...CONFLICT T he success or failure of any organization is dependent upon the use of its indigenous, collective energies. When procedures are clear, the "esprit de corps" is high, and the business is said to be productive. But whenever people come together in one setting over a period of time, you can always expect conflict to find itself in the midst. The Webster’s dictionary defines conflict as a sharp disagreement or opposition of interests or ideas but from a more objective perspective, conflict is “a state in which one party perceive that another party has, or is about to negatively impact something that is important to the first party” (Robbins, 2006). The key word to note in this definition is “perceives”. Perceive is a concept that occurs within the mind. It is one’s interpretation of a situation or thing and does not necessarily have to be true. That might explain why on many occasions, a conflict that arises; may be unnecessary or misguided and result in wasted time. Causes of Conflict A s you may discern, the causes of conflict are numerous and each has their own accompanying challenges. Within the organization however, C. Brooklyn Derr in his book Major Causes of Organizational Conflict: Diagnosis for Action, stated that there are six (6) main causes of conflict: 1) The interpersonal disagreements that arise when one person is experiencing individual stress. People bring their whole selves to the workplace and they may...
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...RMIT International University Vietnam Bachelor of Commerce Program ASSIGNMENT COVER PAGE Your assessment will not be accepted unless all fields below are completed |Subject Code: |BUSM3311 | |Subject Name: |INTERNATIONAL MANAGEMENT | |Location where you study: |RMIT Vietnam – City Campus | |Title of Assignment: |Literature Review | |File(s) Submitted |BUSM3311_G2_s3245939_LiteratureReview_Negotiation.docx | |Student name: |Nguyen Van Thanh | |Student Number: |S3245939 | |Student Email Address: |s3245939@rmit.edu.vn | |Learning Facilitator in charge: |PETER TRAN | |Assignment due date: |16/5/2011 ...
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...are common to work in a teams. Conflict is defined as disagreement between individuals. Conflict can arise among members within a team or between one team and another. Conflict refers to antagonistic interaction in which one party attempts to block the intentions or goals of another. Competition, which is rivalry among individuals or teams, can have a healthy impact because it energizes people toward higher performance. Whenever people work together in teams, some conflict is inevitable. Bringing conflicts out into the open and effectively resolving them is one of the team leader’s most challenging jobs. Conflict in corporate teams is fine as long as team immediately works toward a solution. The role of conflict in work teams is determined by the manner in which it is managed. Conflict is a driving force of change that can result in improved decision-making processes and progressive team development. However, teams must learn to be confrontational without destroying the team process. Teams are able to handle conflict and perform at a high level by following a framework of communication needed for managing conflict constructively and capable to mediate their own conflicts, improve both productivity and member relationships. Teams are typically made up of a diverse group of individuals, each member possessing different capabilities and skills. This element is what makes the use of teams so advantageous; however, diversity can also create conflict. Therefore, it is important for...
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...Effective Methods of Resolving Conflict in a Diverse Workplace Running head: RESOLVING CONFLICT IN DIVERSE WORKPLACE Your name here Your University name here Table of Contents Abstract 3 Problem Statement 4 Literature Review 10 Draft Research Design 22 References 29 Abstract Workplace conflict must be analyzed as a social phenomenon and this social context means that conflicts are caused by a wide variety of factors, including an increasingly diverse workplace. The focus of this study is on how these forms of social conflict are managed and resolved in the workplace – which has become increasingly more diverse in recent years – with particular attention to innovative perspectives that facilitate better understanding of conflict resolution and improve approaches to conflict management. Managing conflict is undoubtedly one of the most critically important dimensions of the management of the employer-employee relationship. While conflicts or disputes are a natural result of the structure and operations of the workplace, employers need efficient ways to resolve such conflict quickly and fairly to avoid the many negative costs generated by unresolved problems. As the generally weaker party in the relationship, employees need the protection provided by both formal and informal dispute management systems aimed at achieving organizational justice. This issue, as well as many others, is addressed through...
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...Property of Kendall Hunt Publishing Irwin, Hopkins, Payne's Comptetent Communication at Work 2010 copyright | 978-0-7575-5217-5 Chapter 6 Interpersonal Communication Skills at Work After reading this chapter, you will be able to: ■ Understand the role of interpersonal communication in the ■ ■ ■ ■ ■ ■ workplace Describe the types and functions of relationships Identify different approaches to conflict Determine how certain conflict styles work in different situations Analyze and apply negotiation strategies that meet different objectives Provide and evaluate constructive feedback Identify and apply Gibb’s framework for building positive climates Chapter Outline I troduction n Defining Interpersonal Communication T ypes of Workplace Relationships Dealing with Conflict Giving Constructive Feedback Dev eloping Supportive Communication Climates Conclusion A ctivities Ref rences e 120 Irwin_Competent Communication01E_Ch06_Printer_Pdf.indd 120 8/25/10 2:04:21 AM KEY TERMS I terpersonal n communication I terdependence n Uniqueness M ixed-status relationship L eader-member exchange theory (LMX) I -group n Out-group Same-status relationship I formational peer n C ollegial peer Specialpeer C ict onfl A voiding A ccommodating C ompete C ompromise C ollaborate Negotiation C onstructive feedback Or ganizational climate Descriptiv message e P roblem-focused message Spontaneous communication Empatheticmessage M essage of equality P rovisional message Introduction Cora Sims has worked...
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...NEGOTIATING SKILLS CASE STUDY TOPIC: MANAGING INDUSTRIAL UNREST: A CARIBBEAN CONUNDRUM By David A. Matthery Table of Contents Executive Summary 3 Identification and examination of angle being used 4 Case Analysis (Application of negotiating skills concepts) 5 Conclusion 10 Bibliography 12 Executive Summary The organisation structure determines the manner and extent to which roles, power and responsibilities are delegated, controlled and coordinated, and how information flows between levels of management. "Cultural Implications" is the connection that culture has on organisation. Implications are essentially consequences from a particular event at a cultural level.. Culture influences the structures as well as the behaviour of the different stakeholders. The understanding of the cultural context from which an employee or customer originates is imperative to the overall success of any business. This has created an extensive increase in demand for training and understanding, particularly within the area of decision making. Mesopotamia Brewery ltd initially seeks to facilitate training within the context of “Industrialisation by Invitation” i.e. the contractual agreement with the expatriate brewers to facilitate the transfer of knowledge...
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...part of our role as leaders is leading and managing through conflicts. Conflict can arise internally between team members, between a leader and a team member, between two departments, or between two leaders. A conflict can also arise externally between a team member and a customer, between a leader and a customer or between a team member or leader and a supplier or a vendor. Conflicts can have serious consequences including “product delays, increased costs, and dwindling market shares” (Dubrin 2010). Conflict also bars collaboration between departments or between team members. Before we try to resolve conflict, we must first understand conflict. Then, we must consider the five conflict management styles and determine which one to use in the specific situation. We as leaders can also use different approaches to resolving conflicts. This section of the handbook will discuss understanding conflicts, the different conflict management styles, and approaches to use to resolve conflicts. Understanding Conflict We cannot attempt to resolve a conflict until we fully understand conflict. Conflict is a normal and healthy part of relationships. When handled properly, conflicts can actually strength a relationship instead of destroying it. (Segal & Smith 2013) Many different things cause conflicts. Eight common causes of conflict are (Gatlin, Wysocki, & Kepner 2002): 1) Conflicting Needs – In the workplace, these needs could include resources, recognition, or power. (Gatlin...
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...___________.” A. Listener B. Moderator C. Facilitator D. Master of Ceremonies 2. Listening skill contributes to career success in all of the following aspects EXCEPT A. your effectiveness in an organization B. your upward mobility C. your productivity D. Effective listening skills contribute to all of these. 3. A survey of 1000 executives ranked _____________ at the top, as the ideal manager’s skill. A. listening B. conflict resolution C. writing D. public speaking Barriers to Effective Listening 4. Conversational partners are typically able to interpret _____ of each other’s remarks accurately. A. 25 to 50% B. 10 to 20% C. about 75% D. 50 to 70% 5. Forty-eight hours after listening to a 10-minute presentation, the typical listener can recall ______ of the information presented. A. 10% B. 25% C. 50% D. 75% 6. Rhonda received a voice message marked “urgent,” but due to the poor quality of her phones’ speakers, she was not able to understand the message. Which barrier to listening does this problem represent? A. communication channel barrier B. attitudinal barrier C. message overload D. preoccupation Listening Styles 7. Rodayne’s friends say he is an excellent communicator. His listening ability has helped him develop and maintain a number of positive relationships, and he is extremely sensitive to the feelings and ideas of others. Which listening style preference do Rodayne’s...
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...Conflict and Mediation OL 7001-8 Assignment 6 Karen Platt Dr. Benton September 6, 2015 Mediation Workplace-based stress may be triggered by interpersonal differences, which can produce damaged relationships, loss of productivity, decreased job satisfaction, and lowered morale (Cahn & Abigail, 2014; McKenzie, 2015). Stress is the emotional or intellectual response by someone to a perceived threat in his or her workplace or personal life (Cahn & Abigail, 2014; McKenzie, 2015). In many cases stress can result in workplace conflict. Not all work-place conflict can be resolved without third-party intervention. A third-party is brought in to facilitate a negotiation process when individuals cannot negotiate or agree on an issue effectively. Mediation is an intervention in a standard negotiation conflict acceptable by all involved parties (Cahn & Abigail, 2014). The unbiased third-party has limited or no authoritative decision-making power, is neutral, and perceived as being fair (McKenzie, 2015). Mediation has been found to produce better organizational outcomes than other interventions. This paper provides a closer look at mediation, mediators, and the process used during conflict resolutions. In addition, the author has provided an example of a practical application of a mediation plan used by mediators. Mediator’s Roles and Responsibilities Independent mediators are neutral, impartial, and normally have no prior relationships with the...
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...5 Analyzing Conflict 5 Working Through Conflict 6 The Communication Process 7 Positive Language and Negotiation 7 Conclusion 10 References 11 Appendix A 12 Appendix B 20 Reflection Paper Conflict Management is defined as “the practice of recognizing and dealing with disputes in a rational, balanced and effective way. Conflict management implemented within a business environment usually involves effective communication, problem resolving abilities and good negotiating skills to restore the focus to the company's overall goals (BusinessDictionary.com, 2015).” Conflict is inevitable in a workplace setting. Individuals will always have different points of view and misunderstanding of these views cause disagreements. Conflict is a natural, necessary, and should not always be considered negative. Critical Thought and Perception Critical thought, perception, and emotional intelligence are important elements when considering conflict and the management of such. By examining the conflicts and the different behaviors involved, a manager can determine the type of conflict style each party is exhibiting. The analysis of the conflict style can help an individual find a resolution for each party that is acceptable to both parties. An individual’s perceptions are based on a variety of factors, including cultural, previous experiences, gender, and knowledge. Problem Solving There should be a problem-solving technique to help resolve conflicts. The first thing...
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...leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in both the private and public sector. The ECQs represent the best thinking of organizational psychologists, human resources professionals...
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...leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in both the private and public sector. The ECQs represent the best thinking of organizational psychologists, human resources professionals...
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...Science and Education Cross-Cultural Etiquette and Communication in Global Business: Toward a Strategic Framework for Managing Corporate Expansion Ephraim Okoro1 1 School of Business, Howard University, Washington, USA Correspondence: Ephraim A. Okoro, Department of Marketing, School of Business, Howard University, 2600–Sixth Street, NW, Washington, D.C. 20059, USA. Tel: 1-202-806-1545. E-mail: eaokoro@howard.edu Received: March 22, 2012 doi:10.5539/ijbm.v7n16p130 Abstract The expanding scope of business corporations in the first decade of the twenty-first century is drawing much scholarly attention, and the trend has been described as a fact of life that defies the stretch of human imagination. The concept of global economy has expanded consumer awareness, defined new standards and rules of operations, and increased the need for national and corporate interdependence. Multinational organizations are exploring opportunities around the world, demonstrating sensitivity towards cultural differences in order to gain from the proliferation and growth of international enterprise. Recent studies indicate that while some corporations compete successfully in the global marketplace, others have failed to sustain their competitive advantage because of cultural imperialism or inadequate acculturation of their managers on international assignment. Corporate analysts argued that the key to global business success depends on effective cross-cultural etiquette and global workforce diversity...
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...Workplace bullying case study Problem definition: Workplace bullying, is the tendency of individuals or groups to use persistent aggressive or unreasonable behavior against a co-worker or subordinate. Workplace bullying can include such tactics as verbal, nonverbal, psychological, physical abuse and humiliation. It can come in different forms and shapes. • Unwarranted or invalid criticism • Blame without factual justification • Being treated differently than the rest of your work group • Being sworn at • Exclusion or social isolation • Being shouted at or being humiliated • Excessive monitoring or micro-managing • Being given work unrealistic deadline Justification for problem definition: Workplace bullies often operate within the established rules and policies of their organization and their society - Hence they follow the procedure. Bullying in the workplace is in the majority of cases reported as having been perpetrated by management - the impact is usually critical to both the individuals and the business. * Employees physical and mental health problems: * High stress; post-traumatic stress disorder (PTSD) * Financial problems due to absence * Reduced self-esteem * Sleep and digestive disturbances * Increased depression/self-blame * Family tension and stress * Impact on Organizations: Each of the individual consequences listed above can be very costly for the organization. Costs of bullying generally...
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...Soft skills enhance your technical skills. © iStockphoto/peepo In almost all jobs, your people skills – also known as "soft skills" – have as much of an impact on your success as your technical skills. That's especially true when you're in a management or leadership role. The importance of having solid people skills transcends industry and profession; so, whether you lead people, aspire to lead people, or work within a team of professionals, you need to apply people skills to achieve your objectives. So, how good are your people skills? Take this short quiz to assess your current skill levels. Once you've answered these questions, we can then point you toward specific tools and resources that you can use to develop and improve this important area of competency. How Good Are Your People Skills? Take the online test below, and click the "Calculate my total" button at the foot of the test to assess your people skills. Instructions: For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please click the 'Calculate My Total' button at the bottom of the test. Statement Not at all Rarely Some times Often Very Often 1 I make sure that I display the same standards of behavior that I expect from other people. 2 When providing feedback, I wait until...
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