Power and Conflict in the Workplace - Essay Example

? Power and Conflict in the Workplace Power and Conflict in the Workplace Conflict is a status of opposition between individuals or interests. In a normal setting, workplaces usually comprise of several groups and individuals who have different expectations from the employment opportunity. The diversity in the expectations of employees may result to conflicts within the workplace. There are several forms of conflict that are involved in the workplace (Loosemore, 1999). Most employers are still investigating some of the general outcomes involved in the conflict resolution techniques, which can be employed in the place of work to decrease the impact of workplace conflicts. This paper will discuss how power and conflict arises in a workplace. In a workplace, conflicts are endemic and inevitable. As stated above, there are several issues in a workplace that cannot be ignored. In most cases, these issues are related to the social and personal livelihood of an individual. Thus, these aspects can result to a serious conflict in the workplace. Power in the workplace is considered a vital aspect in the organization. Most organizations have an organizational chart that shows the hierarchy of the employees (Woods, 2010). Research asserts that the continual bickering and conflict within an organization has a severe impact on the business. This is because the relationship between the employees is entirely deteriorated. This highlights that conflict in the workplace is an unavoidable condition. In certain cases, the conflict in an organization can be beneficial. For instance, if the employees have conflicting opinions, the aspect of creativity is substantially enhanced. Conflict in the workplace can also provide a clear insight into some of the weighty issues involving the company (Kusy & Holloway, 2009). However, resolution of conflicts is extremely difficult. The executives of the organization are supposed to identify some of the sources of the conflict to address them properly. There are several sources of conflict including lack of clarity, power struggles, lack of communication, conflict of interest and limited resources among others. According to several scholars, these are the main sources of a conflict in any organization. The employees in most corporations are involved in conflicts when there is the lack of clarity. The aspect of clarity in an opinion related to the organization, which may lead to a turf conflict within the organization (Woods, 2010). Therefore, the executives in an organization are supposed to provide a clear job description to all employees in the organization. Nowadays, most individuals require adequate resources to do their work. Most organizations have even included the employees in the resource allocation process in order to enhance better allocation decisions (Zhang, Dhaliwal & Gillenson, 2011). Furthermore, employees can be involved in conflicts of interest whereby they fight over personal goals. The misunderstanding between the employees can cause a vast setback in the organization. The employees are advised to make sure that their efforts and personal opinions should correspond with the strategic business goals of the organization. In addition, power struggles are also considered as a main source of conflict in most organizations (Gramberg & Teicher, 2006). Power is defined as the force that is used to achieve a set goal. In the contemporary society, the aspect of power is portrayed in a negative way. The need to have control over most of the projects handled in the workplace creates conflicts in the organization. Power struggles can also lead to segregation which entails suspicion, gossiping and ultimate conflict. The election of new executives also leads to various unpredictable policies in the organization (Sorenson, Morse & Savage, 1999). Lack of clear policies enhances conflict. Also, conflict involves exercising the power of an individual to control the resources in the workplace or even influence behavior. For individuals to utilize conflict in a constructive manner they should be able to change the general perception of power especially in the workplace. Research asserts that individuals are supposed to view power as an evergrowing resource. This points out that the employees in the workplace should not perceive power in the domination dimension. Communication is also a vital aspect in the workplace. Lack of a clear communication channels among the employees is also crucial in a workplace setting. This is because the employees are not coordinated to achieve the common goal of the organization. It is quite clear that the conflict in a workplace is an inevitable aspect, but it is also an inherently creative force in the organization (Murphy & Heim, 2001). Conflict can be primarily classified into two main categories which are constructive and destructive conflict. Constructive conflict leads to creativity in the workplace. There is a theory that claims that conflict is inevitable in most of the human affairs but, violence is not. However, these conflicts can be resolved peacefully to avoid its effects. In the workplace, the conflict can be stressful and perplexing. On the other hand, constructive conflict is useful because it enhances the ability of individuals to make creative solutions through compiling new ideas. In the contemporary world, real growth requires risks and creativity that is enhanced by conflict. Suppression of a conflict leads to stagnation and conformity (Murphy & Heim, 2001). Human beings are not motivated to change unless they allow their personal beliefs to get challenged. Conflict has the ability to alienate effective work and also broaden and clarify the understanding of an individual in various crucial issues. This is viewed as a soured of motivation to the human beings. The handling of a conflict determines if the conflict is either destructive or constructive. Constructive conflict comprises of a willing nature to learn and develop other ideas (Murphy & Heim, 2001). On the other hand, destructive conflict entails threats, secrecy, miscommunication and destruction among other misdeeds. The issues related to conflict can arise from the working conditions that are set by the executives of the organization. Some of the working conditions include working hours, teamwork and multiskilling. For example, when the working hours in a certain department in the organizations are altered without a clear reason, the employees can have conflicting ideas with the management. This is because they might require an increment in their salary in case the working hours are extended. In severe conditions, the employees have the capability to file a complaint based on transport and security issues. In addition, employees who are multiskilled can work in two different posts in order to earn a higher salary. However, a conflict can arise in a case whereby the employee refuses to give up the post to another qualified individual. This employee can also feel overworked. The wages and salaries paid to the employees can also lead to conflicts which affect the business (DuBrin, 1990). In most cases, the salaries of the executive employees are extremely higher compared to the other employees who earn the minimum wages. Some individuals claim that the employees are supposed to be paid according to the proportion of the work they perform. It is essential for individuals to appreciate and understand the different viewpoints that are involved in conflict. This will be substantially aid in resolving the conflict to avoid serious consequences that can arise if the situation is not addressed amicably. In overall, the most salient factor is the maintaining of a healthy lifestyle to avoid any conflicts. The executives in most corporations are advised to resolve the conflicting situations through several methodologies (Likert & Likert, 1976). There are several focal steps that can be followed to alienate conflict in the workplace. These steps include the preparation of a resolution scheme, understating the situation and reaching at an agreement. The first step is categorically divided into four sections. The preparation for the resolution of a conflict involves acknowledging the conflict, discussion of the possible impact, accepting a cooperative process and enhancing effective communication. In the first step, the employees should acknowledge the conflict to initialize the resolution process. After this, the team discusses the impact of the conflict on the dynamics and the performance of the corporation. Every member of staff should cooperate in the process of conflict resolution through proper communication (Woods, 2010). The second procedure involves understanding the situation. In this case, the employees provide their point of view in order to clarify the position of each employee. (Chism, 2011). These positions are clarified properly and analyzed by the team in an open dialogue. The facts and assumptions related to the decision making procedure are also convened to the employees. Lastly, the employees decide on the best decision that will solve the predicament involved entirely. This resolves the conflict after obtaining the different perspectives about the conflicting topic. In conclusion, according to the decision making procedure, the conflicts are constructive when dealt with immediately. The most salient aspect is to embrace the ideas and assumptions of other individuals. The executives in the workplace are also supposed to pay maximum attention to some of the warning indicators and promote respect between the employees. They are also supposed to learn about some of the methodologies they can use to cope with potential weapons and threats in the workplace. This will enable them to use a team approach when solving the conflicts in the workplace (Blake & Mouton, 1964). References Blake, R., & Mouton, J. (1964). The managerial grid. Houston: Gulf Publishers. Chism, M. (2011). Stop workplace drama: Train your team to have no complaints, no excuses, and no regrets. New York: Wiley Press. DuBrin, A. (1990). Winning office politics: Dubrins Gd for 90s. New York: Prentice Hall Press. Gramberg, B., & Teicher, J. (2006). Managing neutrality and impartiality in workplace conflict resolution: The dilemma of the HR manager. Asia Pacific Journal of Human Resources, 44(2), 197-210, doi: 10.1177/1038411106066396 Kusy, M., & Holloway, E. (2009). Toxic workplace!: Managing toxic personalities and their systems of power. New York: Jossey-Bass Publishers. Likert, R., & Likert, J. (1976). New ways of managing conflicts. NewYork: McGraw-Hill Press. Loosemore, M. (1999) Responsibility, power and construction conflict. Construction Management and Economics, 17(1), 699-709, doi:10.1080/014461999371042 Murphy, S., & Heim, P. (2001). In the company of women: Turning workplace conflict into powerful alliances. Arizona: Tarcher Press. Rahim, M. (1985). A strategy for managing conflict in complex organizations. Human Relations, 38(1), 81-89, doi:10.1177/001872678503800105 Sorenson, R., Morse, E., & Savage, G. (1999). A test of the motivations underlying choice of conflict strategies in the dual-concern model. International Journal of Conflict Management, 10(1), 25-44, doi:10.1108/eb022817 Woods, S. (2010). Thinking about diversity-related conflict: Respect, recognition and learning. Retrieved from http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1107&context=workingpapers Zhang, X., Dhaliwal, J., & Gillenson, M. (2011). Interersonal conflict between developers and testers in software development. Management Journal. Retrieved from https://umdrive.memphis.edu/g-mis/www/memphis/step/documents/papers/ZhangX.step-07.pdf Read More