Managing Conflict and Workplace Relationships - Assignment Example

Managing people at work Student's Name: Course Name and Number: Instructor's Name: Date Submitted: Contents Contents 2 A) Introduction 3 B) Questions 4 1. What do you think caused Deborah react in such a manner towards Melinda? Do you think these reactions were justified? 4 2. What could Melinda have done to better resolve this issue with Deborah? 5 3. Is organizational change more stressful for team members or team leaders? Identify the possible stressors for organizational members experiencing change in the workplace as depicted in the case study. 7 4. How might the situation be influenced by organizational or national level-culture? 9 C) Conclusion 11 The success of organizations in modern business environment strongly hinges on strong managerial leadership. Strategic leadership requires that the senior management embrace and implement change. In so doing, the leader must clarify strategic intent, build a strong mission that drives both the management and employees, shape organizational culture and manage conflicts in their organizations. 11 D)References 12 A) Introduction Most organizations have been going through significant periods of downsizing, re-engineering and change over the last two decades. As a result, individuals are finding that their ability to retain their jobs is continually under threat. If individuals in an organization feel the threat, the environment becomes conducive for conflicts. The following essay focuses on managing people at work. B) Questions 1. What do you think caused Deborah react in such a manner towards Melinda? Do you think these reactions were justified? The main reasons that made Deborah react in such a manner towards Melinda include the following i.e. low tolerance for change, different assessment, misunderstanding and lack of trust and parochial self-interest. In general, Deborah did not like the concept of change i.e. she had a low tolerance for change(Eugene, Tee & Ashkanasy,n.d.,P.531-532). The proposed change at HIA brought discomfort and uncertainty towards Deborah. Initially, Deborah allocated herself a two hour lunch break. This was against the HIA limited policy because all employees were allowed a one hour only lunch break. Thus, Deborah react in such a manner towards Melinda in order to save face i.e. her reputation. She assumes that making the necessary changes would be an open admission that she have failed. With regards to parochial self-interests, Deborah reacts in such a manner towards Melinda due to fear of losing things that she value. Deborah fears losing freedom and prestige associated with her job. She has a tendency of arriving late for the job and to leave a little bit earlier than the scheduled time. This fearful employee only has her own parochial interests at heart and not the interests of the organization and its members. Misunderstandings and lack of trust are the other reasons that make Deborah react in such a manner towards Melinda. As depicted in the case study, she does not fully understand why change is occurring and what implications are. Trust is lacking between Deborah and David Gunsberg, who is initiating this change. Deborah had served the company as an office manager for the past 15 years. However, she is left wondering why Melinda was promoted after working in the organization for two years only. Deborah felt that she was not consulted and that, change was urgently effected (Shani, Pasmore & Woodman, 2011, P.267). Also, Deborah reacted in such a manner towards Melinda due to negative assessment of change. She views change, its intentions and consequences differently. On the other hand, Melinda who is initiating change views it positively. In general, I think that these reactions were justified. Resisting change is a common phenomenon and organizational leaders need to take step to minimize such resistance. Minimizing resistance to change plays a crucial role of enhancing employees’ performance. Melinda could overcome this resistance to change by reducing fear of insecurity by telling Deborah in advance what her new role will be. She could also preserve the already existing workgroups instead of dispersing them. These approaches will encourage Deborah to embrace the new change and refrain from acting coldly towards Melinda. 2. What could Melinda have done to better resolve this issue with Deborah? Sometimes interpersonal differences hinder employees from functioning well together. Both Melinda and Deborah should aim at creating a workplace that is more collaborative and less confrontational. Melinda could use the following methods in resolving the conflict with Deborah i.e. negotiation, mediation and de-emphasizing conflict. Workplace mediation refers to act through which organizational members attempt to discuss their differences voluntarily and aim at reaching a common decision regarding their concerns with the help of an independent third party. The main aim of mediation within the workplace is to ensure that the parties are well satisfied to continue working together (Doherty & Guyler, 2008, P.1). Deborah feel that she was being treated unfairly by David as she was not promoted having worked for many years in the company. She openly disagrees with the new company’s policies. Thus, she has become less cooperative than normal, and this has broken down the team efforts. Melinda should thus call a workplace mediator to assist them in resolving this issue. A mediator is often trained to deal specifically with problems at the workplace. As an expert, the mediator understands well the meaning of being independent. Therefore, the mediator will ensure that neither Melinda nor Deborah feels ignored or ganged up. Doherty & Guyle (2008) suggested that the expert also understands the entire mediation process and how to lead both parties to a common solution. Mediation is usually voluntary implying that, the sessions will be neutral as well as productive. Mediation will thus, play an important role of putting a stop to conflict between Melinda and Deborah before it deteriorates. The mediation will even be more productive after the solution is reached, facilitating to patch up damaged working relationship (Doherty & Guyler, 2008). For mediation to be effective, the parties, which are involved, should show willingness to participate in the process. Thus, Melinda should ensure that Deborah has a desire to reach a solution that will allow them to continue working together harmoniously. Both Melinda and Deborah discard hope of winning in favor of resolving their issues quickly (Doherty & Guyler, 2008). Negotiation refers to the situation where parties in a conflict negotiate genuinely a win-win solution by making the compromise for such a solution. Negotiation plays a prominent role in redefining the old relationships between Melinda and Deborah that is not working to their satisfaction. A research which was done by Collins & O'Rourke (2008), suggested that the following conditions must be present for the negotiation process to be effective; First, both parties should be willing to take part in the process. During the negotiation, Melinda should ensure that Deborah is willing to commit herself to good faith bargaining in order to reach a solution. Interdependence is the second condition for the negotiation process. During negotiation, Melinda should tell Deborah about the importance of each other’s assistance. The two parties should restrain from negative action for their concerns to be met. Both parties should also show readiness to participate in the negotiation process. Dialogue cannot commence if participants are not prepared psychologically. Melinda should thus approach Deborah when she is prepared to talk. Also, the outcome should be unpredictable in nature. Both Melinda and Deborah need something from one another. The two should not avoid risk of losing during the negotiation. Thus, each person has a 50/50 chance of winning. The probability of a decisive, as well as one-sided win, should be unpredictable for Melinda and Deborah to start their negotiations. Also, the two parties must be willing to compromise( Conflict and negotiation, n.d). On some instances, not all outcomes meet all the parties’ interests. Thus, both parties must have compromise i.e. willingness to sacrifice on their interests (Collins & O’Rourke, 2008, P.66). With regards to de-emphasizing conflict, Melinda can decide to downplay the issue of contention and instead, focus on achieving her individual and organizational goals (Goldman, 2012, P.193). 3. Is organizational change more stressful for team members or team leaders? Identify the possible stressors for organizational members experiencing change in the workplace as depicted in the case study. Organizational change is more stressful for team leaders as depicted in the case study. Melinda faces immense pressure as she forces the employees to embrace the new change. Melinda tried to motivate workers to perform their duties effectively and enthusiastically but still faced resistance from Deborah (Cooper et.al, 2010, P.1-10). The following are the possible stressors for organizational members experiencing change in the workplace as depicted in the case study i.e. environmental factors, organizational factors and personal factors. Environmental factors that cause stress among employees include economic, political and technological uncertainties. Economic uncertainty refers to the fear of losing one’s job( Organizational change and Stress Management, n.d). Deborah is worried that the new change will phase out her skills and render her redundant. She fears that Melinda will report her to the senior management if she refrains from staying back and work after-hours. The management could decide to fire her due to unconformity. This economic uncertainty brings immense stress (Cooper et.al, 2010, P.1-10). Political uncertainty is concerned with fear of losing one’s’ influence in the organization(Power and Politics, n.d). Melinda’s power is derived from her position in the organization and thus, Deborah is forced to act in accordance with Melinda’s wishes. Melinda forces her team to work beyond the normal time in order to meet deadlines and also support the senior management team. Deborah is concerned that Melinda’s position in the organization could negatively affect her (Cooper et.al, 2010, P.1-10). Technological change refers to fears that one will lose the already possessed skills. Deborah is worried that she will not be able to carry out her duties effectively. She is worried that Melinda could introduce new technologies, which would render, her current skills obsolete (Cooper et.al, 2010, P.1-10). The organizational factors that cause stress among employees experiencing change in the workplace include task demands, role demands and interpersonal demands. Deborah opted to continue working in her own flexible time. However, Melinda was on the view that her demands could not be met as this would lead discrimination in the workplace (Cooper et.al, 2010, P.1-10). Personal factors that cause stress among employees experiencing change in the workplace include such aspects as personality and family problems. As depicted in the case study, Deborah’s stress results from fear of losing her status and prestige (Cooper et.al. 2010, P.1-10). 4. How might the situation be influenced by organizational or national level-culture? Organization culture refers to the deeper level of basic assumptions and and believes shared by members and that operate unconsciously to define an organization’s view of itself and its environment. The organizational culture is made up of the organization as well as the assumptions that are adhered to. Organizational culture is not always a straight forward concept, and the cultural web help to shed light to it (Organizational culture, n.d). The following taken for granted assumptions have an impact on this situation i.e. the routines, rituals of organizational life, power structure and organizational structure (Cameron & Green, 2012, P.139-143). The routines refer to ways that members of organizations behave towards each other and towards the outsiders i.e. ‘the way we do things around here’. Routine can duplicate the working of the firm. Routine also provides the firm with a competitive advantage and cannot be changed easily. Deborah had been used to carrying out her duties freely without being supervised. She is, however, worried about her future due to the implementation of stricter policies by Melinda. This change of routine in the organization makes her opt for the status quo (Cameron & Green, 2012, P.139-143). Rituals of the organization refer to the main events which underlines that what is necessary and that what is not necessary i.e. it emphasizes ‘the way we do things around here’. There are two types of rituals i.e. relatively formal organizational processes and informal processes. Formal processes include training programs, interview panels, promotion and assessment procedures among others. Deborah was unhappy with Melinda’s promotion after only serving the organization for two years. She felt that the senior management team had acted against the company’s policy (Eugene, Tee & Ashkanasy,D,and P.531-532). Informal rituals include such aspects as gossiping and politicking around the workplace. Following Melinda’s promotion, Deborah started behaving coldly towards her. She began gossiping and politicking, and this created a rift between the two (Cameron & Green, 2012, P.139-143). Power structures are usually linked with the main assumptions of ‘who’ or ‘what’ is significant within the paradigm. Thus, the most powerful individuals and groupings are likely to be linked with asset of taken for granted beliefs, which have developed over time. According to the Deborah, power does not have to be based on one’s position. She feels that power should be based on a worker’s level of experience in the organization (Cameron & Green, 2012, P.139-143). The organizational structure usually reflects important relationships and emphasizes who is important in the organization(Motivation from concepts to applications, n.d). Initially, the Housing Industry Association Ltd adopted a devolved structure and thus, there were high levels of collaboration. Melinda applied the centralized structure where employees are on an order to take. Deborah was furious about this new management structure, and she developed negative attitude towards Melinda (Cameron & Green, 2012, P.139-143). C) Conclusion The success of organizations in modern business environment strongly hinges on strong managerial leadership. Strategic leadership requires that the senior management embrace and implement change. In so doing, the leader must clarify strategic intent, build a strong mission that drives both the management and employees, shape organizational culture and manage conflicts in their organizations. D)References “Conflict and negotiation”. Sydney: University Of Ballarat. “Motivation from concepts to applications”. (n.d).Sydney: University Of Ballarat. “Organizational change and Stress Management”. (n.d).Sydney: University Of Ballarat. “Organizational culture”. (n.d).Sydney: University Of Ballarat. “Power and Politics”. (n.d).Sydney: University Of Ballarat. Cameron, E & Green, M. (2012).Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change .London: Kogan Page Publishers. Collins, S & O’Rourke, J, (2008).Managing Conflict and Workplace Relationships. London: Cengage Learning. Cooper et.al. (2010).Organizational Stress Management: A Strategic Approach. 2nd Ed. Ontario: Palgrave Macmillan. Doherty, N & Guyler, M. (2008).The Essential Guide to Workplace Mediation and Conflict Resolution: Rebuilding Working Relationships. London: Kogan Page Publishers. Eugene,Y,Tee,J & Ashkanasy,M. (n.d).Organizational Change and Stress Management. Goldman, B. (2012).The Psychology of Negotiations in the 21st Century Workplace: New Challenges and New Solutions. London: Routledge. Shani, A, Pasmore, W & Woodman, R. (2011). Research in Organizational Change and Development, Vol. 19.London: Emerald Group Publishing. Read More