Intergroup Conflict in the Workplace Kaci McCurdy Spring 2018 Belhaven University – Jackson, MS In any organization big or small, one can expect conflicts to arise. In the past conflicts within an organization was considered to be detrimental to an organization and had to be terminated. In today 's would not all conflict is deemed to be wrong but at the same time, some conflict is not considered suitable. There has to be a way to set a balance because having too much conflict can cause problems and not having enough conflict can cause problems. There are different types of conflicts, and they all can create a difference in organizational performance.
Introduction Interpersonal conflict is conflict that occurs between two or more persons that work together in teams or groups. This is a conflict that occurs between two or more folks, who hold polarized points of view, who are somewhat intolerant of ambiguities, who ignore delicate shades of grey, and who are quick to jump to conclusion. Conflict arises due to a variety of factors. Many individual differences lead to interpersonal conflict, including personalities, perceptions, culture, attitudes, values and the other differences. Moreover, identifying the factors which cause conflict in any organization is considered the main stage in the process of conflict management.
While people might have different definitions that define workplace hostility, it generally means experiencing unfriendliness, aggressiveness, or being confronted or pointed out negatively on your every move in the workplace. In other words, a hostile work environment may be described in different contexts by employees which they deem to be hostile, including: 1. Regarding the superior as the bad boss 2. Rudeness shown by co-workers 3.
It is important for managers to understand what the most common causes of conflict are in the workplace. Often conflicts will begin as one type and evolve into another, or can be complex and incorporate various types of conflict. It is important for managers to recognize and identify the various types of conflict so that you can address the situation appropriately. The most common conflicts in the workplace are feelings of being undervalued, impractical expectations, stress, internal conflict, and poor management leadership. (Walker & Miller, 2015).
The seventh habit is, “Speaking When Angry” which causes a challenge when trying to direct your employees, peers, or customers. In addition, speaking angrily may cause the manager to lose control since they are reacting emotionally. The eighth habit is, “Negativity, or “Let Me Explain Why That Won’t Work”. Managers that have this habit speak poorly when a solution is presented and before thinking the concept through they are able to think of many reasons why it will not work instead of what is good about the idea. This habit is shown when managers are quick to point out the negative instead of the positive.
There can be a lot of them. Then, the difficult part, of solving the problem, commences. The most common causes of stress at work are: 1. Unhealthy atmosphere in the team Problems in your relationships with colleagues can happen for various reasons, but when everything becomes entangled so much that it turns into a state of "cold war," being in the team becomes a source of stress. Cope with this situation if possible, although this requires efforts.
When applying these models on real-life cases, some problems may occur due to their limitations. For equity theory, since employees’ perceptions of equity are different, a particular level of inequity would lead to employees’ different reactions. Some employees may feel unfair and think about leaving their jobs to look for better opportunities. As a result, they may be emotionally estranged from organizations and put less effort into their work which could reduce the quality of work (Ananvoranich, 2004:88). For goal-setting theory, as Ceresia (2011:71-75) stresses, it is hard for managers to measure the degree of goals’ difficulty.
Summary— Life for all of us has its low moments. We wrestle with emotions that are painful, that trouble us deeply. We encounter experiences that challenge us, pressure us, and it’s up to ourselves how we are going to deal with it. These pressure can be our motivation to do the job well or it can be a way to put stress in our well-being that can make us upset. Some pressure at work can be motivating, but when it becomes excessive or too much it can eventually lead to work-related stress.
STRESS MANAGEMENT IN MODERN DAY ORGANISATIONS. INTRODUCTION: Stress management in organizations means various psychotherapies and techniques used to control an individual’s stresslevel. Stress management is important in organizations because if in an organization workers will be stressed, then such workers will work demotivated, inefficiently. And thus, such organizations are not very successful in modern day competitive world. Therefore, in order to improve functioning and productivity of employees as well as to maintain good relationship with co-workers and employers companies have to undertake stress management programs.
Negative Impact of Organizational Change over Employees An organization may need to bring changes to its structure or business model due to financial, operational or strategic reasons. Despite the nature of reason, the employees mostly face difficulties in adapting to implemented changes which may result in creating chaos at the lower level. It is always beneficial to assess the reaction of employees to the proposed changes in advance to reduce the risk of unnecessary stress to the workers as well as mitigate the probability of failure to the organization. 2.5.1. Mental