Conflict Management after Recommending Salary Increase - Example

Running Header: Conflict Management Student’s Name: Instructor’s Name: Course Code Date of Submission: Conflict Management after Recommending Salary Increase Introduction Conflict occurs when people in an organization or community have different priorities or values. Conflict resolution is designed to eliminate the destruction that can be caused by conflict in an organization or the community. On the other hand, managing a conflict is the best way forward for people who have a disagreement because it reduced the destruction but also allows constructive conflict to exist. Positive conflict is when a conflict in an organization or in the community is used to improve problem solving, increase participant commitment and involvement, clarify issues and finally result in better outcomes. Conflict is sometimes very important in an organization because when all employees, managers and shareholders agree on every decision; there will be dire ramifications that will not be accounted for by members in the organization. Change which is inevitable in the contemporary society will not occur in the community or organizations when everyone has the same values, beliefs and thoughts. Some companies achieve organizational change after a severe conflict which was managed in responsible and considerate manner. Conflict that is left to run its course will be very destructive to the community or organization. When change needs to occur, senior management in a company decide that conflict is necessary to change the normal and comfortable tasks, beliefs and values that prove to be less innovative and bring about changes that will take the organization to the next level in terms of short term or long term key objectives. Thesis Statement: Conflict management improves the outcome of an organization or the community as compared to conflict resolution. Conflict Description The workforce of a new media company had a conflict when the CEO recommended that only certain employees get salary increment. This decision caused a major conflict in the company because all employees wanted a salary raise regardless of their experience. The CEO did not agree with the other employees who wanted a salary increase because the company only increases the salary of employees who have worked for a long period of time. New employees argued that their performance is what matters as compared to the period of occupation. This is mainly because they put all their creativity, energy and teamwork to achieve set organizational goals and do not get any reward because they are new in the company. Power Structures Conflict has different forms of power structures: distributive, integrated and designated. Distributive power structure is when there is a power struggle during the conflict. People tend to believe that the other person who is a senior manager in a company, the CEO or a distinctive member of the community has more power. This form of power structure mainly focuses on a win or lose situation. Integrative is a power structure based on interests and rights. People in a community or an organization are incorporated into making decisions as partners instead of having uneven distribution of power. Designated power is a where the community give power to a group of people for example the stakeholders in an organization, the military, the police or teachers and use that power to maintain order in the community or organization. The power structure used in the media company was distributive because the CEO had control over resources that are mostly valued in the organization, he was not easily replaced and he was centrally connected in the company’s work flow. Conflict Styles The conflict styles used in an organization that has internal conflict are competing and avoiding (Higgerson, 2007). In competing, the CEO advocated the needs of older employees over the needs of equally competent new employees. This form or conflict has poor communication, coercive power and low considerations for future associations. The older employees in the new media company also supported this decision hence giving them control over the discussion in rules and substance. These older employees feared that loss of the competing control would lead to solutions that would fail to meet their individual needs. Avoiding style of conflict is where people decide to avoid discussing a policy because they fear that the conflict will be very destructive beyond measure. When the CEO decided to increase older employees’ salary he did so without consulting the whole work force and the other employees found out through the company accountant. The new employees found out that older employees in the company had increased salary for a few years and they began to question their own competence and value in the company. Aims of Participants The new employees, the older employees and the CEO wanted to a balance when the conflict began. Working in a new media company is challenging because there are short term and long term goals and also employees’ personal goals to be achieved. Companies that recruit new employees every month fail to meet their objectives in case employees resign frequently. In an attempt to retain the new employees, the CEO has decided to manage the conflict while the older employees in the company have decided to use the motivation and creativity provided by new employees to improve their careers. The aims of the new employees are to be recognized for the good work done and also receive rewards which are motivation to work harder. Tactics Employed in the New Media Company Managing and resolving conflict can be a difficult task especially where valuable human capital is concerned. The CEO decided to use integration power structure in resolving the conflict by incorporating all employees in the company’s official meetings. The tactics used to manage the conflict caused due to organizational change are through rewards and persuasions (Kriesberg, 2003). Rewards were given to employees who had high performance. This tactic is a positive sanction meant to win compliance and it is also effective in interpersonal contexts. Persuasion tactic is an effort meant to influence an opponent to alter his or her perception of the conflict. In the new media company, the CEO presented valid information and appealed to the new employees that increasing salary for older employees in the company is meant to retain the people who have been trained in the company for a long period of time. The older employees had a lot of experience which could be valuable to new employees and that is why their salaries were increased. Face-Saving Face-saving is a concept in conflict management that makes an opponent to avoid backing down even when he or she realizes that he or she is wrong (Debray, 2005). This is meant to maintain the reputation of the opponent in the conflict. The new employees in the new media company knew that there is a policy in almost all corporations that allow people who have gained experience working in the same company to get either a promotion or get salary increment but the new employees decided to continue with the conflict to maintain their self image. The CEO however did not gloat after explaining to the new employees that older employees were as valuable as new employees because of experience and expertise. Existing and Past Relationships The new media company had a good relationship among the work force because employees’ payroll was not disclosed until recently. The starting salary for new employees was however an open discussion because all employees must undergo probation for further training. All employees and the management shared their skills and talents in improving each other’s specialty in the company. Currently, new employees are distant to older employees because they feel inferior and worthless in the company. The older employees on the other hand feel threatened by the new employees because of the salary increase conflict. In case the CEO decides to resolve the conflict, their salaries will be reduced to level that of new employees because the company does not have the financial capabilities to increase the salaries for new employees. Cognitive Distortion Theory This theory indicates that people in a community or organization misinterpret incoming data and respond by evoking a negative thinking which maintains negative emotions. The conflict in the new media occurred because the new employees were using the mental filter aspect of the theory that made them focus on the salary increase while ignoring the strategy used to retain experienced employees and also motivate others. Cognitive distortion theory has been used in the new media to show how the new employees lack information and their response towards this lack of information and the theory will be used to detect future conflict caused by lack of adequate organizational data. This theory has been used to guide major organizations which are in transition to change their technology, structure and financial input (“Corporate Connexions International”, 2010). The strength of the theory is that it recognized the reasons why employees were resistant towards organizational change and the weakness of the theory is that it does not consider other factors outside of the office can affect an employee’s negative emotion towards change. Recommendations I would organize a meeting where all employees are taught about the rules and regulations in the organization regarding salary increase and performance. I would reward employees who perform their tasks well and in time so that the new employees will be motivated and feel valuable in the company. Conclusion Conflict management improves the outcome of an organization or the community as compared to conflict resolution. The new media company found strategies or tactics to educate the new employees on the rules and regulations of the company about salary increment and also by recognizing their efforts and reward the good work. The CEO communicated with the new and old employees in a mature and responsible manner to make sure that all employees considered themselves valuable. Cognitive distortion theory was used to understand the nature and style of the conflict, the relationship among employees and the solution to managing the conflict for better outcomes. REFERENCES Corporate Connexions International (CCI). (2010). Change management. CCI Corporate Profile. P. 1 Debray, R. (2005). Revolution in the Revolution? New York: Grove Press. Higgerson M., L., (2007). Managing Conflict. In Communication Skills for Department Chairs. Bolton, MA: Anker Publishing, Inc. Kriesberg, L. (2003). Constructive Conflicts: From Escalation to Resolution, 2nd Ed. New York: Rowman & Littlefield. Read More