, which implement a positive approach to behavior management. These programs teach youth alternatives to violence and stress problem solving, coping, and conflict management. These programs have had considerably greater success than their predecessors. This research will qualitatively explore the theoretical issues behind the success of these two programs and take a critical look at them to explore ways in which they may be further improved for…
Butterworth, F. (1998, July 26). Why the South's murder rate is so high. The New York Times on the Web. ( http://www.nytimes.com )
Capra. F. (1996). The Web of Life. New York: Anchor Books.
Carlson, N.R. (1994). Physiology of behavior. Boston: Allyn & Bacon
Cohen, D., Nisbett, R.E., & Bowdle, B.F. (1996). Insult, aggression, and the southern culture of honor: an "experimental ethnography." Journal of Personality and Social Psychology, 70, 945-960.
There is a point where anger cannot be avoided, and the authors really provide no insight into how I might deal with those situations.
Chapter 9 focuses on managing face, a concept the authors define as "people's image of themselves" (p. 157). I was interested in this chapter from the outside, since I have been known to trample on people's feelings every now and again. I am not convinced that I have the capacity to understand what other people's face might be, and there is no point in guessing, so I do not concern myself with such things.
The authors focus on the ways that face management (or mismanagement) contributes to anger situations, but I found myself more interested in just trying to figure out the basics of this concept. I read about the positive face and the autonomous face but I do not feel that I gained any new…
Team Study (Marketing E Board) Conflict & Solution
In any given collective approach to an activity, there are bound to be some form of conflict, either explicit or implicit, within the team. There is need to have mechanism to identify the conflicts before they significantly interfere with the team activities and also set up tangible ways to solve the conflicts in a manner that the involved parties will be satisfied. This paper is centered around identifying the conflicts that were emergent in the marketing executive board, the reason for the emergence of the conflicts and the possible solutions to these conflicts that will permanently bring an end to the inefficiencies cause by these conflicts.
The marketing society meets every Monday during common hour and this particular meeting was a special one which was an adversary workshop which was led by the director of new projects. The workshop assumes…
Thompson, Leigh. (2014). Making the Team. Chapter 2: Performance and Productivity. Upper Saddle River, NJ: Pearson.
Thompson, Leigh. (2014). Making the Team. Chapter 3: Performance and Productivity. Upper Saddle River, NJ: Pearson
Another 110 individuals would be necessary in administrative positions; 120 people in the cleaning crews and the rest of 150 should occupy diverse positions.
4.2. ecruitment, selection and hiring
Once the event coordinator has identified the staffing need, he moves on to recruiting and selecting the individuals to occupy the available positions. ecruitment and selection is generically "concerned with any means available to meet the needs of the firm for certain skills and behaviors" (Armstrong, 2000, p.201). What these processes generally do it to attract prospective employees and determine which of the candidates are best suited for the available positions. It is imperative that the processes of recruitment and selection be efficient, effective and fair (ACAS). As the best candidates are identified, the human resource manager, after an understanding with the executives, makes an employment offer to the individual. This employment offer will not only include the specification of the…
Acuff, J., Wood, W., 2004, The relationship edge in business: connecting with customers and colleagues when it counts, John Wiley and Sons, ISBN 0471477125
Armstrong, M., 2000, Strategic human resource management: a guide to action, 2nd Edition, Kogan Page Publishers, ISBN 0749433310
Arthur, D., 2001, The employee recruitment and retention handbook, AMACOM Div American Mgmt Assn, ISBN 0814405525
Bohlander, G.W., Snell, S., 2007, Managing human resources, 14th Edition, Cengage Learning, ISBN 0324314639
The problem is that many people are simply not used to dealing with conflict in a reasonable manner. Instead, they believe that all conflict must be resolved in a competitive manner, and that there is always a loser in each conflict.
Conflict resolution should be taught and implemented at all possible points of conflict in an organization. These include, but are not limited to, interpersonal conflicts, conflicts in meetings, conflicts in negotiations, conflicts in resource allocation, conflicts in workload distribution, and the conflict inherent in any organizational change. If employees and managers know to anticipate conflict and are trained in how to resolve conflict, then most conflict should never reach the level of needing attention from H. Instead, H's emphasis on conflict can be on training.
3. Is it important or necessary in an organization, to understand these sources of conflict, as we have an autocratic structure that can impose…
Guttman, H.M. (2009). Conflict Management as a Core Competency for HR Professionals.
People and Strategy. New York: 2009. Vol. 32, Iss. 1; p. 32.
Schachar, M. (2011). Conflict Resolution Management (CRM) Textbook.
TUI University. (Unk.). NCM 501: Foundations of Conflict Resolution Module 2.
KILMANN'S CONFLICT Management MODEL
assessment of conflict and style
Conflict management assessment using the Thomas Kilmann Mode
According to Kuhn and Poole (2000), conflict management style entails the consistent and general orientation towards a conflict situation or the other party. It manifests in the behaviors observable forming a pattern and sharing a characteristic that is common over time (Kuhn & Poole, 2000).
The conflict mode instrument by Kilmann assesses behavior of individual in a conflict situation. The mode instrument looks at conflict situations as those where individuals have differed incompatible concerns. In these situations, behaviors of individuals fall in two distinct dimensions. One is assertiveness where an individual seeks to satisfy strongly his or her own needs. Second is cooperativeness where the extent that an individual makes attempts to meet the other party's concerns. These two distinctions on observable behavior among individual in a conflict situation yield to the five…
Deutsch, M., Coleman, P.T., & Marcus, E.C. (2006). The handbook of conflict resolution: Theory and practice (2nd ed.). San Francisco: Jossey-Bass.
Kuhn, T., & Poole, M.S. (2000). Do conflict management styles affect group decision making? Human Communication Research, 26(4), 558-590.
Thomas, K.W., & Kilmann, R.H. (1974). Thomas-Kilmann Conflict MODE Instrument. Tuxedo, NY:: Xicom.
Deutsch, Coleman and Marcus (2006), conflict is an inevitable consequence of the human condition. Conflicts betweens humans frequently involve competition over scarce resources, but history has shown time and again that conflicts can occur for virtually any reason and that some people thrive on conflict while others actively avoid it. One recent conflict that has gained national attention has been the series of strikes by fast-food workers seeking a higher minimum wage. These strikes have gained momentum and the most recent one in December 2013 affected fast food establishments in more than 100 American cities across the country. This paper provides a description of this conflict situation, a description of the social context and participants, and an identification of antecedent conditions to the strikes. An identification of the behavior reflecting the cognition and personalization by individuals of the conflict and identification of a relevant conflict management model, the Thomas-Kilmann Conflict…
Bacon, J. (2013, December 5). Fast-food workers strike, protest for higher pay. USA Today.
Retrieved from http://www.usatoday.com/story/money/business/2013/12/05/fast-food-strike-wages/3877023 .
Bratkovic, B. (2010, June). Managing conflict. Government Finance Review, 26(3), 51-55.
Bryce, D. (2000, November). Motivation by the book. Training & Development, 54(11), 66.
One of the crucial elements towards the realization of organizational success and profitability is creating a suitable working environment for all employees to thrive as they carry out their respective responsibilities. In essence, employees' contributions towards the achievement of established business goals/objectives is largely influenced by the nature of the working environment and working conditions. However, employees' behaviors also play a crucial role in determining their productivity in the workplace. Self-defeating behaviors in the workplace contributes to stress, which in turn affects employees' input to work processes and the overall profitability of an organization. This paper examines the management of stress brought by self-defeating behaviors in the workplace. The evaluation includes recommendations of suitable solutions to this issue based on organizational theory concepts and the concepts of organizational behavior.
The organization I work for has several divisions or department that are mandated with various responsibilities and tasks towards…