Conflict Management 2 Abstract Within my organization there are difficulties with conflict management. When dealing with conflict management internally one must see how the organization works, and how the polices are, as to what you can and cannot do. The management styles vary significantly and this causes the stress level to soar. Each have their own way, and it causes the others to suffer by not knowing what is going on. This paper will contain the differences between management.
Conflict Management 3 Conflict Management Webster’s dictionary describes conflict as ” a: competitive or opposing action of incompatibles: antagonistic state or action (as of divergent ideas, interests, or persons) b: mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands.” (Merriam-Webster).
Beyond these definitions there are two kinds of conflict that are involved in a work environment setting. (Organizational Behavior 7 th Ed).
They are “Substantive conflict and Emotional conflict.” Substantive conflict is what most managers’ experience.
At my company there are four supervisors and one director. The supervisors get together to try to make things better for the company, and change certain goals and responsibilities to make the company run more efficiently. When they have a meeting with the director, it is like talking to a brick wall. She never wants to try anything new or change; it is her way or the high way. Substantive conflict is high in this case.
The Term Paper on Conflict Management 3
... avoiding may be an appropriate conflict-management strategy. If there were absolutely no interdependency, then conflict wouldn’t exist at all. b.Number ... we can find two forms of conflict. ·Substantive Conflict or Issue based This kind of conflict deals with disagreements about the ... dealer (29) The previous chief dealer left the company last year, and myself was appointed for the position. ...
Each supervisor tries to work through conflicts amongst themselves, and in most cases it is resolved and never goes any higher. For the most part, if the director wants something done, it is usually something that is not ever feasible in the time line that is given. This causes major conflict amongst her and the supervisor she has asked to do the tasks. Conflict Management 4 The director is never open, or communicates properly to avoid miscommunication’s. Her style is one most wouldn’t agree with. It contradicts everything one is ever taught about conflict management.
The fundamentals are easy I like to always use the do unto others philosophy. If you cannot negotiate, and be open to new ideas you will run into major conflicts amongst the managers, and employees of the company. My techniques are I would be open in what I wanted out of everyone, and if there was a question, or an idea being open is the best approach. You never tell a manger or employee that you don’t want to hear what they have to say.
By trying to listen, compromise, and be willing to adjust to change is what I like to do. However, this is not the case at my organization. For example, I was told that I was to enthusiastic about my job and had to mellow out a little on motivation, that I was to happy all the time and that was not excepted at this company. This is a great example of substantive conflict, I guess her views of where she wanted the company appearance should be was a 180 degrees different than mine.
Conflict Management 5 Emotional conflict is the next conflict. Again this is seen on a day-to-day basis in many originations. About every hour you hear an angered voice from the intercom, and hope that it is not your name being called to the directors office. Everyone cringes when you here the directors voice.
You can never be right to her. Most days you have to defend your employees, and hear how you ” re not doing your job right. When she calls certain employees in to her office, you can hear emotions raging. Sometimes you hear yelling, and screaming along with some not, so jester appropriate sayings. Being aware, of how you can handle conflict, is the key to finding a happy medium to better managing conflict with employees and others. After taking the assessment twenty tests on conflict management gave me an insight to how I would deal with this subject.
The Essay on Conflict Management Styles
A conflict is a common part of workplace relationships defined as a disagreement between two individuals affecting something that one party care about. People working together may implement conflict management approaches appropriate for disputes that arise. Several types of conflict management approaches noticed in the workplaces are the accommodating approach, avoiding approach, collaborating ...
My result is as follows. Conflict Management 6 Assessment 20 Results Competing 10 Collaborating 9 Avoiding 8 Accommodating 6 The numbers indicate to me that I am a very competitive person, and tend to agree with most. On the other hand I need to work on avoiding and accommodating. As you can see it appears that I don’t accommodate very much, this is do to the fact no room for error polices I have.
Safety is the first step to keeping employees productive. In conclusion, I find that my personal management preference is very different than my directors. Therefore, I am going to not deviate from my standards, but work through what I can at my current job to maintain structure. Dealing with conflict can be dealt with, however, finding the right happy medium is the key. Conflict is a two way street and has to be dealt with tact and without emotional connections.
Conflict Management 7 Merriam-Webster dictionary on line, 2003 Merriam-Webster, web > Organizational Behavior 7 th edition, 2002, University of Phoenix. Page 326 Section two.
