Cross-Cultural Approaches to Leadership Development - Essay Example

Reflective essay on Human resource The assignment that involved working together in a group of gave me important insights on human resource management with the most significant being conflict management and resolution. From the insights, I came up with comprehensive implications of my reflection of the human resource situation and how one can make use of them for the efficient management of human resource in well established companies. Despite the fact that all the steps in forming a group were followed, no team member was particularly aware of the step-by-step procedure. While working together in our group, I realized our involvement in the discussions could bests be described by the Michigan model of human resources. The five approaches to conflict resolution that were utilized during the group discussions included competing/forcing, avoiding, compromising, accommodating and collaborating. Introduction Human Resource involves the efficient management of the human labor in a bid to achieve the intended purpose for which the labor was sought. This process generally incorporates a number of managerial activities that ensure that the available energy is utilized to the fullest; while taking into consideration the human needs and wants (Mathis, & Jackson, 2009, p. 39). Human strengths and weaknesses are also incorporated in human resource management as a way of formulating the best procedures for handling labor and related resources. For this reason, human labor is a significant asset to any operations organization or group of people who have merged with the purpose of meeting a common goal (Smith, & Mazin, 2011, p. 55). Having done and completed the group assignment that demanded the formulation of a 4-5 man group, there are a number of human resource concerns that I noted while taking part in the group work. Key among these problems was conflict of ideas, interest, and priorities that was observed during the time we worked together in the group of five students (Armstrong, 2007, p. 47). This assignment is, therefore, a reflective essay on the aspect of conflict as experienced during the group-work. The paper provides an in-depth analysis of the scenario with the help of a relevant Human Resource theory. Also contained in this assignment are the implications of my reflection of the human resource situation and how one can make use of them for the efficient management of human resource in well established companies (Lambert, & Myers, 1999, p. 89). Discussion The things that happened to me and my group and why these might have happened A group of five students in which I was one of the members was formed with oblivion of the fact that the standard procedure for group formation was created. Despite the fact that all the steps in forming a group were followed, no team member was particularly aware of the step-by-step procedure. Ordinarily, the method used to come up with an effective group involves four critical steps (Walker, & Miller, 2010, p. 178). These are: a) Forming b) Storming c) Norming d) Performing Figure 1 below illustrates how these necessary steps are used to form a group. Figure 1 1. Forming This is the initial stage of forming a group. Here, the members become familiar with one another, and they also familiarize themselves with the objective of the group. 2. Storming This is the second process and always involves brainstorming. Members discuss the best ways to proceed. This is where conflicting interests, priorities, and ideas begin. It is also here that members try to gain influence and win the hearts of other members. On most occasions, the group leader chosen is self-proclaimed in this stage. 3. Norming The norming phase comes as a result of the brainstorming in the previous step. Rules are set in this phase. Members state the rules that will be used to guide the operations of the group. 4. Performing This stage involves the execution of the objectives of the group. It is during this stage that the norms as set in stage four are followed. (Walker, & Miller, 2010, p. 193) a) Forming During the formation of the group, lines were immediately drawn between the most active and relatively dormant member of the group. Our initial discussion indicated a considerable variance of the members who would play a decisive role in the group. It also indicated those who would best be described as spectators to a given extent (Rothwell, & Benscoter, 2012, p. 137). Typically, people have different traits. Some are talkative while others are relatively quiet. However, it is worth noting that the talkativeness or quietness of a group member cannot be used to determine the performance of an individual in the group (Fleishman, & Gerard, 2008, p. 44). Similarly, this cannot be used to determine the usefulness or uselessness of one or more of the group members. Out of the five group members, only one was male with the rest of the four members being female; me inclusive. All the ladies in the group seemed to have conflicting ideas right from the inception of the group. Despite the differences in opinion, we became well acquainted with one another as well as the objectives of the group. b) Storming Brainstorming came almost naturally after everyone was well acquainted with the objectives of the group. Though unaware that we had graduated to the next step of group formation, it was at this juncture that the team leader became evident. The only male in the group assumed a leadership role in leading the discussion. Naturally, men seem to have more leadership traits as compared to women. It is due to this that the only male figure in our group assumed a leadership role almost automatically (Fleishman, & Gerard, 2008, p. 49). c) Norming After understanding the objectives of the group, members began to outline the standards of the groups. Just like every other group of two or more people, norms were utterly essential for the smooth running of the group. The rules of the group were then mentioned randomly as others gave divergent views to those proposed by different group members. At the end of a long and relatively noisy discussion, we found ourselves talking about the actual performance of the group objectives. Yet again we jumped to the next and apparently the last stage of forming a group which was the production stage (In Machado, In Melo, & IGI Global, 2014, p. 220). d) Performing During this stage, the group members went straight to executing the objectives of the group. Purposes of the group were clearly outlined before we commenced scheduling for meetings as instructed by the assignment instructions. I noted that we could at times go off course during this stage and begin discussion unrelated issues. Additionally, members were easily distracted by external environments, and it could take some time before normalcy was realized again. It is conceivably due to this reason that our group did not attain the maximum marks required for the assignment. Human Resource theory that best explains our group work The Michigan Model (Hard Model) While working together in our group, I realized our involvement in the discussions could bests be described by the Michigan model of human resources. The model is always described as hard HRM. This is because it emphasizes in making proper use of the employees as the only means to achieving organizational goals. The model holds onto the idea that all the employees of a given organization should be managed and treated like any other company resources in the sense of being obtained cheaply, being used sparingly and being exploited and developed fully. The Michigan model overlooks certain aspects like situational factors, stakeholders’ interests and the notion of strategic choices. For this reason, the model only focuses on expressing the coherence of the internal human resource policies and the significance of aligning them the external strategies of the business. However, one ought to note that the model also takes into consideration certain important aspects of human resource management aimed at ensuring that maximum organizational performance is achieved. It incorporates aspects of employee selection, appraisal, development and incentive. Figure 2 below shows an illustration of how Michigan model is incorporated in human resource. Figure 2 Since the Michigan model focuses on making use of human labor as a resource towards achieving organizational goals without minding other underlying factors, there are certain limitations and significant strengths that come with this model. The importance of the technique is that it focuses on the goals of the organization and nothing else. Through this, managers of organizations get the advantage of focusing on the aspects that are under their control like formal strategies, preferred culture, and structure. While this comes as an advantage, this aspect of the model may also lead to some disadvantages in an organization. The model might lure managers into thinking that by having control over organizational strategy, expected culture, HR systems, and structure and that they have the power to influence people without taking into consideration other HR requirements. Another assumption of the Michigan model that is worth noting is that productivity is always managements key reason for improving human resource administration in an organization. The model also makes assumes that differences in business strategies for related organizations may result in contrasting human resource management styles in activities like appraisal, employee recruitment, rewards and subsequently development. Conflict and leadership As already mentioned, our group members had some conflicts at the beginning of the group work. Despite the fact that this was effectively mitigated with the help of mediation skills from the group leader and I, the fact that the conflict arose is reason enough to discuss it in this section of the paper. Conflicts are not new to groups of people that come together with the aim of achieving a common goal. This is because such goals can only be met through vigorous discussions and debates in which not all groups members share the same opinions or ideas. In addition, members of a particular group may not get along very well, and this might be the cause of conflict between them. I am sure the experience we all had during and after the group work will play a significant role in assisting all of us complete similar university projects in the future and subsequently in employment after graduation. The experience I had in conflict resolution and management of human resource will undoubtedly help me in the future when I get into the job market (Aswathappa, 2013, p. 178). Working together made me understand a few aspects of conflict resolution that can best be explained through standard approaches. On most occasions, the resolution of conflicts in a group of people of the organization can be handled in five major approaches that take the shape of two dimensions. These include: Assertiveness: This is how assertive either or all the parties to the conflict are in pursuing their objectives or concerns. Co-cooperativeness: This, on the other hand, is how uncooperative or cooperative each party of the conflict is in meeting the demands of the other. The five approaches to conflict resolution are detailed below: Competing/forcing Avoiding Compromising Accommodating Collaborating Competing/forcing The competing of forcing approach to conflict resolution aims at discouraging personal objectives that are not aligned with the core goals of the group or organization. It thus fosters group objectives and makes it impossible for group members to prioritize their personal goals and targets. During our group discussions, I noted that a few members of the group had personal objectives. The single way out of this was to hurt a few feelings in order to align goals with the panels core principles (Sims, 2007, p. 56). For this reason, the group members that prioritized their personal objectives had to focus more on the aims of the organization thereby compelling them to have defeated and humiliated feeling. The group leader, on the other hand, had a vindictive feeling after having succeeded in meeting this objective. Avoiding Another important conflict resolution approach that was used in our group was avoiding dealing with then conflict. On most occasions, disagreements result in unwanted tensions that may not be very healthy for the continuation of a group like ours. In such instances, the best way to mitigate the problem is to avoid or assume its existence and go on with other business-related issues as normal. It is worth noting that the method was also used in our group when some conflicts manifested. This primarily came as a result of interpersonal differences that were not supposed to be solved during our group discussions. From this, I learned that it is very difficult to resolve interpersonal differences with the aim of trying to achieve a common organizational goal (Noe, 2013, p. 57). Compromising Compromising as a means of conflict resolution is whereby quick agreements are reached during conflicts so as to avoid the whole process of getting into simpler details of the problem. On an instance, the group members had to reach quick agreements when a conflict occurred. This was done with the objective of avoiding detailed information regarding the problem. For this reason, expedient rather than effective solutions were reached in order to focus the groups attention on meeting its objectives (Secord, 2003, p. 68). Accommodating The accommodating method of conflict resolution involves the maintenance of a harmonious relationship between offender and the rest of the group members. In as much as conflicts may occur where two or more people interact for the purpose of meeting a standard objective, this model of conflict resolution does not offend the parties involved (Torres-Coronas, & Arias-Oliva, 2009, p. 96). Instead, this mode seeks to fulfill the interests of either party by accepting their points of view. It is for this reason that the resolution method is called accommodative approach. Collaborating The collaborative conflict resolution method is aimed at involving all the stakeholders of a given collection of people or organization in solving a problem that may have arisen from the conflict of members. During our group discussions, I noted that collaborating as a solution to conflict between people was used to mitigate particular problems associated with group members failing to read from the same page. On certain instances, all the members of the group contributed towards finding a common ground for other members who seemed to disagree on some issues (Sims, 2007, p. 76). Collaborating as a method of conflict resolution incorporates the contributions of all the participants. The method considers all the contributions as equally important even though they may not necessarily be valid. Instead of emphasizing on the validity of the contributions of each participant, the method emphasizes on the achievement of the correct and intended outcome of the conflict resolution process. It is worth noting that this procedure emphasizes on the participation of both parties involved in a conflict with the intention of coming up with an amicable solution. For this reason, the issue at hand is likely to be solved when this method is put into proper use (Waldrop, 2008, p. 54). According to the conflict resolution techniques stated above, I can comfortably assert that our group borrowed a lot from these strategies. It is evident that a faction of members of the group began their participation in the group in a manner that could be described as competing. To some extent, I believe I was also a victim of this circumstance because I was also competing to some level. However, continued involvement in the group discussions changed my perception of conflict, and I became more resilient to peoples ideas as opposed to behaving in a competing manner (Sims, 2007, p. 76). For this reason, I avoided being part of the conflict. Despite the fact that avoidance resulted in the alleviation of further open unpleasantness, the fact remained that the conflict and issues at hand remained unresolved with the use of this method. The experience with avoidance as a method of conflict resolution equipped me with particular skills that I believe will be helpful when I finally become employed. For instance, I feel like I am capable of leading a group and will for this reason take up an active leadership role when placed in such a group again. That notwithstanding, I saw the consequences of competing while in a group and will, therefore, avoid competition when placed in such a group again in the future (Secord, 2003, p. 98). As a result of this, my failure to exercise utmost tolerance to other people’s opinions and ideas has been an invaluable lesson such that I will undoubtedly employ other corrective measures in the future. Leadership approaches The group leader of our group, who happened to be the only male in then group, played a significant role in not only ensuring that that conflicts within then group were resolved but also making sure that the panels objectives were met (Torres-Coronas, & Arias-Oliva, 2009, p. 116). One should realize that this was not an easy task even though the group comprised of only five members. He managed to transform dysfunctional conflicts amongst group members into functional conflicts that contributed to the development of the group. It is, therefore, imperative to determine the leadership approached that are most useful in meeting such objectives (Winkler, 2010, p. 59). Scholars have indicated that the study of leadership is a complex and convoluted research. This is because many have failed to find a common ground especially when it comes to particular approaches to leadership. However, the complexity of the term leadership is far much beyond the scope of this assignment (Noe, 2013, p. 87). As a result, it is needless to dwell on defining leadership and instead it is important to focus on the leadership approaches that were significant in holding our group together. It is worth noting that the approaches to leadership are the ways in which leadership functions are conducted, and the behaviors that the leaders adopt while exercising leadership roles on subjects. During our group discussion, two approaches to leadership were evident, and it if for this reason that the conflicts that arose were adequately mitigated (Milligan, & Maloney, 1996, p. 98). These include Transformational leadership Transactional leadership Transformational leadership While leadership entails influencing the behavior of other people to conform to particular guidelines and rules, transformational leadership influences behavior by role modeling (Fiedler, & Garcia, 1987, p. 184). Transformational leaders modify the awareness of their subjects in a manner that makes them see the opportunities and challenges contained in their behaviors and environment. In addition, a transformational leader convinces his or her associates to aim higher and utilize their potential to the fullest (Baker, & Doran, 2007, p. 82). I can comfortably say that the group leader of our group possessed all the qualities of a transformational leader. In addition to successfully leading the group amidst conflicts amongst members, the group leader also steered the group towards achieving its objectives. This alone gave me an insight on how to manage conflict as a team leader. It also gave me an idea to ensure that there are no divergent views that do not conform to the purpose of the group or organization (Pingel, 1967, p. 239). Transactional leadership As opposed to transformational leadership, transactional leadership is associated with corrective and constructive transactions (Pearson, 2012, p. 205). This approach to leadership can also be used to illustrate what happened in our group during the times we met to discuss the objectives of the group. Since transactional leaders promote performance with the aim of achieving core objectives of an organization, the manner in which the team leader and I made use of avoidance as a method for conflict resolution shows transactional leadership (Rothwell, & Benscoter, 2012, p. 127). Moreover, transactional leaders define expectations and it is for this reason that the group leader objectified the purpose of the group as opposed to focusing on the conflicts in the group that only hindered progress (Armstrong, 2007, p. 67). Conclusion Conflict management and resolution is an essential factor in human resource. As already noted, human resources need to be exploited fully with the aim of meeting maximum organizational objectives while taking into consideration certain fundamental rights of the workers. Furthermore, the management of an organization ought to find comprehensive conflict resolution processes in order to ensure that the human resource is not affected in any way. The group work assignment gave me precious insights into the formulation, management and control of a panel of people gathered for a universal purpose. That notwithstanding, the job also taught me quite a number of conflict resolution skills and made me aware of how to manage people for the purpose of attaining a common goal. On some instances during the group discussion, members could deviate from the topics at hand and wonder their minds on totally unrelated issues hence resulting to waste of valuable time. Nonetheless, t was from this involvement that I learned how to draw participants’ attention to the issues at hand in order to maximize on the limited time and deliver as scheduled (Derr, Roussillon, & Bournois, 2002, p. 193). Therefore, the engagement in the group assignment also taught me valuable time management skills alongside conflict resolution skills. Because of this, I am sure that I am a better team member and a student courtesy of the involvement in the group assignment. Additionally, it is because of the assignment that I have gained skills that will make me a better employee when I finally graduate and join the job market. References Armstrong, M. (2007). A handbook of human resource management practice. London [u.a.: Kogan Page. Aswathappa, K. (2013). Human resource management: Text and cases. New Delhi: McGraw Hill Education. Baker, J. R., & Doran, M. S. (2007). Human resource management: A problem-solving approach linked to ISLLC standards. 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