Conflict Management in the Workplace

Conflict Management in the Workplace Introduction Conflict management in the workplace is an issue that every leader, manager, or employee has to deal with at one time or another. The basics of conflict management include improving communication, teamwork, and a systematic approach to solving the disagreement. This paper explores various techniques that can be utilized to manage conflict in the workplace. Workplace Conflict Management Conflict is defined by Hellriegel, Slocum and Woodman as â€Å"the process in which one party perceives that its interests are being opposed or negatively affected by another party† (p. 362). Sometimes conflict that be a positive force within an organization, while at other times it is a negative force. An example of conflict as a positive force is that the creation and resolution of conflict may lead the company to constructive problem solving. It may also lead people to search for ways of changing how they do things. The conflict resolution process can ultimately be a stimulus for positive change within an organization (Hellriegel, Slocum and Woodman, p. 364). However, conflict may also have serious negative effects on an organization. For example, conflict may divert efforts from goal attainment or it may deplete resources (particularly time and money) (Hellriegel, Slocum and Woodman, p. 364). Conflict also may negatively affect the psychological well-being of employees and cause stress (Hellriegel, Slocum and Woodman, p. 364). Indeed, conflicting workplace ideas may lead to anger, tension, and anxiety. Deep and lasting conflicts that continue without conflict management may even lead to violence between employees and others (Hellriegel, Slocum and Woodman, p. 365). Therefore, it would be fair to say that conflict may sometimes be advantageous and at other times destructive. Workplace managers must be sensitive to the consequences of conflict. These consequences range from negative outcomes (such as loss of skilled employees, sabotage, low quality of work, stress and even violence) to positive outcomes (such as creative alternatives, increased motivation and commitment, high quality of work, and personal satisfaction) (Hellriegel, Slocum and Woodman, p. 365). Conflicts (whether they are negative or positive) will arise in organizations whenever interests collide and when these differences affect the relationship between interdependent people, they must be constructively managed (Hellriegel, Slocum and Woodman, p. 365). According to Hellriegel, Slocum and Woodman, some ways to manage conflict include: the â€Å"forcing style†, the â€Å"accommodating style†, the â€Å"compromising style†, and the â€Å"collaborating style†. The forcing style refers to â€Å"assertive and uncooperative behaviors and reflects a win-lose approach to interpersonal conflict† (Hellriegel, Slocum and Woodman, p. 374). This forcing style relies on coercive power and dominance to resolve the conflict. In the forcing style, the person who is trying to resolve the conflict feels that one side must win and that one side must lose (Hellriegel, Slocum and Woodman, p. 374). The accommodating style, according to Hellriegel, Slocum and Woodman, refers to â€Å"cooperative and unassertive behaviors† (p. 376). The accommodation style manifests itself as a long-term strategy to encourage cooperation by others, or as a submission to the wishes of others. The accommodator tries to reduce tensions and stresses by reassurance and support (Hellriegel, Slocum and Woodman, p. 376). This style shows concern about the emotional aspects of conflict, but does not deal with substantive issues this style simply results in covering up or glossing over the issue (Hellriegel, Slocum and Woodman p. 376). According to Hellriegel, Slocum and Woodman, the compromising style refers to â€Å"behaviors at an intermediate level of cooperation and assertiveness† (p. 377). This style is based on give and take, which usually involves a series of concessions. This technique is commonly used and widely accepted as a means of resolving conflict. A collaborating style refers to â€Å"strong cooperative and assertive behaviors. It is the win-win approach to interpersonal conflict handling† (Hellriegel, Slocum and Woodman, p. 376). In this stylistic approach to workplace conflict management, it is sharing, examining and assessing the reasons for the conflict that leads to the development of an alternative that is fully acceptable to everyone involved. This effectively resolves the conflict (Hellriegel, Slocum and Woodman, p. 377). Studies on the use of these different interpersonal conflict handling styles indicate that collaboration is the best approach to managing workplace conflict (Hellriegel, Slocum and Woodman, p. 378). The collaboration style tends to be characteristic of (1) More successful individuals and (2) High-performing, rather than medium- and low-performing organizations (Hellriegel, Slocum and Woodman, p. 378). Furthermore, the use of the collaboration style of conflict management appears to result in positive feelings from employees (Hellriegel, Slocum and Woodman, p. 378). So, it appears that the best style to resolve conflict is the collaborative style. Another suggestion for workplace conflict management is to take a step-by-step approach no matter what style the manager is employing. Author Rudy M. Yandricks article, â€Å"Integrating Behavioral Strategies: A Solution to Workplace Problems†, suggests that a systemic approach to workplace issues by management is essential in todays workplace environment. For example, a step-by-step process can be taken to resolve any workplace conflict. This enables the leader to follow a systematic approach to resolving a conflict. A detailed example of a step-by-step systemic approach is the following: First, the employee reports an issue to his supervisor. Second, the supervisor gathers information in order to gain the best understanding possible of the potential hurdle. Third, the supervisor identifies possible causes of the conflict by collecting information from the team members and from anyone else impacted by it. Fourth, the supervisor meets with a Human Resources specialist who will build a list of potential solutions to the conflict. Fifth, the Human Resources specialist, in conjunction with the supervisor, decides on an appropriate solution to the problem. Sixth, the Human Resources specialist and the supervisor present the solution to the workers. And, finally, the solution must be administered. Additionally, there are exercises that can be done to resolve conflict and tensions in the workplace. For example, in the article by Boss and McConkie, the authors suggest an exercise for situations of conflict where there are contradictory personalities. They suggest a writing exercise where the people in conflict write answers to three questions: What does he or she do well? What do I think I do that bugs him or her? What does he or she do that bugs me? (p. 50) This exercise, according to the authors, gives those in conflict time to get used to an explicitly confrontational situation before either of them has a chance to â€Å"pop off† at the other. It forces some rationality into an emotionally charged situation. Also, those in conflict are forced to look at their own behavior before making any accusations against the other. Completing this exercise will create a non-contentious atmosphere for continuing the conflict resolution. Frequently, after doing an exercise such as the aforementioned, it will become clear that neither person involved in the conflict is intentionally causing problems for the other. Each of the foregoing systemic techniques and styles regarding workplace conflict management can be utilized either separately, or in conjunction with each other, in order to promote a more cohesive work environment. Conclusion Conflicts are part of individual relationships and organizational development, and no†¦organization can hope to mature to productivity and be successful without being able to resolve conflicts effectively (Cottringer, p. 6). Thus, conflict resolution is an integral part of maintaining a thriving workplace and the techniques and systemic approaches discussed in this paper should be utilized to resolve differences in the workplace. Bibliography Boss, Wayne R. and Mark L. McConkie. â€Å"Conflict Management in Surgery: Third-Party Intervention†. 5/1/2000. Public Administration Management: An Interactive Journal. Available at:. Retrieved May 22, 2003. Cottringer, William. â€Å"Conflict Management.† Executive Excellence Magazine, 14.8 (1997):6. Hellriegel, Don, John W. Slocum, Jr. and Richard W. Woodman. Organizational Behavior, 8th Edition. Cincinnati, OH: South-Western College Publishing, 1998. Yandrick, Rudy M. â€Å"Integrating Behavioral Strategies: A Solution to Workplace Problems.† Competere Consulting Group. Available at: . Retrieved May 22, 2003.

Bullying Provoked by Differences in Gender, Sexuality, Religion, Race :: Social Issues, Bullies, homosexuals

In November of 2012, a 14 year old girl committed suicide in Canada after receiving numerous threats from 2 of her classmates because of a â€Å"falling out† in the girls' relationship. This past year, a freshman at Rutgers University took his own life after a video revealing his true sexuality was discovered and put onto a commonly known website for all the university to see. The well known â€Å"Columbine Shootings† shocked the world because the shooters were said to have been picked on and bullied in school. The effects of bullying, even in one’s childhood, can haunt them forever: â€Å"Sometimes, a whisper in an elementary school classroom can echo for decades. A threat called out in a middle school hallway can cling to the subconscious into adulthood. And an insecurity exploited in a high school cafeteria can redefine a future† (Johnson 1). It’s clearly obvious that bullying can take lives and torture the people whom loved the victims of such c ruelty. People, not just kids and teenagers, but people are bullied everyday across the world. The effects of bullying, or the practice of coercion by force or intimidation due to specific characteristic, are about as common as its practice in American public schools. Studies over the decades show bullied students are more likely to skip class, disengage socially and abuse substances (Johnson 1). Bullying can be provoked by a difference in race, sexuality, or a conflict within a relationship; such as a rumor. There are a variety of reasons as to why someone could and is being bullied, however those few seem to be the main source. In some cases, being bullied can be caused by the fact that a person is simply intimidated by how well you fulfill an aspects of life in which they wish to be equally successful, if not better than you. Whatever the reason may be, the forms in which to be bullied all share equal impacts and severity. Receiving physical harm, verbal abuse, or intimidation or humiliation through the internet are all forms of bullying. The pain a victim sometimes receives is severe, resulting in high anxiety, stress, eating disorders, suicide, violent retaliations: â€Å"When teens intimidate each other, they may attack with bats, knives, guns, or other weapons† (Kowalski 1). Bullying can even result in eating disorders: â€Å"Many teens with eating disorders ha ve suffered abuse. Unconsciously, they try to control one tiny portion of their lives-eating-when everything else seems out of control† (Kowalski 2).

Nirma vs Hul Essay

Rural inhabitants aren’t a different species, but consumers as quirky and demanding of marketers as any of their urban cousins. And just as eager to consume — maybe even more so, given their access to messages of consumption via TV, but lacking the easy access that makes urban consumer’s blase. For marketers the potential is huge — a country waiting eagerly for their products, providing they can make the effort to export inwards, and learn to play the games by rural rules. And if they don’t, the chances are that they will be left behind. Even with the minimal effort put in by companies so far, rural India now accounts for majority, or near majority, consumption in many categories. — Rural India is clearly not such an area of darkness anymore, and as a further incentive to keep the lights on, remember that farmers get electricity free! One of the most popular and widely accepted Marketing Myth is that the rural consumers will only buy really cheap mass market brands. But the stark reality is that though brands like Nirma lead, but penetration of premium products has also been observed even to the lowest SEC. The percentages may be very small, but given the large universe, the actual figures may be significant Thus when we are aware of the fact that brands like Nirma rule the rural market, it would be interesting to study and analyse their basic marketing inputs —–the 4P†s 1 NIRMA About the Company Nirma is the Rs. 17 billion Detergents, Soaps and Personal Care Products Brand, a market leader in the Indian detergent market and second largest in bathing soaps†¦ the brand NIRMA being one of the world’s biggest in it’s segment†¦ result of it’s mission to provide ‘Better Products, Better Value, Better Living’. The man who altered the clothes-washing habits of the Karsanbhai Patel the chairman of the Ahmedabad-based Nirma Ltd. This chemist who manufactured detergents at home in Ahmedabad in 1969 has certainly come a long way. He worked from his backyard which developed into a soap factory, cycled to retail outlets and hawked his b rand at one-fourth of the price of similar products then available. At Rs 6, Nirma, named after his daughter, was the cheapest detergent vying for attention on shop shelves. By the late 1980s, Nirma had become one of the world’s largest-selling detergent powders. That he rewrote history and gave Hindustan Lever, the Indian subsidiary of the Anglo-Dutch foods and toiletries conglomerate Unilever, a huge headache is wellchronicled. Today he is proud owner of an Rs 2,500-crore Ahmedabad-based soaps and detergents major It has been Patel’s dream to make Nirma a synonym for quality. â€Å"Nirma is not merely a brand or a product, it is a dynamic phenomenon, a revolution, a philosophy,† he once said. Nirma sells over 800,000 tones of detergent products every year and commands a 35% share of the Indian detergent market, making it one of the world’s biggest detergent brands. Towards this end, he tried his hand at many brand extensions. From toothpaste to salt and matchsticks, they all nestled under the Nirma umbrella. Incorporated as a private limited company, Nirma was converted into a deemed public company and then to a public limited one in Nov. ’93. Nirma is an over Rs. 17 billion brand with a leadership presence in Detergents, Soaps and Personal Care Products, offering employment to over 15,000 people.

Selection and Role of Canadas Official Opposition

In Canada, the official opposition is the political party with the second-highest number of seats in the House of Commons or a legislative assembly. Also known as  Her Majestys Loyal Opposition, representatives from the second-place political party serve the public by critiquing the majority partys proposals and actions. How a Party Becomes the Official Opposition Canada has numerous political parties. After an election, the leader of the political party with the most seats in the federal House of Commons is invited by the  governor-general  to form the government. After being appointed by the governor-general, the leader of this party becomes the prime minister. The prime minister chooses the ministers and forms the Cabinet.   The other parties that are not in power are known as opposition parties. The opposition party with the most members of the House of Commons is the official opposition. For example, under this system, if the majority party in the most recent election was the Liberal Party, then the prime minister and the majority of representatives in the House of Commons would be members of the Liberal Party. If the Conservative Party received the second-highest number of votes in the most recent election, then the Conservatives would constitute the official opposition. Other parties receiving lesser percentages of the votes, such as the New Democratic Party, would comprise the rest of the opposition. The Official Oppositions Role in the Government Under Canada’s parliamentary system, the basic function of the opposition is to oppose the government on a day-to-day basis. In this context, the opposition takes on an adversarial role,  criticizing government legislation and actions, as well as providing the public with alternative policies and proposals. In some cases, the opposition may even try to bring down the government by voting against government proposals, such as the annual budget.   The official opposition also maintains a shadow  Cabinet to critique the actions of the Cabinet ministers.   Value of the Official Opposition to Canadas Democracy The existence of the opposition is critical to the functioning of a parliamentary political system, such as Canadas.  In theory, the official opposition serves as a check on the majority governments power and control. This system of political opposition supports a healthy, vibrant democracy and creates trust in the ability of citizens to resolve differences by peaceful means. The presence of the opposition is based on the idea  that the minority accepts the right of the majority to make decisions, as long as there is also respect for the minoritys right to disagree with the majority and propose its own solutions. Benefits of Being the Official Opposition The official opposition party usually receives better financial benefits, such as research funds, and procedural advantages over other opposition parties. The government provides the leader of the official opposition party with a residence, which is called Stornoway and is located in Ottawa.