...professor’s notes. Working through this week I learned about the organization culture and conflict resolution. There are many ways to handle the conflict, and the ways mentioned in the lecture were Yielding, Compromising, Forcing, Problem – Solving and Avoiding. The “What is your primary conflict – handling style?” exercise in the textbook provides an opportunity to see one’s conflict – handling style by asking one’s decision in the given scenario. This exercise helped me to understand how to handle the conflict. I’ve scored the highest in the Forcing style. This result means that imposing my wills on the other party is my primary conflict – handling style and trying to reach an agreement that would satisfy both parties would be my fallback intention. This exercise provided me an opportunity to know my personal conflict – handling style and with the research I’ve done, I now know the strengths and weaknesses in the conflict resolving style and may still be able to find a new style of handling conflict. As a manager in the future, to solve the conflict is a key to success, therefore, I will use my conflict resolution style to handle any other conflicts which exist in the organization. However, I need to get more skills to solve the conflicts and to make everyone satisfied with the final decision. As the scenarios in the exercise also provided examples of what kind of conflict – handling style one uses. In the future, I may use these examples as a reference to hypothesize if...
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...Reflective Leadership Plan Donald Graham University of Phoenix Reflective Leadership Plan I have had many leadership courses throughout my life, this course Leadership Theories and Practice has been the most profound for me. The theories and self-assessments have caused me to reflect on my current knowledge and application of leadership style and theories. I have discovered that my skills and mind set as it relates to leadership needs to develop and grow into the person and the leader I wish to be. I have developed the following action plan for the development and improvement of my leadership skills. Leadership Theory The assessment of my current leadership style or theory is the situational approach. Clawson (2006) described a situational leader as one who is concerned about the contextual factors of the nature of work required (p. 386). According to Hersey and Blanchard as quoted by (Clawson, 2006) the situational theory can be identified using a two dimensional grid of task orientation and people orientation. The situational approach used a contingent pattern of task and relations behavior with little evidence that this approached increased the effectiveness of the leader (Yukl, 2006). I have been an action or task orientated leader to this point in my life. I want to become a transformational leader to realize effective leadership. Yukl (2006) described a transformational leader as a leader that affects their followers to make necessary self-sacrifices...
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...the Media Relations team and the Corporate Communications department as a whole in UBS Americas in the wake of company-wide cultural and procedural changes. It will endeavour to explain them with the help of management theory and offer practical and real solutions. Company Overview, My Team and Role UBS AG is a huge international banking firm, employing over 66,000 employees worldwide. Based in Switzerland, it's second largest branch is based in the United States, with further extensive branches in over 50 countries globally including the UK, Hong Kong and Singapore. With the two main branches in Switzerland and the US, the corporate culture has been one of internationalism and at the same time, locality, adopting different practices and processes in each of the main branches. The UBS Americas Investment Bank Corporate Communications department has undergone recent changes. Previously, the department was responsible for handling all PR, external and internal communications objectives for the Investment Bank and Global Asset Management. It was also responsible for Wealth Management Americas branch PR and Financial Advisor (FA) communications across the country. The Media Relations team in the Corporate Communications department was previously responsible for handling all PR and media objectives for equities research analysts and economists in the Investment Bank and also the handling of Wealth Management FA communications. During this year, for the March 2012...
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...Course Project MGMT570 – Managing Conflict in Workplace Professor September 2012 Introduction I. Work Environment A. History of Bayou Sorrel Lock B. What we do and how. II. Background A. What is the conflict and how did it begin? 1. What parties are involved? a. What are their conflict handling styles? 2. Factors contributing to conflict a. Different cultures b. Communication failure B. What has been done to mitigate the conflict? i.i. What conflict handling modes have been utilized? i.ii. Which mode was most effective/ ineffective? III. Recommendations A. How to bring closure to the conflict 1. Communication 2. Team Work 3. Compromise IV. Reflection A. What I learned from this assignment. B. How I will integrate what I have learned into my daily work routine. V. References Introduction I am a Lock & Dam Operator at Lock & Dam structure in . A Lock & Dam Operator I operate electrically, electronically, and/or hydraulically controlled lock or lock and dam gates, control valves, and other associated equipment required for passage of a variety of private and commercial traffic through the lock structure. Work Environment Our structure is a part of the Operations Department within the of the US Army Corps of Engineers in...
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...Organizational Behavior Summary Paper Nancy Simmons AOL9 October 2, 2012 The purpose of this summary paper is to discuss three major themes in which I have demonstrated knowledge of and made application. The themes that I have chosen are • Systems Approach • Conflict resolution vs. Conflict management • Relationship between conflict handling modes (Thomas-Kilmann) According to Tubbs ‘the systems approach advanced the idea that all the various component parts of the model are interrelated and that a change in one often creates change in the other parts of the system (Tubbs, 2012)’. There are three major categories to the systems approach, which include: (1) relevant background factors, (2) internal influences, and (3) consequences. Relevant background factors are attributes of the individual participants that existed prior to the group’s formation that will endure in some modified form after the group no longer exists. These background factors influence the group’s functioning; in turn, the group process affects the group’s outcome or results (Tubbs, 2012). We all were born into this world with different personalities, with no two persons alike. The personalities we instill will have an influence on said, “chemistry” or working relationships within a group, no matter the setting. It could be a setting of all women, all men or maybe even a mixed setting with different genders. This creates a very fickle situation. Mixing...
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...and resolve conflict successfully. Conflict management is a skill that can be learned. The human relationship is a complex and dynamic inter-action. As living creatures, we need and crave the opportunity to interact with other humans by speaking, listening, and spending time with them. Most of this interaction tends to be mutual and cordial. Yet, at times, the interaction can be laced with tension and discord. If left alone, the tension can lead to conflict that may damage the relationship or even become volatile. Conflict between individuals and within groups often occurs because people have differences of opinion, have different values and goals, or receive inaccurate information. Conflict is not always a bad thing. In many cases, conflict can lead to a better understanding of and response to issues. Conflict also can lead to creative problem solving and the initiation of innovative ideas. However, if conflict is sup-pressed and not addressed, it can lead to distrust and greater discord within the group. For a group to be productive and successful, group members and leaders need to be able to identify, address, and resolve conflict successfully. Like any other leadership skill, conflict management can be learned. The overall goal for conflict management is to find common ground (mutual goals and interests that all parties share) within the issue and use that as the foundation for resolution. Source: Trautman K. ,Kriesel C.B. Rice T. Mnanging Group Conflict,g2115. Pdf ...
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...SOCIAL RELATIONSHIPS of MARKETING and ANALYTIC DIMENSIONS NICOLE GAJADHAR ALGOMA UNIVERSITY SOCIAL RELATIONSHIPS of MARKETING and ANALYTIC DIMENSIONS Summary Any business, in order to be successful must have market researchers to analyze behaviors and actions of consumers. Without market researchers it is impossible to maintain a good business to consumer rapport. Businesses to consumer relationships are misunderstood because the dimensions of characteristics such as competence are not explained thoroughly in marketing research. This article identifies the characteristics and relationships between, “communication, trust, commitment, satisfaction and conflict handling” (Malhotra, Agarwal and Du Bisi 2010, p.20) along with a hypothesis created by the authors. The research paper attempts to prove how successful relationship marketing strategy must require an understanding of social dynamics to achieve customer satisfaction. I chose this article because I like how the authors gave thorough explanation of key characteristics behind why retail industries may lack positive business rapport and knowledge on customer satisfaction. Furthermore, I like the evaluation of content for the hypothesis and its findings displayed in the integrated model shown in the article. It explains how each social characteristic is related and how it leads to positive and negative behavior of customer satisfaction and (or) dissatisfaction. Evaluation Customer Satisfaction can be achieved multiple...
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...CONFLICT MANAGEMENT INTRODUCTION Conflict refers to all kinds of opposition or antagonistic interaction. It is based on scarcity of power, resources or social positions, and differing value structures. Conflict has two faces, functional (or constructive) and the other dysfunctional (or destructive). Dysfunctional conflict is crucial for organizations and without an effective means of handling it, conflict can tear relationship apart and interferes with the exchange of ideas, information and resources in groups and between departments. Well manage conflict on the other hand helps workers anticipate and solve problems and makes them feel confident. This also strengthens their relationships and makes them become more committed to the organization THE FACES OF CONFLICT The organizational benefits of functional conflict are increased effort and improved performance, enhanced creativity, and personal development. The symptoms of dysfunctional conflict include indecision, resistance to change, emotional outbursts, and stress. By monitoring these various signs and symptoms, management may decide when to encourage conflict and when it is time to step in and attempt to resolve or neutralize it. The first is called conflict triggers, when stimulate conflict, and the second involves conflict resolution techniques, which are used when functional conflict deteriorates into dysfunctional conflict. Types of conflict situation Since conflict has both positive as well as negative...
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...Cultures And Organizations - Software of the Mind Characteristics of high and low face-saving cultures: Issue | High face-saving | Low face-saving | Context | High | Low | Favoured business communication approach | Politeness strategy; indirect plan | Confrontation strategy; direct plan | View of directness | Uncivil; inconsiderate; offensive | Honest; inoffensive | View of indirectness | Civil; considerate; honest | Dishonest; offensive | Amount of verbal self-disclosure | Low | High | Vagueness | Tolerated | Untreated | Source: Adapted from Romana Paszkowska, Intercultural Communication Module. Cracow School of Business Cracow University of Economics, 2014; p.12 Other Face Concern High Low High Self Face Concern Low INDIVDUALISTIC LOW-CONTEXT CULTURE COLLECTIVISTIC HIGH-CONTEXT CULTURE Obliging Compromising Avoiding Integrating Dominating Third-party help Passive agressive Emmotional expression CHINESE FRENCH Conflict Communication Styles: Dominating: One person's position or goal above the other. Avoiding: Eluding the conflict topic, the conflict party, or the conflict situation altogether. Obliging: High concern for the other person's conflict interest above a person's own interest. Compromising: A give-and-take concession approach in order to reach a midpoint agreement. Source: Adapted from Em Griffin...
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...unproductive behaviors in the workplace that can lead to conflict. Tony strives to assist employees solve their conflicts when they happen instead of leaving them unresolved as unresolved conflicts can be costly to the organizations productivity. According to the article, conflicts can arise between institutions, between individuals in an organization or between organizational components. The article further states that conflicts have become part of the organizations daily duties, and managers should strive to resolve them immediately to avoid influencing other employees or bring loss to the organization. Difficult behaviors such as yelling, harassing or rudeness should never be ignored as they contaminate more employees and may inhibit performance in others. The author recommends different ways that individuals can use to handle difficult behaviors in the organizations. First, he recommends employees to avoid taking the actions of others personally. Tony insists that it is very easy for employees to label others as hostile, miserable or with other negative coloration, assuming every move their take will bring conflict. He advises these employees to take time and learn productive ways of creating good interactions, other than labeling others as conflict stereo types. The author goes further and recommends employees to focus on interests and not positions, as most conflicts do not result from conflicting positions but in conflicts of each person’s desires, fears, concerns and needs...
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...Sources, Methodologies and Styles of Conflict Management Mohammad Atashak Member of Young Researchers Club matashak@yahoo.com 09123123141 Parisa Mahzadeh Master degree in educational administration p_mahzadeh@yahoo.com 09122397950 Abstract: Conflict management is an ongoing procedure. It entails continual communication and supervision. In this article, has been reviewed the evolution of conflict management and have been studied sources of conflict, styles of conflict management, conflict management methodologies and major features of the conflict management module and in the end has been presented conflict reduction strategies. Key worlds: conflict management, sources of conflict, styles of conflict management, conflict management methodologies Introduction: The term conflict refers to perceived incompatibilities resulting typically from some form of interference or opposition. Conflict management, then, is the employment of strategies to correct these perceived differences in a positive manner. For many decades, managers had been taught to view conflict as a negative force. However, conflict may actually be either functional or dysfunctional. Whereas dysfunctional conflict is destructive and leads to decreased productivity, functional conflict may actually encourage greater work effort and help task performance. Borisoff and Victor point out, "We have come to recognize and to acknowledge the benefits dealing with conflict affords. Because of our differences, we communicate...
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...2006, p.77). In the Waki oil company issues of interpersonal relationships have proved to be quiet a big challenge for the organization over the past few years. The management has at various occasions experienced difficulties in trying to come up with better and appropriate solutions to conflicts between and among the employees, as well as those that involve interaction between the managers and the employees. Basically conflict refers to a state of whereby individuals do not agree with another or rather do not share the same ideas as the other. Such situations necessitate that there be a place good and appropriate ways through which the conflict between individuals may be solved promoting fairness with the parties involved having full satisfaction and in support of the resolution reached at regarding the conflict (Blake and Mouton 2002, p. 50). Within the Waki oil organization there are different department which in a weekly basis need to come together giving reports and sharing issues regarding how the company is progressing. It is within these weekly meeting that managers from different department come into conflict with one another in regards to ideas that each holds. Worse enough the conflict extends out of the meeting discussions to the day to day activities of the company. Such that even the employees themselves see what is happening with their senior staffs. The disunity among them, lack of cohesion, among others individualistic characteristic traits are demonstrated by...
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...dispute resolution (ADR) | A conflict resolution strategy that involves assistance from a third party; used when both parties are unable to find resolution on their own. | | Conflict | One party perceives its interests are being opposed or set back by another party. | | Day of contemplation | A one-time-only day off with pay to allow a problem employee to reflect and recommit to the organization's values and mission. | | Distributive negotiation | Two interdependent parties, each with their own opposite preference, seek to make a decision that will result in one party winning at the expense of the other. | | Dysfunctional conflict | Threatens the interests of an organization. | | Functional conflict | Serves an organization's interests. | | Integrative negotiation | Two interdependent parties with their own preferences and values seek a win-win resolution through greater dialogue and cooperation. | | Personality conflict | Interpersonal opposition driven by personal dislike or disagreement. | Outline: Chapter 8CONFLICT AND NEGOTIATIONLearning Outcomes 1. Define conflict, functional conflict, and dysfunctional conflict 2. Identify the various antecedents (causes) of conflict 3. List two approaches an employee or manager can take to respond to each of the following: personality conflicts, intergroup conflict, and cross-cultural conflict 4. Compare and contrast the five alternative styles for handling conflict 5. Assess the value of...
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...Conflict is unavoidable Yes, it's human nature. We even have conflict within ourselves, without any outside interference. Given that we have to live with conflict, how can we adapt and adjust to make the process go more smoothly and create a positive end result? We can take our results from the TKI to learn new conflict resolution skills. Frequently, our emotions and desires can make communication difficult. Use the Thomas-Kilmann questionnaire to learn what others are doing in those situations and learn to understand your own behavior during tense moments. You can master these challenges with knowledge and practice. The Five Conflict-Handling Modes The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations—that is, situations in which the concerns of two people appear to be incompatible. In conflict situations, we can describe a person’s behavior along two basic dimensions*: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns. These two dimensions of behavior can be used to define five methods of dealing with conflict. These five conflict-handling modes are shown below: C O M P E T I N G Competing is assertive and uncooperative, a power-oriented mode. When competing, an individual pursues his or her own concerns at the other person’s expense, using whatever...
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...A Sino-U.S. Comparison of Work-Family Conflict and Its Implications to American Managers A SINO-U.S. COMPARISON OF WORK-FAMILY CONFLICT 2 Abstract In this qualitative study, work-family conflict in China and the United States is compared and contrasted based on national culture, traditions, norms, and living standards. The analysis results in a proposition that Chinese employees will experience less work-family conflict when faced with the same work and family demand as their American counterparts, because of differences in their work and family priority, perception of work-family relationship, national culture, conflict handling style, social support, work-family communication, and economic pressure. The implications to American managers are discussed. A SINO-U.S. COMPARISON OF WORK-FAMILY CONFLICT 3 A Sino-U.S. Comparison of Work-Family Conflict and Its Implications to American Managers Work-family conflict has been a concern of many researchers (Carlson & Kacmar, 2000; Greenhaus & Beutell, 1985). Studies showed that work-family conflict had negative impact on employees, their families, and organizations (Beutell & Witting-Berman, 1999; Burke, 1988; Frone & Cooper, 1992; Goff, Mount, & Jamison, 1990; Martins, Eddleston, & Veiga, 2002). Recent changes in demographic characteristics of the U.S. work force have resulted in greater work-family conflict. Examples of these demographic changes include the...
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