Understanding effective conflict resolution is essential to better deal with conflict. The four styles of managing conflict are: 1. Avoidance- Avoidance is when an individual avoids a situation because it is uncomfortable. Avoiding the conflict is not recommended because the problem can become worse by not addressing it. (Finkelman, 2016, pg.
It also suggests conflict management strategies for managers and employees in the organisation. Introduction Due to a higher migration of people seeking personal development, better market opportunities and new challenges have opened up. Today’s workplace is
Conflict resolution happens often in the workplace that can either drive or disturb employees, supervisors, a team, and an entire organization. When supervisors allow conflict resolution to fester without taking immediate action, it can lead the organization into an unhealthy environment. In this paper, the topic for discussion will analyze various strategies that can be utilized to control and manage conflict resolution in the workplace, and the role of the supervisor during conflict resolution situations. In addition, a discussion will include how the workplace and its customers are impacted by a diverse workforce. Conflict Resolution Conflict in the workplace is inevitable, especially in a diverse workforce where employees possess different approaches to his or her job and come from various backgrounds, who share a common work space within an organization (SHRM, 2015).
There is no universally correct way to handle every workplace conflict. Each conflict is unique, and depending on the individual circumstances of the issue or disagreement, and depending on the personalities involved, different strategies are needed to reach the optimal solution and move forward successfully. To take a closer look at the various strategies one can use in resolving workplace conflict, let us review the five different conflict management styles developed by Kenneth W. Thomas and Ralph H. Kilmann. The Thomas-Kilmann Conflict Mode Instrument assesses conflict management styles on two distinct levels: assertiveness and cooperativeness. Under this model, the five conflict management styles are as follows: 1.
These elements are important when a manager deals with functional or dysfunctional Conflicts. It should be early identification of the conflict, early evaluation of the impact of it on performance of employees, and it is necessary to make a plan for encouraging functional conflict or managing dysfunctional conflict (Agba1 and Juliana 2013). According to them the primary strategies for conflict management in the public sectors are: initially education is the key. It incorporates research into conflict and the distribution of the knowledge gained from that research. The other strategy is communication which is the foundation for successful conflict administration sharing lessons learned and even failures will enhance the ability of public administrators in dealing with conflict.
Conflict is part of day to day life in every organisation due to different beliefs, values, religion, age and culture of employees. This is a challenge to managers and directors to solve conflicts, if they arise, by being innovative in creating solutions but not all conflict are bad. There are some conflicts that can help the life of the organisation as it learns and grows as it serves to modify strategies and techniques. Unresolved conflicts lead to unproductive human resources and can lead to absenteeism and decreases the levels of cooperation, which is very bad for the life of the organisation. Conflict happens when two or more contradictory perspectives haven’t been agreed on, but it’s not necessarily a bad thing.
According to Rahim (2001), conflict is an interactive process manifested in incompatibility disagreement, or dissonance within or between social entities (i.e., individual, group, organization, etc. For a conflict to happen generally you will need to have more than one party having different views or interests over something. Research has shown that conflict is inevitable hence a need to prevent or manage it. In an organization usually conflict arise due to various reasons, Moore (1996: 60-61) categorized the causes of conflict into five and suggested strategies in dealing with each conflict sphere. According to Moore, these categories are data / information, relationships, externals or moods, structural and values conflicts.
Starting out a project with a clear picture of the resources available will help waylay some of this conflict. Fourth conflict according to me is of Interpersonal Relationships. Often in these types of conflict what I have seen is that parties in conflict are not able to resolve their personal issues with each other. The personalities of the people involved in the organizational structure play an important part in conflict resolution. It is not always easy to set aside personal prejudices when entering the workplace, but it is important to recognize what those prejudices are and deal with them before conflict arises.
The theories outlook on conflicts is too negative and is not seen as a process that can reflect inequalities within the work environment. Conflicts are not always deemed to be disruptive to organisations and their operations. Certain conflicts can lead to staff and organisational development. If a learning approach was placed to conflicts, there would be improvements in employee’s problem solving skills. Solving certain conflicts will lead to positive outcomes such as improvements in team communication and team efficiency.
2. Apply the Ethical Dilemma Resolution Framework to this case 2.1. The fact and the ethical issues involved Facts: - I am a practitioner, providing a range of accountancy services. - I am also a continuity provider for another practitioner to tender services to company B - Company B is the competitor of company A, my previous clients, and they are tending to acquire the same business Ethical issues: - Company B is aware that there is another bidder but he does not know who it is or it is my previous client. I should be a person of integrity, informing that to company B.