The Difference between Competition and Conflict - Assignment Example

Critical Thinking Questions Q Do you think competition and conflict are different? Explain.The concept of conflicts and competition are often interchanged by many people despite the significant differences between the two. Implementing a competition within a work place could either build a strong relationship between both team or trigger a conflict among the team members. (Tjosvold et al., 2003) Basically, the presence of a competition motivates each individual or a group to defeat the other party in order to win or be recognized for his or her own achievements while totally disregarding the personal needs of the competitors. (Kilmann and Thomas, 1977) In the process, each participants work hard so as to deliver their best performance. As a result, the winner could enjoy the privilege of the positive impact over their own self-esteem. (Meeker, 1990) On the other hand, organizational conflict arises when two different individuals within the workplace does not agree on the implementation of a business strategy, decision-making process or the specific management style of a business manager among others. (Burgess and Burgess, 2001) In the absence of a good leadership within the working environment, the presence of a conflict is considered destructive since it could lead to a significant decline in its productivity level as it increases work-related stress, employee turnover, tardiness and absenteeism. (Patrick-Vaughn, 2007) Q.2 "Participation is an excellent method for identifying differences and resolving." Do you agree or disagree? Discuss. I strongly agree that participation is an effective way of identifying the differences between two different individuals or groups in order to resolve any kind of organizational conflicts. An effective communication is necessary not only in preventing internal conflicts but also in developing a significant interpersonal relationship among each of the team member. (Katz and Lawyer, 1992: 11) Considering that internal conflict often arises from lack of communication among the employees, implementing a strong organizational culture that practice voluntary team participation among the employees could lessen the probability of problems related to misunderstanding among the stakeholders. Basically, it is important for business leaders to develop a two-way communication line between the top management and the entire work force since employees are unlikely to participate in something that is not clear to them. (Tichy and Sherman, 1994) Implementing an active participation among the employees does not only resolve internal conflicts, it also provides each employee with a positive feeling about themselves as well as their job. (Strohmeier, 1998; Slater, 1994) In line with a strong organizational actions, shared opinions as well as active participation among the stakeholders, a business organization could become more productive and competitive as compared to the absence of active participation. (Strohmeier, 1998) Q.3 From your own experience, describe a situation in which you were involved for which the conflict was dysfunctional. Describe another example, from your experience for which the conflict was functional. Now analyze how other parties in both conflicts might have interpreted the situation in terms of whether the conflicts were functional or dysfunctional. While working as a cashier in a small restaurant, two of my male co-workers had an interpersonal conflict concerning a particular girl at work. Each day, their arguments were growing to the extent that the conflict was affecting their work performance. I did approach the branch manager with regards to this matter. The manager told me not to get involved with the personal matters of other workers. The manager does not really know how to handle organizational conflicts since he only allowed the argument to grow causing both workers to end up in a fight. In the end, both workers were forced to resign from work for the unacceptable behavior inside the restaurant. This is an example of bad, destructive or dysfunctional conflict because of the negative result. (Amason, 1996) Conflict can also be good, constructive or functional given that it could result to the increase in production or something. (Amason, 1996) For example: the production and sales managers were having misunderstanding with regards to the delivery schedule of a particular item. In line with this matter, the general manager noticed the conflict and immediately called both managers for a meeting. Through an open communication, both managers were able to agree on a strategy on how to solve the problem. As a result, the working relationship between the sales and production manager was strengthened. Q.4 Assume a Canadian had to negotiate a contract with someone from Spain. What problems might come up? What suggestions would you make to help facilitate a settlement? A possible conflict that may arise is due to their cultural differences. For instance: Spanish business people are open about discussing a business proposal during lunch or dinner. (Paul, 2007) However, there is a need to make an appointment with someone from Spain ahead of time in order to allow him/her to prepare for the business discussion. Even though Spanish businessmen are willing to discuss a business proposal during lunch or dinner, they simply find it inappropriate to close a business deal outside the office. Another important consideration is the fact that Spanish business culture gives so much with the organizational hierarchy and position. (Klaus, 2007) For this reason, it is essential for the Canadian businessmen to have someone with equal rank or authority with the Spanish businessmen to conduct the business dealings. In order to avoid misunderstanding and petty conflicts between the Canadian and Spanish business people, it is necessary for the Canadian businessman to carefully research and study the cultural background behind doing a business transaction with Spanish businessmen. By doing so, Canadian businessmen could avoid unnecessary conflicts associated with their cultural differences. As a result, it is possible for the Canadian businessmen to increase the success rate of the business negotiations processes. Q.5 Paul S. Pressler, CEO at The Gap Inc., wants to stimulate conflict inside his firm. But he wants to minimize conflict with outside parties - agents, contractors, unions and so on. What does this say about conflict levels, functional versus dysfunctional conflicts, and managing conflict? Pressler as the CEO at The Gap is aiming to stimulate a functional conflict within the internal stakeholders of the company in order to promote and increase the production output within the business organization. According to some cognitive scientists, business managers should take advantage of having a sustainable level of functional conflict within the business organization since it could increase the creativity of the team members which is necessary in the practice of a good decision-making process as well as an increase in production and job satisfaction. (Leung et al., 2002) In the process of a having a functional conflict within the working environment, each of the team members will be motivated in delivering the best of their work performance in order to prove themselves a valuable part of the work force. In general, it takes a good leader to be able to convert a dysfunctional conflict into a functional conflict. In line with a strong organizational values and culture, resolving internal conflicts through the implementation and promotion of team participation as well as the practice of two-way communication among the stakeholders is so much easier than managing conflicts outside the organizational framework. Since conflicts outside the business organization are more difficult to manage, there is a higher probability that such conflict will become dysfunctional. *** End *** References: Amason, Allen C. "Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams." Academy of Management Journal (1996): Vol 39, pp. 123 - 148. Burgess, Guy and Heidi Burgess. "Conflict Research Consortium." 16 April 2001. Applied Research, Education, and Practice Focused Upon the Development of More Constructive Approaches: Intractable Conflict Knowledge Base Project. Appendix 1: Theoretical Foundations of the Consortium Program. Available Online. 1 March 2008 . Katz, Neil and John Lawyer. Communication and Conflict Resolution Skills. Dubuque: Kendall/Hunt, 1992. Kilmann, Ralph H. and Kenneth W. Thomas. "Developing a Forced-choice Measure of Conflict-handling Behavior: The MODE Instrument." Educational and Psychological Measurement (1977): Vol. 37, pp. 309 - 325. Klaus. "Just Landed: Spain." 7 June 2007. Business Manners in Spain. Available Online. 1 March 2008 . Leung, Mei-yung, Thomas S. Ng and Sai-On Cheung. "Improving Satisfaction through Conflict Stimulation and Resolution in Value Management in Construction Projects." Journal of Management in Engineering (2002): Vol. 18, Issue 2, pp. 68 - 75. Meeker, Barbara F. "Cooperation, Competition, and Self-esteem: Aspects of Winning and Losing." Human Relations (1990): Vol. 43, pp. 205 - 219. Patrick-Vaughn, Megan. "Vancouver Business Journal Online." 31 August 2007. Calming Conflict. Available Online. 1 March 2008 . Paul. "Just Landed: Spain." 7 June 2007. Doing Business in Spain. Available Online. 1 March 2008 . Slater, Robert. Get Better or Get Beaten: 31 Leadership Secrets from GEs Jack Welsh. New York: p. 139, 1994. Strohmeier, Brian R. "Resolving Conflict at the Highest Corporate Level: Literature Review on the Leadership Style and Tactics of General Electric CEO Jack Welch." Journal of Management Systems (1998): Vol. 10, Issue No. 3, pp. 73 - 90. Tichy, Neol M. and Stratford, Sherman. Control Your Destiny or Someone Else Will: Lessons in Mastering Change - The Principles Jack Welsh is Using to Revolutionize General Electric. New York: Harper Business, 1994. Tjosvold, Dean, David W. Johnson, Roger T. Johnson, et al. "Can Interpersonal Competition be Constructive within Organizations?" Journal of Pscyhology (2003): Vol. 137, pp. 63 - 84. Read More