When an individual's personal goals are at stake and are not aligned with the organization goals there can be situation of conflict between individual and organization and the individual may had to fight for his personal goals, creating a conflict situation that will hamper success of the project (Janie Sullivan). Another conflict that according to my experience can happen in the organization is of not having Enough Resources. Resource scarcity, time and material can cause teams to undercut, leading to conflict between departments or other work groups. Valuable resources need to be protected, as well as distributed fairly among all the groups. Starting out a project with a clear picture of the resources available will help waylay some of this conflict.
The group is more concerned with preserving harmony than with objectively assessing their circumstances, substitutions and preferences. The group, as a whole, tends to take unreasonable actions or overestimate their positions. Groupthink subdues individual thought, and innovation is often a casualty. As a result, organizations often fail to see or respond to developing market trends or adopt emerging technologies. A larger danger of groupthink occurs with companies that are dealing with stressful internal or external conditions or have faced failure in the past, especially as the result of deviating from standard procedure.
Perspective and perceptive differences are created by the combination of conflicting personal characteristics and interactional difficulties subject to each individual's interpretation (Borkowski, 2016, p. 309). Stressful events exacerbate interpersonal conflict and, if not managed, the aftermath will be harmed relationships, poor morale and risk of lawsuits due to a hostile workplace claim (Mckenzie, 2015). Cindy and Dr. Jones are impacted by all elements of interpersonal
It is more about risk and challenging the organization. It is all about change and innovation. Managers may not know everything about their organization and market hence the emerging of employees’ ideas to achieve organizational goals. It’s important that ideas come from periphery and bottom of the organization to promote diversity. A major downfall of the idea lens is adaptive tension.
One important drawback was the focus on the visible practices of production at the expense of external forces that also influence this process, such as the commerce and the marketplace (Cottle, 2007). Another criticism is that “the ethnographic approach has a methodological blind spot that tends to obscure the way in which managerial pressures are brought to bear on journalists” (Curran, 1989:144). In other words, access to senior levels of management was hard to negotiate and therefore difficult to gain insights or draw conclusions regarding corporate decision-making (Cottle, 2007; Curran, 1989). Equally important though, as Cottle (2007:10) annotates, while the ethnographic turn within the sociological approach “may have helped to counter simplistic ideas of conspiracy and ideological instrumentalism as the key explanation for news output, it did so at the cost of denying journalists their agency in the purposeful construction and reproduction of different news products… A conceptual shift from ‘routine’ to ‘practice’ is therefore
The leadership styles explain the different types of leadership that are found in organizations. The leadership styles are different and they have different effects and outcome. Leadership in any organization is important as it helps leaders guide the employees in achieving the goals set. Organizations that do not have good leadership strategies are not productive as they affect employee productivity. Also, the organizations have a wide range of problems like communication and interpersonal relationships (Purpura,
In the bureaucracy, selected individuals are the decision makers instead of elected authorities and representatives. The problems associated with bureaucracy in turn lead to the emergence of conflicts within the systems due to lack of control. A red tape system is unsuitable for addressing issues in unexpected situations. The world is constantly changing and needs swift decision making and reaction. Rigidity in the operation of bureaucratic systems also causes a waste of resources through duplication of duties in different areas and missed opportunities.
However, there still lacks efficient coordination and collaboration amongst the various actors which results in poor success rate in majority of Joint Interagency Multinational (JIM) crises management. The reason for this is that while multi-national, inter and intra agency cooperation on one hand create opportunities for better understanding each other and an efficient working environment. On the other hand, however, such operations also leads to inter and intra organizational rivalry, resource completion and duplication of effort which prevent the desired outcome. This essay will therefore discuss the challenges and strategies for joint multi-disciplinary operations. The essay will first provide background of relationship between different agencies and organizations or simply inter-organizationalism from theoretical perspective.
Team managers must hold a team together when different levels of trust, experiences, expectations, personalities and cultures clash (Joinson, 2002). Management styles that worked successfully with traditional teams is often not effective in leading virtual teams (Ferreira, et al., 2012). Hence, managers being used to keeping tabs on employee’s progress can feel uncomfortable in the beginning and need to change their management style. According to Anderson, a balance between a transactional and transformational approach has to be found (Anderson, 2012). This means that on the one hand administrative matter are addressed and tasks are optimized to maximize efficiency, on the other hand the ideas of team members and suggestions need to be
Management's behind the scenes approach, allowing it to “mushroom” created procedural conflict for Dr. Jones. His expression of surprise and anger when he realized how long this issue had been discussed in the background without his knowledge, or even a hint of a problem, suggests he felt the procedures followed to address the issue should have been different. A conflict can be composed of all or some of the four types: Goal, Cognitive, Affective and Procedural. Managing multiple types of conflict is sufficiently difficult but there is added complexity due to the need to assess the level of conflict. Dedicated attention to the complexity of conflict is necessary not only to avoid a dysfunctional dynamic but to also facilitate positive operational outcomes (Wombacher and Felfe,