CONFLICT management.doc

8/14/2019 CONFLICT management.doc

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Organizational Conflict

Organizational Conflict

Organizational conflict is a clash of opposing actions or ideas and notions among team

members and colleagues who work together in an organization. This is caused by the divergence

of interests, ethics and value orientations. Conflict arises due to mismatch of formal

organizational principles and the actual behavior of team members (Schulz, !!"#.

Conflict Origins

One of the basic functions of management is leading. $ strong leader knows how to

handle diverse members working in the organization. %n fact, an e&emplary leader would always

prefer diversity rather than homogeneity and take the utmost advantage of the diverse work

force. %t can be said that diversity in an organization can be a reason for the conflicts. 'owever,

conflicts also arise when people belonging to different backgrounds, values, e&periences, beliefs

and perceptions come together at a work place. Conflicts occur on a daily basis when people

work in the team on specific proects. )hatever the situation is, the conflict * team management

can be considered as a factor that almost always prevalent in every organization (+eter, !!#.

Identification and analysis of a current area of organization

Conflict management has also become a specialized field, and various methods have been

devised to deal with the issues. Similarly, the conflict management team of my organization has

identified that the use of the diverse team members has increased considerably which in turn


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e&posed the organization and team working on the certain proect dangers of conflicts and issues

('erbert, !!-#.

Tracing the origins of the conflict back to its inception

ifferent warning signs showed the management of the organization that the company is

heading for trouble. /usiness started to under0perform, more often than not demonstrated by

missing trading targets. This resulted because of internal conflicts and differences. 1irst minor

differences appeared among team member, but differences became conflicts when they linger on

in a negative way and when they were not managed (Calvin, "223#.

The main parties involved in the conflict

$ll teams are groups but not all groups are teams. $ group is the mere assembly of

people brought together while team members come together for a common cause and mission.

The key difference between a team and a group is performance. )hen employees work as a team

or work group they are also responsible for the numbers they are contributing and the targets

they are achieving. They become responsible for numbers because they monitor and follow

output and try to find out ways to improve it. %f they fail to achieve targets, work group members

can work together to resolve the issues. On the other hand, conflicts and differences emerge if

team members are not aware of the mission they are achieving and personal goals or egos take

over the organizational goals and mission. This reveals that the main parties that were involved

in the conflict were the team and group members (4iller, "22#.

Identification of the primary source of the argument


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$ poor team betrays hidden agendas with team goals subordinated to them thus breaching

the trust which should serve as the glue. The climate in such a poor team is overly critical, tense,

political, cynical, inhibiting and encouraging conflict and disagreements. $ll these factors were

the primary source that initiated arguments among team members (+eter, !!#.

Ways to mediate and resolve conflict

The style of the team leader becomes important in creating the favourable climate. $n

effective team leader focuses on the goals, ensures a collaborative climate, builds confidence,

demonstrates sufficient technical knowhow, sets priorities, and manages performance as well as

conflicts. $n outstanding leader should not play politics, should make communication safe, and

should help the team members see their relevance to the goal thus keeping the goals alive and the

mission stable in order to avoid any conflicts and manage performance. $ leader should be fair,

impartial, and open and should be willing to match his5her resources with those of others, should

the others have the resources the leader may not have. %n order to mange a team as well as

conflicts within a team an important 6uality that a leader must possess is that he must be able to

manage his5her ego (Calvin, "223#.


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Similar instances of conflict

There have been similar instances of conflicts in which different teams and groups

indulged in the conflict. These instances of the group and team conflict occurred many years

back.

Conflicts negotiation

)hen problems are repeated due to the group and team conflicts, then the management

planned the usual coordination. Coordination was done through preset programs, which specified

what activities are going running and when and who is supposed to report whom. %n contrast, in

situations those were changing rapidly and in which there were always new and unfamiliar

problems, in this case management decided to go for coordination by feedback. This

coordination system was designed in such a way that it had the capability to perceive deviations

and report to managers (4iller, "22#.

Analysis of the sources of conflict

7ine units and staff were designed to be highly interdependent, and the conflict between

them can be seen as a special case of conflict between interdependent units. The creation of a

unit of staff tends to diminish the authority of the line manager. %n addition, the unit staff was

usually in the goalkeeper position relative to the line manager.

The distribution of power

%n order to manage the conflicts, the idea of self0leadership has also surfaced according to

which leader is not a designation on a certain level of organizational hierarchy rather all


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members are allowed to take up leadership role. 8/y encouraging self leadership, organization

can begin to tap the skills and capabilities of the entire workforce rather than ust those of the

managerial elite. $pproaching leadership the tasks of freeing individuals to direct themselves

turn many of our strongest notions of leadership to end. The definition of leadership changes to

become one of leading others to lead themselves. The measure of a leader9s strength becomes the

ability to ma&imize the contributions of others through recognitions of their abilities to guide

their own destiny rather than the leader9s ability to bend the will of others to fit his or her own:

(4iller, "22#.

valuation of the decision!making that occurs under such conditions

Organization made sure that training is imparted at all levels in the organization to

inculcate the true concept of a team as well as the difference between the team and the group.

The training did not blatantly about conflict resolution rather leadership seminars, and team

management skills made eventually room for conflict management. 4odern management

practices now encourage teams, empowerment and leadership at all levels and these concepts

naturally negate conflicts of personal or other interests. 'ence, success lies in adopting such

modern concepts of management (+eter, !!#.

"o the decisions further fuel the fire of conflict or do they assuage the situation#

$s a result, of the training that was provided at all levels of the organization was very

helpful to deal with the issue of conflict management. This training lent a hand to the employees

in understanding the real concept of working in teams. $s a result of this training, the occurrence

of the events of conflict issue decreased significantly.


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;eferences

Calvin, 4. ("223#, 8The Executive Way: Conflict Management in Corporations:,


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Conflict resolution and peacemaking

Introduction

Conflict resolution e&plores the causes of conflict. %t involves a negotiating process

where each side pursues its interests and where the parties are able to reach a mutual agreement.

%t refers to an agreement by both parties where they demonstrate a high level of commitment.

The basic needs and insecurities have a great capacity to be sustained. )orking trust is build

between parties. >ew relationship is building between parties such as partnership. %t transforms

the relationship among parties. %t contributes towards peacemaking by developing improved

relationships with different attitudes. $nother aspect of peacemaking is reconciliation.

Settlement, resolution and reconciliation are three approaches of peacemaking ($ugsburger,

"22#.

Conflict resolution

Conflicts are a sign of a healthy e&change of ideas and creativity. 'owever, conflicts can

be harmful and cause discontent among employees, reduced productivity, poor customer service,

absenteeism and higher turnover of staff, more stress or work0related. Conflicts are a certain part

of human relationships. Conflicts can arise when different views and concerns that seems

incompatible. %f we accept the conflict as a natural part of our emotional landscape 0 instead of

waiting they disappear and do arise0more, we can resolve them more easily.

The present study of international relations begins in the !th century with the e&perience

of global conflict and the desire to shun successive wars. This normative impulsion still activates

very small literature is associated to the study of peace rather than the study of war, and even less

is dedicated to the study of peacemaking. )hereas the analysis of bargaining is currently the


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citadel of the rationalist school, mediation and peacemaking are still strongholds of practitioners

who rely mainly on psychological and sociological approaches. Third0party dispute resolution is

one of the most conventional behaviors in international politics. 4ost violent or potentially

violent conflicts in the twentieth century e&perienced mediation attempts, often multiple ones.

%nternational organizations and private individuals are involved in numerous attempts to

resolve international disputes without violence, or at least to minimize the level of violence

resulting. 1or practitioners, such a framework can offer new insights and more rigid

prescriptionsA for theorists it can help fill theoretical lacuna and offer pathways toward future

research ($ugsburger, "22#.

Conflict resolution is a concept associated with human relationships, primarily related to

management and methods and tools to aid decision making. %t consists in choosing a solution to a

confrontation and its implementation. )hen it comes to practices against the udicial system or a

state decision, it is called alternative dispute resolution. The conflict is a situation where social

actors in interdependence, or different goals, advocate conflicting values, have different interests

or opposed, or competitively and simultaneously pursue a common goal.

The concept of social status refers to that link and threshold beyond which a relationship

is established (one cannot be in conflict with a stranger than when it is related to us#. The conflict

arises in a system akin to a set of elements inter dynamics with a single purpose, which all the

elements involved in achieving it. The conflict is a divergence in the purpose. The competition at

the root of conflict, intended or not, but she cannot be substantiated as a group does not motivate

(=ilady, !""#. Conflict can also be a negative and detrimental to the success of the group. %t is

then for the group to approach conflict constructively before it is finally settled, not only

escalates and corrodes the foundation until the structure collapses.


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$eacemaking

+eacemaking, especially in the literature on third0party contributions to dispute

resolution, is concerned especially with the conditions whereby mutually acceptable settlement

of disputes can be achieved. Bet there are circumstances under which coercive settlement can be

useful. ominance by one party may actually help propel movement toward a settlement, as can

the power of a third0party intervener that is not neutral. This understanding informs recent

developments in the role of ations peacekeeping, shifting away from traditional

peacekeeping (impartial, largely nonviolent, with the consent of the parties, only after a ceasefire

has been achieved# to more active and vigorous efforts to enforce peace.

4any theorists of international relations neglect peacemaking, leaving it to practitioners

and, to proponents of psychological and sociological approaches. The result is literature with a

relatively prescriptive and ad hoc case study approach that leaves a wide gap between it and

normal concerns in international relations theory. That gap hampers dialogue and pushes the

topic to the periphery, far from its real importance in the day0today practice of international

relations. The reasons for these deficiencies are many. 1or some analysts the need for

peacemaking already suggests a failure of the theoretical endeavor because the war was not

averted. They therefore, direct their efforts toward means to release us from the need for

peacemaking by preventing conflicts altogether.

Conclusion

+eacemaking techni6ues are commonly employed to avert war preventive diplomacy,

mediation, arbitration and adudication can take place before a single bullet is fired. Thus, the


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notion of peacemaking need not imply the e&istence of a vital war, but rather a conflict of

interest that might deteriorate into war. 4ediation in such circumstances is often 6uiet and

unobtrusive, with little e&ternal manifestation of any sense of crisis, thus making it virtually

impossible to bind the universe of cases and especially to identify successes. >evertheless, third0

party intervention is also widely employed long after violence has become intense, as a means to

bring about a ceasefire and, ultimately, a peaceful settlement.


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;eferences

$ugsburger, . ("22#. Conflict mediation across cultures. 7ouisville, Dentucky )estminster 5

?ohn Dno& +ress.

=ilady, 7ilach, and /ruce ;ussett. (!""#E+eacemaking and Conflict ;esolution.E 'andbook of

%nternational ;elations. S$=F +ublications.

)ilmot,). * ?ouyce 'ocker. (!!G#. %nterpersonal conflict. >ew Bork, >B 4c=raw0'ill

Companies ()ilmot, !!G#.


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Conflict Resolution in Project Management

Introduction

Project management refers to all actions required to meet a

definite need within the deadlines. Thus, as the project is a

temporary action that has a beginning and end, using identified

resources (human and material during its e!ecution, and that

costs should be budgeted resources and a balance sheet

separately from the company ("rame, #$$$. %&nd products% refers

to the e!pected outcomes of the project. The difficulty of

managing a project is largely on the number of people in'ol'ed.

n fact, in contrast with personal or internal projects in small

scale for which the need and the response to this need can be

pro'ided by the same person or a limited group of people, in a

project in the professional sense, the term of need and

satisfaction of this need is generally the responsibility of

different people ("rame, #$$$. This increases the probability

of conflict while managing the project) hence, it is said that

*conflict during project management is ine'itable+.

Thus, it is necessary to ensure (for the duration of the

project that the product is being clearly meets the

e!pectations of the %client.% n contrast to the traditional

commercial model (%eller% - %purchaser% in which a customer

buys a product and manufactured to meet your needs, the project


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sees to create an original product that meets a specific need

that must be clearly e!pressed. This e!pression of needs is e'en

more difficult because usually the project is unprecedented in

the company, since it is a no'elty. n the opposite way, it is

generally difficult to summari/e e!isting solutions focus solely

on the needs in functional terms.

&ffecti'e project management requires efficient crisis

management techniques) because while managing a project there is

a strong probability of crisis or conflicts. Project management

requires interaction of a lot of people) each ha'ing a different

frame of mine, beha'ior, personality and range of ideas that he

wants to contribute ("rame, #$$$. 0ence, when all these people

interact with each other the situation of conflict often arises.

Therefore conflict management is critically important while

managing a project because the project will ultimately fail if

proper techniques are not adapted for resol'ing the conflict.

Discussion and Analysis

Project Management Overview

Project management in'ol'es four different stages1

Project nitiation

Project Planning

Project &!ecution


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Project Closedown

Project Initiation

The initiation phase project management in'ol'es three

different stages1

#. dentification of 'aluable projects

2. coping the project goals

3. 4nderstanding riss and constraints

Identification of Valuable Projects

To identify worthwhile projects is important to consider

certain criteria for its successful completion, among which

stood out in this section were1

The selection and prioriti/ation of projects is the first

step in the startup phase of the project management process.

5ist all projects must be completed, including those who

ha'e started and those who want to do.

6ot e'ery project is worthwhile will be reali/ed as to

differentiate between good and bad in accordance with the

following steps are suggested for this purpose1

o 5ist all current projects.

o 7etermine the need or opportunity for e'eryone.

o &stablishing deadlines and tentati'e budgets.

o Rate the o'erall feasibility of each project.


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o &stablish riss associated with each project.

o Condense the 'iability of each project with the team.

o Remo'e from list projects that turned out to be

inappropriate or impractical.

o elect the most important projects and act on them.

The success of any project depends on the proper balance of

time and resources to meet specific objecti'es.

The project management process helps us get things done on

time and within budget (7insmore, Cabanis89rewin, 2::;.

Scoping the Project Goals

The goals are to specify what is e!pected to reach the end

of a project are also considered the heart, the mission and

purpose of starting a project (7insmore, Cabanis89rewin, 2::;.

9ecause of its importance must meet the following criteria1

Must be specific as to what is intended by the project.

hould be realistic, i.e. achie'able.

Must ha'e a time component. nclude a target date of

completion.

Must be measurable and deli'erable in their results.

9e agreed by the client and the team.


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=nother important point is to consider the scope of the

project.

Understanding risks and Constraints

>ne ris in'ol'es something that can be e!pected to

malfunction, so the planning must anticipate those that may

interfere with proper de'elopment. n this regard, a critical

analysis of the project is crucial to start in an acceptable and

feasible (Reiss, #$$?. =lso, if the goals of a project seem too

large or risy, you should thin about split to mae smaller

projects, each with greater feasibility (Reiss, #$$?.

"urthermore, the restrictions are an important factor in

establishing the project plan and when it is aimed. There are

three types of constraints1

Those that can be predicted.

Those that arise in the medium project.

Projects that are based on ill thought out or lacing

support.

ome of the restrictions in the projects are1

The budget

Calendar

The people responsible for the project

"acilities and equipment


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Project Planning

There are fi'e steps in'ol'ed while planning the project)

assigning the tass, structuring the project, ris management,

monitoring the progress and e'aluation.

Assigning the Tasks

&ach project is composed of tass or acti'ities. "or the

project to succeed, first of all it is necessary to carefully

plan the tass and then organi/e them in order of priority. The

following form can be used to present some useful ideas to your

group or project staff (Richman, 2::2. 7i'ide people into small

groups and as them to plan a simple tas. Tal about ways that

were used to plan the same tas. =s the same groups that are

newly formed and gi'e a more difficult tas of planning

preferably something related to their wor (Richman, 2::2.

Together, compile a single list of tass in order of priority.

6ow introduce the idea of the "i'e "inger @uestions.

Ahat is the tas you are planningB

0ow do you carry out the tasB

Aho will carry out the worB

Ahere will be the job doneB

Ahen will do the jobB


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Project Structure

The purpose of the structure of the project is ensuring

detailed planning of acti'ities throughout the project. 4nlie

the pre'ious method, this includes monitoring (record eeping

constant modification of wor and e'aluation (to measure the

success of the wor ("rame, 2::2. The structure is set at the

beginning of the project and is modified as necessary. t is

ad'isable to e!pose the structure of the walls of the project

office.

Risk Manageent

Riss are e'ents that can negati'ely affect your project.

ha'e wored on projects in which the riss included1 a staff job

that he had the technical sills required to perform the wor,

lac of timely deli'ery of hardware or other equipment, a

control room at ris of flooding and many others. The riss

'ary with each project but should be early identification of

project riss in particular ("rame, 2::2. hould be planned to

a'oid the riss or, if riss cannot be a'oided, to mitigate its

impact on the project if it actually happens. This is nown as

ris management.


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Monitoring and Reporting Project Status

>nce the project is running you must closely monitor and

compare actual progress with the project. Progress reports need

to be producing project team members.


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from the client (0owes, 2::#. 7uring project e!ecution,

emphasis should be placed in communication to mae decisions as

quicly as possible if problems arise. t is possible to

accelerate the project by establishing a communication plan

through1

The use of a board that graphically displays the results of

the project, allowing the project manager to arbitrate in

case of 'ariations.

= progress report that allows e'eryone in'ol'ed in the

project to be informed about actions in progress and those

completed. enerally, %report% includes the complete

preparation and reporting on acti'ities.

n addition, should be organi/ed regularly (once a wee,

preferably meetings to manage the project team, i.e. regularly

discuss project progress and identify priorities for the ne!t

few wees (0owes, 2::#.

Project Closedown

Projects must be completed as accurately they were started.

9efore tacling new tass, those that were started should be

completed correctly. 0owe'er, the fence project is often

neglected, and the projects are completed %properly%. 9efore

tacling new tass, those that were started should be completed

correctly1


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Control objecti'es

4nload the project manager

Clarify the legal ambiguities and trade

&nsure and maintain the gains

&nsure integration of project worers in serial tass or

new projects.

t is recommended to close a project using a checlist1

7ates for the final presentation and the dismantling of the

project team and project infrastructure set with the payer.

&'aluation of the negati'e and positi'e results.

n'itation sent to the final presentation.

"inal presentation conducted.

>utcome of the project formally appro'ed and documented

performance of the contract.

Post8project calculations made.

Closure report for the proposed project.

mportant documents of the archi'e project in a structured

way.

Project Closeout celebrated with all participants.


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Understanding the Conflict

Conflict is normal in a dynamic company, where ideas flow.

The absence of tension would e'en rather bad sign. The notion of

conflict is ey and core of the thought of Psychology ocial.

Conflict is inherent in the interaction of man (Rahim, #$$:.

Conflict pertains to different interests and opinions between

two or more parties on a particular situation or issue. t

in'ol'es thining and action of those in'ol'ed. There are

different types of conflicts that arise while managing a project

some of them are constructi'e and some destructi'e (Rahim, #$$:.

Interest-based Conflicts

These conflicts are about the actual or percei'ed

competition by different people or groups ha'e conflicting

interests o'er the content or procedures wor, how they e'aluate

the wor and people (Rahim, #$$:. Possible management

inter'entions recommended in such conflicts are to define

objecti'e criteria for ordering and assessing tass, focus on

interests and not positions of people and de'elop solutions that

integrate the interests of different parties.


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Structural Conflicts

The perception of authority and unequal distribution (fair

share of resources, en'ironmental factors that hinder

cooperation. n these cases, possible management inter'entions

are recommended1 clear definitions of tass, authority and

responsibility, role changes, reallocation of resources and

control, establishing decision8maing processes that are

acceptable to the parties to modify styles influence, much less

%coercion% and more persuasi'e (Pammer, Dillian, 2::3.

Conflict of Values

These conflicts require using different criteria to

e'aluate ideas and decisions, different perceptions about the

same things different specific goals and 'alues. Possible

management inter'entions may be directed to allow the parties to

a di'ersity of approaches and in some cases, encourage this, to

identify %super objecti'e% that can be shared between the

parties or to encourage the elimination of their differences, to

eliminate the problem definition in terms of %'alues%. (Pammer,

Dillian, 2::3

Conflicts of Relations

These conflicts arise due to the poor communication,

repetiti'e negati'e beha'iors between the parties, strong


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emotions, stereotypes and misunderstandings. =mong the

recommendations made to management to act in these cases are1 to

clarify perceptions, establish procedures, general rules and

e!changes between the parties, promote the e!pression of

emotions, feelings legitimate, promote effecti'e communications,

changing the structure and roles (Pammer, Dillian, 2::3.

Conflicts of Information

These conflicts arise due to the absence or limited

information, different 'iews on what are most important,

differences in 'aluation procedures, decisions and situations.

n these cases, the possible inter'ention of the heads may be

directed to decide what the most important data, clarify the

process of collecting and distributing information, using

e!perts %outside opinions% (Pammer, Dillian, 2::3.

Approaches and Styles in Conflict esolution

=ll people do not react the same way to situations of

conflict. The beha'ior %personal response% is what is called

style in conflict management%. 4nder this approach, the

%conflict management styles% mo'e on two dimensions1 interest

(priority for oneEs goals and concern for people

(relationships (Rahim, 2::#. The research suggested


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%Managerial rid% as a leadership that should be %focused on the

tass (results% and %people8centered% (Rahim, 2::#.

The combination of these two dimensions identifies fi'e

styles of conflict management, force, assign, a'oid (escape,

compromise or collaborate. n style %"orce% beha'ior focuses on

fighting to defend (get the interests or goals of their own,

regardless of the in'ol'ement of the other party, or the

relations between them. =t the other e!treme, the style of

%i'ing% is used by people who 'alue the relationships that

%pressure% to get the results themsel'es (Rahim, 2::#.

People in which, as a trend, the pre'ailing style of

%='oiding (bypass try to a'oid, postpone, or e'en unaware of

the conflict. n general, they fear the possible consequences of

dealing with conflict, do not feel prepared to address it, or

feel should be decided by others more liely. n style %Commit%,

it comes to finding a solution %compromise% on each side gi'e in

something, it is common to %split the difference% (Dahn,

9oulding, #$;F.

People in the pre'ailing style of %Collaborate% tend to

wor with the other party, to find solutions that meet the

interests of both, which requires e!ploring the issues in

dispute to find solutions to %win8win.% =lthough this might be

the preferred style for dealing with conflict is only possible

when both parties are willing to share.


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&ach of these styles has its ad'antages and disad'antages.

People are liely to %mo'e% in the fi'e styles. 0owe'er,

research shows that e'eryone has their preferences, which

ultimately are what determine their beha'ior. "or these reasons,

it is useful to now the situations in which it is most

effecti'e a particular style, and with this information, namely

the %strategy% (style that organi/ation must apply (Dahn,

9oulding, #$;F. =ccording to e!perts, the situations which are

more effecti'e each of these styles can be summari/ed as follows1

t is recommend to use the strategy (style %"orce% when1

need a quic decision, there are important issues on which

decisions are unpopular or against indi'idual beha'iors that can

tae ad'antage of more %fle!ible%, and considered a weaness

(Dahn, 9oulding, #$;F.

The strategy of %=ssign%, it is recommended that1

organi/ations should understand that they are wrong or made a

mistae (this gi'es us more authority in the future, the matter

is more important to the other party for us and the %cost% that

pay is not significant, and to gain acceptance in subsequent

issues most important to us. (Thompson, 5e'ine, Messic, #$$$

The strategy of %compromise% may be appropriate when the

two %opponents% ha'e equal power and seeing mutually e!clusi'e

goals, to mae temporary fi!es on comple! issues, or when

competition and collaboration are not successful.


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The strategy of %Aoring% is recommended to1 integrate interests

and opinions of people with different points of 'iew whose

satisfaction is only possible with the cooperation of both, to

achie'e accession to incorporate interest in consensus, sol'e

problems of feelings that ha'e hampered a relationship, or when

the objecti'e is to secure an agreement that lasts. This

strategy is only possible when both parties share (Thompson,

5e'ine, Messic, #$$$.

Conclusion

=fter the in8depth analysis of the data it can be concluded

that conflict resolution is surely ine'itable in project

management because of the in'ol'ement of different people in

order to complete the project. t is ob'ious that each and e'ery

indi'idual that is the part of the organi/ation is a part of the

project that is initiated from it (5ewis, 2::G. n addition,

nowadays the due to the adaptation of lean beha'ior and

continuous learning organi/ations ha'e started welcoming ideas

from its employees. 7ue to the increased competition

organi/ations need to de'elop an effecti'e project management

plan in order to ensure the success and growth of the

organi/ation and to gain a substantial maret share (5ewis,

2::G.


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=n effecti'e project plan cannot be constructed from the

ideas that are e!tracted from the one a few mind. The

probability of the success of an effecti'e project plan is

increased if there is range of ideas) from which the best ideas

could be chosen (tucenbruc, #$H#. This in'ol'es interaction

of people and different frame of minds which gi'es rise to

conflict while managing a project. These conflicts can be

constructi'e as well as destructi'e depending upon the cause of

the conflict (Reiss, #$$;. 0ence, organi/ations should

carefully obser'e the nature of the conflict and adapt suitable

conflict management style to resol'e it.


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References

7insmore, P. Cabanis89rewin, I. (2::;, The =M= 0andboo of

Project Management) 4nited tates1 =M=C>M

"rame, I. (#$$$, Project Management Competence1 9uilding Dey

ills for ndi'iduals, Teams, and >rgani/ations) 4nited

tates1 Iossey89ass

"rame, I. (2::2, The 6ew Project Management1 Tools for an =ge

of Rapid Change, Comple!ity, and >ther 9usiness Realities)

4nited tates1 Iossey89ass

0owes, 6. (2::#, Modern Project Management1 uccessfully

ntegrating Project Management Dnowledge =reas and

Processes) 4nited tates1 =M=C>M

Dahn, R. 9oulding, &. (#$;F, Power and Conflict in

>rgani/ations) 4nited tates1 9asic 9oos

5ewis, I. (2::G, "undamentals of Project Management) 4nited

tates1 =M=C>M

Pammer, A. Dillian, I. (2::3, 0andboo of Conflict Management)

4nited tates1 Marcel 7eer

Rahim, M. (#$$:, Theory and Research in Conflict Management)

4nited tates1 Praeger

Rahim, M. (2::#, Managing Conflict in >rgani/ations) 4nited

tates1 @uorum 9oos

Reiss, . (#$$?, Project Management 7emystified1 TodayEs Tools

and Techniques) 4nited tates1 & J "6 pon


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Reiss, . (#$$;, Program Management 7emystified1 Managing

Multiple Projects uccessfully) 4nited tates1 & J "6 pon,

Richman, 5. (2::2, Project Management tep8by8tep) 4nited

tates1 =M=C>M

tucenbruc, 5. (#$H#, The mplementation of Project

Management1 The ProfessionalEs 0andboo) 4nited tates1

=ddison8Aesley

Thompson, 5. 5e'ine, I. Messic, 7. (#$$$, hared Cognition in

>rgani/ations1 The Management of Dnowledge) 4nited tates1

5awrence &rlbaum =ssociates


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Conflict in the )orkplace

Introduction

The purpose of this paper is to enlighten and e&plore the conflict in workplace. The main

focus of the paper is on the hospitality industry and the characteristics of the conflicts in the

workplace. This paper also discusses the role of human resource management in offering the

remedies for the workplace conflicts in the hospitality industry. %n the modern, professional

literature is widely used the term Etourism and hospitality industry, and although the hospitality

is included in this term as an element, it should be noted that hospitality 0 it is more capacious

and the general concept, since its obective is to meet the needs of not only tourists in the narrow

sense, but consumers in general. Tourism and hospitality industry cannot be regarded as a

different industry, as tourists 0 are primarily consumers with diverse needs, including specific,

depending on the goals and motives of travel, as well as on a number of points. 'owever, the

tourists are first and foremost consumers in generalA therefore, tourism and hospitality industry

should be viewed as a whole because of the inseparable unity.

'ospitality is one of the fundamental concepts of human civilization, is currently under

the influence of technological process has become a powerful industry that employs millions of

professionals, creating warmth and comfort for people. 'ospitality %ndustry unites the various

professional fields of human activity tourism, hotel and restaurant business, catering, leisure and

entertainment, conferences, seminars and e&hibitions, sports, museum, e&hibition, sightseeing

activities, and vocational education in the field of hospitality. The hospitality industry 0 a

comple&, comprehensive scope of professional people, whose efforts are aimed at meeting the

diverse needs of customers (guests#, both tourists and locals.


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Characteristics of Conflicts in %ospitality Industry

Conflict is normal in a dynamic company, where ideas flow. The absence of tension

would even rather bad sign. The notion of conflict is key and core of the thought of +sychology

Social. Conflict is inherent in the interaction of man. Conflict pertains to different interests and

opinions between two or more parties on a particular situation or issue. %t involves thinking and

action of those involved. There are different types of conflicts that arise while managing a

proect some of them are constructive and some destructive ($le&akis, !!2#. There are some

characteristics of conflicts that usually take place in the workplace. These conflicts are not bound

to any particular industry or business field. >evertheless, these categories are the core types of

conflicts that take place in the workplace. %n the hospitality industry these characteristics are

commonly observed (/aum, !!3#.

&nterest'(ase$ Conflicts

These conflicts are about the actual or perceived competition by different people or

groups have conflicting interests over the content or procedures work, how they evaluate the

work and people of the hospitality industry. +ossible management interventions recommended in

such conflicts are to define obective criteria for ordering and assessing tasks, focus on interests

and not positions of people and develop solutions that integrate the interests of different parties

($le&akis, !!2#.

Structural Conflicts

%n the hospitality industry, the perception of authority and une6ual distribution (fair share

of resources#, environmental factors that hinder cooperation. %n these cases, possible


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management interventions are recommended clear definitions of tasks, authority and

responsibility, role changes, reallocation of resources and control, establishing decision0making

processes that are acceptable to the parties to modify styles influence, much less EcoercionE and

more persuasive (Choi, ickson, !"!#.

Conflict of )alues

These conflicts re6uire using different criteria to evaluate ideas and decisions, different

perceptions about the same things different specific goals and values governing hospitality and

tourism. +ossible management interventions may be directed to allow the parties to a diversity of

approaches and in some cases, encourage this, to identify Esuper obectiveE that can be shared

between the parties or to encourage the elimination of their differences, to eliminate the problem

definition in terms of EvaluesE (/ruc, !!G#.

Conflicts of Relations

These conflicts arise due to the poor communication, repetitive negative behaviors

between the parties, strong emotions, stereotypes and misunderstandings among the workforce of

the hospitality industry. $mong the recommendations made to management to act in these cases

are to clarify perceptions, establish procedures, general rules and e&changes between the parties,

promote the e&pression of emotions, feelings legitimate, promote effective communications,

changing the structure and roles (/ruc, !!G#.


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Conflicts of &nformation

These conflicts arise due to the absence or limited information, different views on what

are most important, differences in valuation procedures, decisions and situations. %n these cases,

the possible intervention of the heads may be directed to decide what the most important data,

clarify the process of collecting and distributing information, using e&perts Eoutside opinionsE.

Approaches and Styles in Conflict &esolution

There are several approaches and styles through which the conflicts can be resolved. The

process of resolving workplace conflicts is sophisticated and re6uire short0term and long0term

decision making. The leaders of the hospitality industry adapt different approaches and tactics

according to the nature of the conflict in order to resolve it effectively (1ulford, Doutroumanis,

;othman, !!G#. $ll people do not react the same way to situations of conflict. The behavior

Epersonal responseE is what is called style in conflict managementE.


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+eople in which, as a trend, the prevailing style of E$voiding (bypass# try to avoid,

postpone, or even unaware of the conflict. %n general, they fear the possible conse6uences of

dealing with conflict, do not feel prepared to address it, or feel should be decided by others more

likely. %n style ECommitE, it comes to finding a solution EcompromiseE on each side give in

something, it is common to Esplit the differenceE. +eople in the prevailing style of ECollaborateE

tend to work with the other party, to find solutions that meet the interests of both, which re6uires

e&ploring the issues in dispute to find solutions to Ewin0win: ($ndrews, !!G#. $lthough this

might be the preferred style for dealing with conflict is only possible when both parties are

willing to share (%T;, !!3#.

Fach of these styles has its advantages and disadvantages. +eople are likely to EmoveE in

the five styles ($ndrews, !!G#. 'owever, research shows that everyone has their preferences,

which ultimately are what determine their behavior. 1or these reasons, it is useful to know the

situations in which it is most effective a particular style, and with this information, namely the

EstrategyE (style# that organization must apply. $ccording to e&perts, the situations which are

more effective each of these styles can be summarized as follows

%t is recommend to use the strategy (style# E1orceE when need a 6uick decision, there are

important issues on which decisions are unpopular or against individual behaviors that can take

advantage of more Efle&ibleE, and considered a weakness ($ndrews, !!G#. The strategy of

E$ssignE, it is recommended that organizations should understand that they are wrong or made a

mistake (this gives us more authority in the future#, the matter is more important to the other

party for us and the EcostE that pay is not significant, and to gain acceptance in subse6uent issues

most important to us (%T;, !!3#.


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The strategy of EcompromiseE may be appropriate when the two EopponentsE have e6ual

power and seeking mutually e&clusive goals, to make temporary fi&es on comple& issues, or

when competition and collaboration are not successful. The strategy of E)orkingE is

recommended to integrate interests and opinions of people with different points of view whose

satisfaction is only possible with the cooperation of both, to achieve accession to incorporate

interest in consensus, solve problems of feelings that have hampered a relationship, or when the

obective is to secure an agreement that lasts. This strategy is only possible when both parties

share (/ai, 7aw, )en, !!#.

The 'unctions of %uman &esource (anager to Avoid Conflicts of the %ospitality Industry

There are several functions and procedures implemented by the human resource manager

in the hospitality industry that assists the growth and development of the organization. These

measures are effective to ease the regulation of work in the organization and offers ade6uate

remedies for the conflicts in the workplace (Dandasamy, $ncheri, !!2#.

Recruitment an$ Retention of "eople

The fair recruitment and employee retention are the most comple& tasks that ';4 has to

perform. ue to the globalization the competition in the hospitality industry has become intense.

'ence, the ';4 strives to retain their workforce by fulfilling their needs and re6uirements. This

process also facilitates the practices in the workplace and the conflicts can be avoided. %n case of

unfair the labor union of the organization can agitate (/ai, 7aw, )en, !!#. This would results

in ineffective completions of the assigned tasks and provides several reasons for the conflicts in

the workplace (7ashley, !!2#. Similarly, a satisfied employee would not participate in any


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agitation or the conflicting situation in the workplaceA hence, the strategies proposed in employee

retention process minimize the possibilities of conflicts in the workplace. %n assessing the skills

and motivation to the recruitment, we make sure to have ade6uate staff in number and

6ualification (7ashley, !!2#.

$c6uisition of 'uman ;esources is defined as the management of employment and

recruitment programs, plans, careers, change and advancement, ob analysis and evaluation of

individuals (/ai, 7aw, )en, !!#. %ts obective is to provide the association and availability of

skilled human resources and placement of workers to the position which best suits them. %t

facilitates the organization to ma&imize the use of human resources. %t includes the role of

identifying, recruiting, recruit and retains members of a team.

';4 $ctivities also includes the observation of the performance of each employee and

find out capabilities of the employees and utilize them wherever need and the re6uirement

(/aum, !!G#. %t is a very important step in the 6uest for efficiency and performance in any

organization since the conse6uences of poor recruitment are enormous and can be probably fatal

to the company. )hen an employee is at work, his5her abilities should be fully utilized in order

to increased productivity.


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training. %n this scenario, the employees are not left with enough time to participate in the

conflicting activities in the workplace. %n addition, these incentives are intended to convey to the

employee that his interest is to do the best ob possible.

Compensation an$ Re*ar$s

Compensation is always a sensitive issue, closely linked to the issue of motivation and

employee satisfaction (Choeng, 4orrison, !!#. The human resource department in the

hospitality industry contribute their ma&imum efforts to improve their reward systemA because, it

plays a maor role in employee satisfaction. $ccording to diverse studies, a motivated and

satisfied employee is a significant asset to an organization, and refrains from the unethical

practices in the workplace. 4oney is a motivator when people are at the bottom of 4aslowHs

hierarchy. The special recognitions and awards may be monetary or not, formal or informal,

individual or group (Choeng, 4orrison, !!#. The awards are a visible means to promote

6uality efforts and employees that the organization values their efforts, which stimulates their

motivation to improve.

"erformance Evaluation

This is the system incorporated by the ';4 to evaluate an employee of timely basis.

This system assists the organizations in the hospitality industry to analyze the employee that is

their asset and the one that is their liability. The employees categorized as liabilities to the

company are often separated from the organizationsA because, these employees often engage in

the unethical practices and play a significant part in the conflicts of the organizations. 4oreover,

these employees influence the effective employees through labor union and deteriorate their


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e&pertise. 'ence, the appropriate approach would be to separate such employees from the

organization and compensate the ones that perform e&ceptionally (Choeng, 4orrison, !!#.

+erformance evaluation is an e&tremely difficult activity of human resource management.

Communication an$ Transparency

Communication plays a significant role to minimize the conflicting situations in the

workplace. There are series of workplace conflicts that occur due to the miscommunication or

the lack of communication in the workforce. $ccording to diverse studies, communication is the

most significant tactic to cater the issues in the workplace. The conflicts in the hospitality

industry often result in agitation against the organization (Choeng, 4orrison, !!#. %n this

scenario, communication plays an active role as the agitations against the company can be

resolved through appropriate negotiation. The most difficult task for the '; professionals is to

maintain a win0win situation in the organization as it is the perfect remedy for the conflicts in the

workplace. %t is essential that the employee has the information to accomplish its task, and have a

clear idea of evolution and goals of the company itself and its environment. >owadays, the

abundance of information has necessitated the establishment of systems of information

management, systems such as knowledge management (ohertyb, =reenidgec, !!3#.

Measuring an$ Monitoring "erformance

%n today9s world, the role of a human resource manger has been diversified and dynamic.

+eople have different e&pectations from their workplace. )hile they feel their bad performances

should go unnoticed, they re6uire reinforcement and recognition for e&emplary work. Their

productivity should certainly not be denied. %n this case, the management finds hard to devise


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strategies and systems that offer such mechanisms of recognition and management of impressive

performance (ohertyb, =reenidgec, !!3#. The company has to come up with new and

modified systems of appraisal, compensation management and performance management.

+erformance management has been put in the most important place in ';4, as well as in the

strategic management. 'owever, performance appraisal, the core of ';4, has become a deep

gap between performance appraisers and employees.

Recognition of the +igher Rate "erformances

$ proper employee appraisal system should be implemented in any organization so that it

represents true and fair picture of employee performance. There should be a uniform system of

performance appraisal all over the world (?anta, 7ugosi, !""#. %n order to implement the

performance appraisal system in any organization, the organization must lay down a set of value

called mission statement and goal system. Deeping in mind the mission and goal, the

organization must implement an appraisal system. The organization should manage resources

that make use of both internal and e&ternal environments.

The recognition of the employees fulfills their self0fulfillment needs. $ccording to the

4aslow9s hierarchy of needs, the self0fulfillment need is the most crucial want to be fulfilled by

the organization (?anta, 7ugosi, !""#. %f this need of an employee is fulfilled, the employee

regards himself as a part of an organization. 'ence, it would minimize the possibility of an

employee engaging in the conflicting situations in the workplace. The eight areas are related to

issues of 6uality e&cellence in the recruitment and retention, internal performance, customer

service and continuous improvement, five of them, however, involve issues of human resource


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management. Therefore, to achieve the goal of superior service company, it needs to ensure that

human resource strategies are supportive of this goal (+iso, !!2#.

+ealth an$ Safety

The '; professional along with the higher authorities of the organizations operating in

the hospitality industry must effectively design their health and safety measures. The accidents

are inevitable in the workplaceA however, the ade6uate measures can minimize their occurrence.

%f the employees of an organization are not provided a safe and healthy environment to work,

they will agitate against the company and the flow of work would be affected. 'ealth and safety

have always been priorities in most companies, but working conditions are now going beyond

the basics of keeping the work area safe and clean (+iso, !!2#.

4ost companies have many opportunities to contribute to the 6uality of life in work can

give personal advice and professional career development and ob placement services, recreation

and cultural activities, child care, special permits responsibilities unrelated to work or

community service fle&ible working hours and higher health care for retirees. 4eet and e&ceed

customer e&pectations begin with the recruitment of appropriate staff skills and attitudes which

support and enhance the obectives of the organization. Therefore, organizations design and

adapt effective health and safety measures in order to avoid the conflicting situations in the

organization (/aum, !!3#.

Conclusion

$ccording to the in0depth analysis of the data accumulated through different sources, it

can be concluded that the conflicts in the hospitality industry are inclining with the passage of


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time. These conflicts are often categorized as the workplace conflictsA in addition, maority of

these conflicts result in agitation against the organization. There may be several reasons behind

the workplace conflicts. The conflicts can occur due to the inade6uate dispersion of salaries,

weak health and safety measures in organization, inade6uate performance appraisal system and

lack of communication etc.

The conflicts in the workplace are not always between the company and its employeesA

but, the conflicts can also take place between the employees. %n both scenarios the organization

is affected. %n order to minimize or diminish the conflict in the workplace the '; professionals

propose diverse remedies to the organization in the hospitality industry. The core obective of the

'; professionals is to maintain a win0win situation in the organization and avoid the conflicting

situations in the workplace. $ccording to the diverse studies, an efficient employee is an asset to

an organization and an ineffective employee is a liability. The role of '; professionals is to

retain their asset and separate their liability in order to avoid workplace conflicts.


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;eferences

$ndrews, 4. (!!G#, %ntroduction to Tourism and 'ospitality %ndustry, Tata 4c=raw0'ill

/ai, /. 7aw, ;. )en, %. (!!#, The %mpact Of )ebsite @uality On Customer Satisfaction $nd

+urchase %ntentions Fvidence 1rom Chinese Online Iisitors, %nternational ?ournal of

'ospitality 4anagement, G(J#

/aum, T. (!!3#, ;eflections on the nature of skills in the F&perience Fconomy Challenging

traditional skills models in hospitality. ?ournal of 'ospitality and Tourism 4anagement,

"(#

/aum, T. (!!G# 'uman ;esources in Tourism Still )aiting for Change, Tourism 4anagement

(#

/ruc, S. (!!G#, Select 4en of Sober and %ndustrious 'abits $lcohol ;eform and Social

Conflict in $ntebellum $ppalachia, ?ournal of Southern 'istory, Iol. GJ

Choeng, '. 4orrison, $. (!!# Consumers9 ;eliance On +roduct %nformation $nd

;ecommendations 1ound %n


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ohertyb, 7. =reenidgec, . (!!3# 'uman ;esource 4anagement $nd +erformance %n The

/arbados 'otel %ndustry +hilmore $lleynea, 'ospitality 4anagement -

1ulford, 4. ;othman, ;. (!!G#, Fffective 'r Strategies for Fnhancing the Organizational

Commitment of 'iv0positive Fmployees, ?ournal of Organizational Culture,

Communication and Conflict, Iol. ""

?anta, '. 7ugosi, +. (!""# Fmployment F&periences of +olish 4igrant )orkers in the orthern %lkley


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Team /uilding F&ercise towards Conflict ;esolution

Team building in a multicultural environment

/uilding a team of people from different cultural backgrounds presents a variety of

challenges. So, too, is the re6uirement for effective performance and appropriate professional

behaviours in an international conte&t e6ually challenging. The re6uirement to participate in

multicultural workgroups in international settings is increasing, and re6uires assessment and

support for the development of appropriate competencies. $ J0page interpretive report

additionally provides te&tual and pictorial descriptions of each dimension, detailed summaries of


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high and low scores, and a cultural competency action planner. Separate group profiles and

reports can also be generated to indicate overall team strengths and areas for development.

1eedback by the accredited consultant is usually given by telephone, and involves an in0

depth discussion of the individual9s report in relation to the opportunities and challenges of his or

her present or future international or multicultural role and responsibilities. The purpose is to

identify three or four dimensions which would benefit from better, greater and more fre6uent

energy, emphasis and attention. The feedback enables the subse6uent production of a personal

development plan (Symonette, !!G#.

%ealthy Conflict

$s one can witness from the graph mentioned above, it is clear that in the midst of

creating a healthy team, healthy conflict must prevail for the purpose and obective of

understanding and comprehending the true essence of work, thus delivering effective and

outstanding performance. This failure to build trust is damaging because it leads to a fear of

conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debates.

%nstead, they resort to veiled discussions and guarded comments. They are unable to ,$iscuss the

un$iscussa(leH.

Contrary to the notion that teams waste time and energy arguingA those that smooth over

or avoid die real issues doom themselves to revisiting them again and again without successful

resolution. The team knows when this is happening and they will know that die team is simply

not working. One of the most natural responses of a leader is to try to protect members from

harmful conflict by intervening or allowing issues to be escalated too readily. This prevents


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members developing their own conflict management skills and thus diminishes the very things

that need to be brought out into the open.

Therefore it is vital that leaders show restraint when their people engage in conflict and

allow resolution to occur as naturally as possible. $ leaderHs ability to model appropriate conflict

behaviour is essential 0 by avoiding or clumsily intervening, a team leader will simply encourage

this dysfunction to derive. /y engaging in productive conflict, a team can more readily buy into

a decision knowing that they have heard, and benefited from, everyoneHs ideas.

Who is it for-

The %nternational +rofiler is aimed at managers and professionals who need and want to

develop adaptive skills for working in an international or multicultural environment. Typical

candidates include

". 4anagers involved in e&patriation or mobilizationA

. 7ocal managers with international rolesA

J. 4anagers leading international teamsA

L. 4anagers integrating operations across national boundariesA

-. 4anagers operating in multicultural workplacesA

3. %nternational proect managersA

G. +rofessionals with international business careersA and

. Specialists on international committees

%usiness !pplications

The %nternational +rofiler enables


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". /etter selection of candidates for international or multicultural appointments

;eduction of inappropriate appointmentsA

. Ialid measurement of intercultural competencies for preparation and evaluation of

training of individuals and teamsA

J. %dentification of intercultural development needs of individuals or teams at any particular

point in timeA and

L. $cceleration of business0critical relationship development

(ulti Culture) Ally or Obstacle towards effective team development#

The beliefs, vision, obectives and business approaches and practices underpinning a

company9s strategy towards team development may be compatible with its culture or they may

not. )hen they are, the culture becomes a valuable ally in strategy implementation and

e&ecution. )hen the culture, conversely, pertains to contradict some aspect of the company9s

direction, performance targets, operations or strategy, the culture, undoubtedly, becomes a

stumbling block that implies successful strategy implementation and e&ecution (Symonette,

!!#.

(ulticultural Teams

In an increasingly global economy, multicultural work teams are

becoming more commonplace, and fostering teamwork in multicultural

teams is a growing challenge. The growing body of intercultural research

suggests important cultures and points to the complexity of culturally

diverse teams. Studies have shown that the composition of the team


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determines the success of the group and may prevent the group from

reaching its performance potential (Tesluk & athieu, !""#$.

Studies on culturally diverse teams demonstrate that moderately

heterogeneous groups experience significant communication problems,

relational conflict, and low team identity that have a dysfunctional impact on

team effectiveness. %s a rule, heterogeneous teams report reduced

satisfaction with the team, which, in turn, negatively affects team

performance. %lthough previous studies suggest important differences in

teamwork across cultures, they do not adeuately address the complexity of

issues affecting culturally diverse teams and do not identify the specific

factors that contribute to these differences (Symonette, !""'$.

% recurring criticism of existing research on intercultural teams and

intercultural communication is of the methodology used. Intercultural

differences arise as a result of differences in cognitive styles and cultural

values that have not been adeuately examined in the current literature.

u)*abcock (!""+$ points out that although most group communication

research has been conducted by psychologists, little research has been done

by communication researchers. In addition, some researchers criticie the

attitudinal research methods and self)report that are typically used for

studies in this area (Tushman, !""-$. The main criticisms of these methods

are their subectivity and the assumption that the subects have great self)

understanding and accurate self)perceptions and that they report honestly to

the uestions. /ogelberg and /umery (#''0$ specifically recommend the use


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of videotaped data analysis for investigating group interactions to overcome

some of these problems.

The field of intercultural communication has been criticied for failing

to produce studies that focus on actual practices of communication,

especially of intercultural encounters. 1arbaugh (!""2$ suggests that

discourse analysis is one solution to this problem in that it brings together

two important insights3 (a$ the cultural shaping of communication practices,

including its nonverbal features, competence and (b$ the interactional

dynamics that occur among culturally shaped communication practices

(4rrieta, !""0$.

Impact of theories of management and leadership on team development

>ow that we have discussed the effects of management and leadership over individual

and organizational performance, we shall now discuss the maor theories that aim towards

employee self0recognition and identification of organizational direction. $mongst the entire

forms of leadership, the most prominent theories that have been highlighted are the trait theory

and the very popular situational theory (Symonette, !!G#.

Trait theory implies that all management decisions and verdicts that are obtained with

reference to conte&t of the organizational performance only improves and develops due to traits

and capabilities of individuals that the employee candidates and individuals have and display in

their routine work. Situational theory, on the other hand and somewhat contrary to the trait

theory, pressures and brings forward the concept that different situations call for different

characteristics, provided they are being properly given and also prove fruitful at the situation

(Symonette, !!#.


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1or instance, under pressure, some individuals might face or display an anger

management issue or fury stroke, whereas the most important and crucial phase is the display of

calm and controlled behaviour that spans over a lengthy and given time interval. There shall be

several instances where internal and e&ternal factors shall attempt to hinder the proper e&ecution

and delivery of managerial functions. %nternal factors that affect the functioning of the

organization include ethical standards, workload and environment. F&ternal factors include

globalization, advances and e&tension in technological patterns and development and even

innovation diversity can easily and greatly impact the functioning of the organization. /y

imposing these T4/O standards on teams as they develop whilst controlling for threats to

internal and e&ternal validity, researchers can confirm or disconfirm the strengths of the new

model.

Our work also has value for managers, especially those leading or seeking to lead teams.

1irst, our work reminds managers that while older concepts can be and are valuable by

themselvesA these perspectives can also be combined to provide additional insights about

management topics. Second, we provide managers with guidance on how to enhance the

performance of teams that they lead by intervening at each stage in the teamHs life. )ith the

specific guidance that we have presented in the previous section, managers can approach team

leadership with a potentially more effective method for encouraging team performance.


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;eferences

Symonette, '. (!!G#.Making evaluation *ork for the greater goo$: Supporting provocative

possi(ility an$ responsive praxis in lea$ership $evelopment. %n D. 4. 'annum, ?. ).

4artineau, * C. ;einelt (Fds.#,

Symonette, '. (!!#. Cultivating self as responsive instrument: Working the (oun$aries an$

(or$erlan$s for ethical (or$er crossings. %n . 4. 4ertens * +. F. =insberg (Fds.#, The

handbook of social research ethics (pp. G202L#. Thousand Oaks, C$ Sage.

Symonette, '. (!!2#. Cultivating self as responsive instrument: Working the (oun$aries an$

(or$erlan$s for ethical (or$er crossings. %n . 4. 4ertens * +. F. =insberg (Fds.#, The

handbook of social research ethics (pp. G202L#. Thousand Oaks, C$ Sage.

Tesluk, +. F., * 4athieu, ?. F. (!!"#. .vercoming roa$(locks to effectiveness: &ncorporating

management of performance (arriers into mo$els of *ork group effectiveness. ?ournal of

$pplied +sychology, L !!0"G.

Tushman, 4. 7. (!!L#. Special (oun$ary roles in the innovation process. $dministrative

Science @uarterly, -G03!-.


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%nterpersonal Conflict and ;esolution Strategies

Introduction

Conflict is not a simple difference of opinion, or feelings. %t is a total or partial incompatibilitybetween one or more individuals on obectives, intentions and interests. Conflicts between

workers and employers are typical disputes because they include face to face factors of theproduction process, labor and capital in response to this situation. F&amples disputes arising

from unfair dismissal, the breach of the collective agreement, and so on. The conflict is both an

e&pression of need and the sign of an obstacle to the satisfaction of it (4asters, $lbright, !!#.Only by finding a new balance between these two components that allow the conflict to play it is

the most pivotal role lead us to a fulfilling change. %n this paper, we will consider the study of

$licia S.4. 7eung, and relate established understanding in different dimensions of practicality.

Sources and Types of conflicts in Workplace

$mong the sources of conflicts that arise in organizations are disagreements with the way theyare distributed resources (e6uipment, budget, authority#, poor communication, differences in

e&pectations (on tasks, goals, hierarchy#, the organizational structure with inaccuracies, tasks and

the interdependence of work, as well as interpersonal differences in values, positions, interests,

personalities. %n order to suggest possible interventions that can managers do to manage conflict,e&perts classified the possible causes of conflict in an organization as follows

". %nterest0/ased Conflict, which can be about actual or perceived competition, by different

people or groups have conflicted interests over the content or procedures of work, the

way it evaluates the work and people.

. Structural Conflict the perception of authority and une6ual distribution Efair shareE of

resources, environmental factors that hinder cooperation.

J. Conflicts of values using different criteria to evaluate ideas and decisions, different

perceptions of the same things different goals and values.

L. Conflict in relationships by poor communications, repeated negative behaviors between

the parties, strong emotions, stereotypes and misunderstandings.

-. Conflicts of information the absence or limitations of information, different views on

what is most important, differences in assessment procedures, decisions and situations.

Chinese Settings in American Workplace nvironments


54/56

%n this study, we found cultures involved which see the world from different cultural windows. %f

this situation we add that the culture of the ;epublic of China has evolved steadily over the past

years, the situation is complicated. The prevailing custom of treatment is determined by theEcommitment of the wordE rather than by contract.

7eung identified two maor forms of harmony EgenuineE and EsurfaceE. The former refers to

holistic and sincere harmonious relationships, while the latter indicates that, although surfacerelationships may appear smooth, conflicts remain underneath. The usual treatment is gentle and

delicate, even if they seem tough and pragmatic. %t is noted that when dealing with people who

are in the same hierarchical level or within commercial negotiation attitudes of this kind take, forwhich the worst mistake you can make is to adopt a foreign employer rude language or attitudes,

as well as threats evenings. 'owever, when dealing with subordinates tend to use a strong voice

and assume arrogant attitudes, especially in their orders to the female employees. %n general,

avoid having overt conflict. Organizational practices in China are seen to be highly respectful ofhierarchy, so much so they have a different status on wages, benefits, even in kitchens for

management level employees, customarily speak Chinese.

The dimensions of culture are multiple and often are responsible for organizations to crown with

success or failure of their interactions, which are increasingly global market. Cultural forms cancause misunderstandings, disagreements and conflicts, or a comprehension and understanding of

the other party. %mportantly, one of the findings is to be detected is that the organizationalclimate and stress defense, for which the work environment becomes very heavy, as people of

Fastern origin only focus on results, unmotivated the staff. There is interest in establishing

communication between them in areas other than work0related (7eung, !!#.

Conflict &esolution

!voi$ance$voidance is sometimes the best course of action. Sometimes the EtimeE alone will fi& the

problem, and any attempt to solve alone can only worsen the situation. 'owever, avoidance only

works sometimes, unfortunately, rare. $voidance is often a manifestation of the lack of conflictmanagement skills.

!$aptation$daptation is a strategy that rarely leads to solve the problem. $t the beginning, of adaptation

leads to a better understanding of the problem, and conse6uently did not seek any solutions to the

crisis situation. Sometimes it is better to sail on top of a conflict than to continue in secret.

/ighting1ighting is the opposition to adapt. 1orces the parties to the conflict manager to develop

solutions and resolve the dispute. This method can even be aggressive. This way, unfortunately,

rarely solves the problemA instead, it leads to a deepening of the conflict, increases aggressionand frustration.

CompromiseCompromise is often referred to as the best way of resolving conflict. /ringing both parties to

the agreement we seek the best way out of the situation. The compromise, however, also

associated with the fact that both sides need of something important for them to resign.


55/56

Solving the pro(lem

To solve the problem of success must agree to the following beliefs

". Cooperation is better than the competition.

. The parties can trust each other.

J. ifferences and disagreements can be minimized.

L. %t is possible to find mutually acceptable solutions.

On the basis, of these convictions manager should strive together with the parties to try to find a

way to resolve the conflict. +robability of achieving a satisfactory solution is higher when the

manager will lead parties to the conflict only to a certain point, and conse6uently they doindicate possible ways out of crisis (Collins, OH;ourke, !!#. )orkers who are in conflict can

only come to an agreement, when they realize that finding a solution is in their interest.


56/56

;eferences

Collins, S, OH;ourke, ?. (!!#, 0Managing Conflict an$ Workplace Relationships, Cengage7earning.

7eung, $. (!!#, 0&nterpersonal conflict an$ resolution strategies1 !n examination of +ong

2ong employees, Team +erformance 4anagement. /radford. Iol. "L, %ss. J5LA pp. "3-.4asters, 4, $lbright, ;. (!!#, 0The complete gui$e to conflict resolution in the *orkplace,

$4$CO4 iv $merican 4gmt $ssn.
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