Akintayo (2012) reports research findings on examining the influence of management styles on the conflict in the article “Influence of Management Styles on Conflict Resolution Effectiveness in Work Organization in South-Western Nigeria”. The research problem of this study is the relationship between management styles and conflict resolution effectiveness in work organizations in South-Western Nigeria. The purpose of the study was to ascertain the relative impact of management style on conflict resolution effectiveness towards ensuring a sustainable industrial peace and harmony in Nigeria. The questions/hypothesis that guided the study was to find out whether a significant relationship exists between the management style adopted by the managers and conflict effectiveness and whether there is a significance difference between male and female managers’ conflict management styles. However, the researcher conducted this case study with the goal of identifying the management style adopted by managers in work organizations. A descriptive research design was used to establish the relationship between the management style and conflict resolution effectiveness. The target population of 211 respondents was selected which consisted of all the top and middle management managers in six selected private organizations; using …show more content…
The researchers hypothesized that effective conflict management affects employees’ performance in any organization. The purpose of the study was to determine the impact of conflict management on the performance of employees in a public sector organization. Notably, the researchers did not focus the study on the private organization; it may not have had any implication since the cause of conflict on both sectors may likely be the
Conflict is and will always be something that everyone has to experience, and they experience it because we are all-different and have different beliefs. Some of the sources of conflict that exist in Bridget’s organization is the differences over interpretation facts, behavioral expectation, and conflicts with the customers, customer’s satisfaction. The general manager such as Issa tends to interpret things wrong. When Bridget wishes to do the best for Pollo Campero Issa, always pinpoints to look like Bridget’s negotiation is always wrong. Bridget has always said that although Issa always makes her feel less of a person Bridget doesn’t allow it to affect her. Like Bridget said at least she has the support of employees. Many employees and other managers who know Bridget know that she is a calm person and someone to trust especially because she has demonstrated since the first day of employment. She explained that in order to manage conflict you have to be worthy within you and not letting anyone make you less will make you value and love yourself more. Bridget said “do not fear conflict rather embrace it”, different conflicts arise everyday for example the customer service conflict, but the ability to recognize and understand the nature of conflict and bring a swift of resolution makes Bridget a good
Look up the word conflict in the dictionary and you will see several negative responses. Descriptions such as: to come into collision or disagreement; be at variance or in opposition; clash; to contend; do battle; controversy; quarrel; antagonism or opposition between interests or principles Random House (1975). With the negative reputation associated with this word, no wonder people tend to shy away when they start to enter into the area of conflict. D. Jordan (1996) suggests that there are two types of conflict: good, which is defined as cognitive conflict (C-type conflict) and, detrimental, defined as affective conflict (A-type conflict). The C-type conflict allows for creativity, to pull together a group of people with different opinions or ideas, to combine and brain storm all thoughts to develop the best solution for the problem. The A-type conflict is the negative form when you have animosity, hostility, un-resolveable differences, and egos to deal with. The list citing negative conflicts could go on forever. We will be investigating these types of conflicts, what managers can do to recognize conflict early, and what strategies they can use to resolve conflicts once they have advanced.
Conflicts situation can happen at any time. There are many different ways to handle conflict situations. To strengthen our skills in responding to conflicts situation we must understand the various conflict management style. The five styles of conflict management style include: Competing, Avoiding, Accommodating, Collaborating, and Compromising. The competing style is like a shark, a competitive approach to ensure only your views counts. Avoiding is like a turtle, avoiding every situation and giving up. Accommodating is like a teddy bear, working against your own goals to move forward. Collaborating is like an owl, working together with your partner to achieve both your goals. Compromising is like a fox, negotiating half your goals in order
One of the essential tasks of the management is identifying and solving workplace conflicts which Bent failed to accomplish. Several sources of conflicts are organizational changes (e.g. layoffs and change in ratio), different values (employee priorities versus corporate profits), threats to one’s status (employees; beliefs that they deserve the bonus), contrasting perceptions (beliefs on how the Scanlon Plan should work and how the management should handle downturns), lack of trust (employees’ distrust in management), and workplace incivility (Newstrom, 2014, p. 290), all of which are present in Engstrom. Workplace incivility pertains to the lack of respect in the organization (Newstrom, 2014, p. 290). Consequently, unresolved conflicts have diverse individual and organizational impacts. Fusch and Fusch (2015) studied leaders' conflict resolution strategies in the production line and learned that poor conflict management contributed to lower productivity and performance. A manager who cannot resolve intrapersonal clashes and identify work conflicts can indirectly contribute to displace organizational performance and morale
One of the major differences between conflict resolution and management is that resolution seeks to end the conflict while management seeks to make sure that the conflict is beneficial to the group. Conflict management is important tool in provoking stimulating thought and discussion. Conflict can be used to a productive manner and can be continuously stimulated to help people further discuss and implement new ideas. One of the key factors of conflict management is that it does not imply movement or push towards resolution. The use of conflict management is effective for medical team to get the best patient care. Often if conflict is not managed it results in decrease patient care and disunity witin the healthcare team. Managing conflict helps drive unity and stimulate the discussion so patient are always receiving the best care
Dijkstra, M.M., Beersman, B., & Evers, A. (2011). Reducing conflict-related employee strain: The benefits of an internal locus of control and a problem-solving conflict management strategy. Work & Stress, 25(2), 167-184.doi:10.1080/02678373.2011.593344
In simple terms conflict resolution means solution to end a conflict by means of sorting the disagreements and disbeliefs between the indulging parties. In recent times conflict resolution has become a part of corporate world where conflict resolution is considered as methods and process which are involved in aiding the peaceful ending of conflict with in organisations. These conflicts revolves between the group members and often dedicated member of the group try to solve the conflicts by keenly communicating information about the reasons or ideologies behind the conflicts. This report aims at highlighting the personal conflicts that are common in organisations and the solutions to resolve those conflicts. This report is confined to personal and inter-personal conflicts in organisations and does not include issues regarding group and intra-group conflicts.
If anything as a response, I modified my behavior to make doubly-sure that we did not have the same discussion again (avoidance/accommodate). This involves me thinking ahead of someone else’s observed behavior or listening to the right people. It is surprising how honest people are about each other when the other person is not around. In the case where I discredited someone, it was out of a well-intentioned purpose and the other person realized that (Example: Telling my Safety Officer he should be working with his staff the way his job title implies; a safe
Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000).
According to the relevant literature, it can be discovered that seven sources of conflict uncovered based on research design. The research investigates more than 100 project managers on the opinions of the conflict determinants and put forward seven relevant propositions to verify the accuracy of sources of conflict by the means of Kolmogorov-Smirnov design (Hans et al., 1975). The main sources of conflict can be concluded in the following factors:1 The deviation in the understanding of the project team members related to the project objectives. 2 The discrepancies among project missions, upper management objectives and the role of project team members. 3 Organizational liquidity decreased, the authority continues to control the vital decision despite the actual situation. On the basis of the main factors above, it can be seen that the role of the project manager in conflict management is substantially crucial. Conflict is not as severe as dispute to some extent, therefore, the most important things that project managers should do is to prevent the escalation of conflict from becoming dispute (Fenn, P., 2011). The key role of project managers in conflict situation is not only to create a competitive atmosphere to motivate project members’ higher performance but also evaluate and integrate the gathered information to make crucial decisions. In terms of specific approaches for managing
Conflict exists in every organization as a result of incompatible needs, goals, and objectives of two people while aligning to the overall business requirements. Though disagreement is linked with negative impact, the approach has healthy considerations (Leung, 2008). For instance, some conflicts create an avenue for the exchange of ideas and creativity to meet the set organizational purposes. However, damaging disagreement in organizations results in employee dissatisfaction, turnover, and poor services and reduced productivity. The paper establishes different types of interpersonal conflict and key resolution strategies used to address the problem. Human resource managers need to have the capacity to identify different levels of conflicts and the best methods to negate them.
Gross and Guerrero (2000) supported Rahim’s conflict management styles and identified that these styles are associated with organizational climate and culture, job satisfaction. Their research on 50 employees uncovered some facts include employees who were involved in unmanaged conflict end up in job dissatisfaction and subsequently their performance deters (p. 208). The competence-based model developed by Canary, Cupach and Serpe (2001) contrast with Rahim’s theory, where the effectiveness of conflict management styles is based on the situation and understanding of individuals (p. 81). They tried to find a resolution for the conflict instead of implementing the strategy to reduce tension by applying conflict management styles, resulting in inconsistent outcomes (p. 531).