Organizational Communication & Conflict Management Systems - Assignment Example

Part The main issue is that it is not realistic for the staff of ACC to meet the current goal of 80%. Although the scenario does not mention the previous standard, it is apparent that the change is significant and it is causing a huge degree of strain and anxiety amongst the staff members. This is generally problematic since it is leading to a disincentive to effort rather than what Mr Wigum expects. Secondly, there is a communication gap that has been created due to the absence of Mr. Matthew Key. This means that the grievances of the staff members cannot be heard for constructive measures to be taken about them. There is the lack of cooperation and coordination. Everyone is interpreting things they way they deem fit. That is causing issues on departmental level. It could spiral into the strategic level unless something constructive is done to turn the situation around. Part 2 “Anxiety is where a person experiences excessive and uncontrollable worry about future and past events” (Cowden, 2011 p1). This means that a person gets anxious when there is a clear and credible worry that makes him or her experience serious and untold mental agony and pain. This is a common phenomenon that occurs to all people. However, most people do not take notice of it. Cowden (2011) states that this often happens when people are not sure if they will perform competently or not. This leads to a high degree of self consciousness amongst people. One of the prescribed solution to anxiety is communication. Cowden (2011) states that “communication in all aspects of an organisation is important to ease anxiety”. This is because when people get into a state of uncertainty and they are not sure of what to do, they often need to be given some form of assurance. This is done through communication. A practical suggestion given to attain this is to “... keep lines of communication open for any progress or important pieces of information” (Cowden, 2011 p6). In order to ease anxiety, Cowden also suggests that there is the need for a blend of important methods. He states that “conflict management, communication with diplomacy and tact are important in eliminating anxiety and tensions” (Cowden, 2009 p8). “Conflict management system refers to a comprehensive set of policies designed to manage conflict in the workplace” (Aula and Sirra, 2010 p127). This means that in most workplaces, there are conscious efforts to manage conflicts as they come up. Thus, if an organisation does not have such a system, they can set up one in order to run affairs and eliminate conflicts as and when they emerge. Aula and Sirra, (2010) go on to say that “communication has been found to play an integrative role in conflict and conflict management” (p128). In other words, communication is important in preventing conflicts and also managing them. Communication provides important connection and coordination needed to cause things to go in the right direction and enhance mutual understanding and cooperation. There are two significant facades in managing conflicts (Aula and Sirra, 2010). The first is the mechanistic model which involves treating conflicts as nonlinear disorders and chaos which leads to emergency solutions to the problem. The second approach which is to see conflict as a natural part of human nature and a normal part of the growth of the organisation. In using communication as a tool for completing conflict management, there is the need to introduce the concept of effective communication. “Effective communication includes listening, explaining principles, acknowledging and discussing differences and similarities in views, recording appropriate treatments and negotiating agreements” (GIIT Core Curriculum, 2001 p3). Effectiveness in communication is very important and vital to the growth of human relationships and the enhancement of connection in organisations. Hence, they are crucial in the prevention and resolution of conflicts and disorders. This makes it possible for all parties to feel part of the organisation and work hard to attain the ends and strategic vision of the organisation. Through this people blend their personal expectations and the organisations goals and this enhances contribution of members both individually and collectively. The main barriers in communication identified by Woods and Coutts (2000) include the following: 1. Lack of clarity: Communication is not clear and people are unsure of how to act. 2. Lack of interdisciplinary involvement: Some groups and units are left out and coordination is fouled. 3. Autocracy: One unit takes all the decision and impose it on the rest without respect for their veiws and emotions. 4. Tensions and disagreement. 5. Wrongfully transmitting messages and wrongful decoding of the message. Part 3 From the scenario, several pointers can be diagnosed in the situation in relation to the literature review examined. First of all, there is general sense of anxiety in the school. People are not sure of what to do and they are just trying to do their best according to what they believe to be right. Clearly, the message sent by the principal has not gotten down well with the people. People are decoding it subjectively and it is causing problems. Secondly, communication systems in the school are not functioning properly. Since the absence of Matthew Keys, it is apparent that no one can go ahead and communicate appropriately with Mr. Wigum. There is the lack of clarity and different units of the school are operating as and how they deem fit. Thirdly, it can be said that Mr. Wigum is technically operating without consulting other members of the school. He takes decisions without the consent of anyone or the inputs of other people. This means that there is a high degree of unrealistic planning going on here. In order to deal with the problem, there is the need to approach it as a mechanistic situation and the confront it as required. To this end, the various units must identify this particular event as problematic and get a lasting solution to it as well as set the precedent to avoid future recurrence. There is the need for a conflict management system. In this system, there should be a unit through which grievances against the principal can be forwarded to him. This way, there can be the involvement of different interest groups and their ideas can be factored into decision making. To ensure effective communication, there should be a forum through which decisions can be taken with regards to the views and opinions of all the units of the school. This should be done through regular meetings between the principal and the staff so that new trends and new plans can be discussed and consensus can be gained. Thus, the school needs a point of raising grievances amongst the staff members to ensure conflict management is done regularly and there is the need for a forum to ensure effective communication. With this, tensions and anxieties will be eased and there will be a framework for solving problems that would emerge. Concerning the issue at hand, there is the need for the staff members to make use of their collective strength. They need to come together and approach the principal as a group. Through this, they can state the problems which include: 1. Difficulties in attaining the 80% from the previous level. 2. The individual challenges faced by each department. 3. The need for cooperation and coordination. Through such an emergency meeting, the principal can come up with his reasons for setting the target. The heads of departments can state the reasons why those targets cannot be met. Then the headmaster and the heads can come together and find was of getting the targets together as a single unit, rather than individual units and components. With this event, they can set up a blueprint for ensuring effective communication and conflict resolution stated above. They can have regular meetings and emergency issues can be raised at certain points and at certain times with the head master References Aula, P and Sirra, K. (2010) “Organizational Communication & Conflict Management Systeems” Nordicom Review 31 (2010) pp125 – 141 Cowden, P. (2011) Communication & Conflict: Anxiety & Learning” Research in Higher Education Journal Vol 2 (29) pp1 – 9 GIIT Core Curriculum (2001) “Communication & Conflict Resolution Methods” Harvard Business Review 2 (21) Woods, A. M. and Coutts, C. (2000) “Communication” Interdisciplinary Team Training Resource Journal Read More