The Influence of Organizational Conflict on Job Satisfaction in Saudi Schools - Research Paper Example

Name : xxxxxxxxxxx Institution : xxxxxxxxxxx Title : The influence of Organizational conflict on job satisfaction in Saudi schools Tutor : xxxxxxxxxxx Course : xxxxxxxxxxx @2010 Table of Contents Table of Contents 2 The influence of Organizational conflict on job satisfaction in Saudi schools 4 Introduction 4 Literature review 6 Causes of organizational conflict 6 Managerial Expectations 6 Breakdown in communication 6 Misunderstanding the information 7 Lack of information 7 Skills deficit 8 Lack of accountability 8 Manifestation of organizational conflict 9 Disputes 9 Competition 9 Withholding of Knowledge 10 Impact of organizational conflict on job satisfaction 11 Negative impact of conflict in organization 11 Positive impact of conflict in organization 12 Critical Review 13 Exploring different strategies that deal with organizational conflict 13 Dispute resolution 13 Negotiation 13 Problem solving 14 Counseling 14 Mediation 15 Avoiding style of conflict resolution 15 Competing style of conflict resolution 16 Accommodating style of conflict resolution 16 Compromising style of conflict resolution 16 Collaborating style of conflict resolution 17 Assessment 18 Acknowledgement 18 Attitude 18 Action 19 Analysis 19 Quantum skills 19 Quantum seeing 20 Quantum thinking 20 Quantum feeling 20 Quantum knowing 21 Quantum acting 21 Quantum trusting 21 Quantum being 22 Case study in Saudi Arabia 22 Schools Current' practice and application of organizational conflict managements strategies 24 Conclusion 26 Bibliography 27 The influence of Organizational conflict on job satisfaction in Saudi schools Introduction According to Adrienne (2010), job satisfaction is an employee’s or worker’s state of mind or personal feeling in relation with the kind of his or her work. Job satisfaction is the extent to which people enjoy their jobs. Job satisfaction relates to someone state of mind or personal feelings that he or she has concerning the kind of his or her work. Job satisfaction is very beneficial to any organization for instance workers that are unhappy worker are likely to exit the organization and the gap left will be costly to replace them. According to Helliwell & Haifang (2010), high level of turnover translates to more expenses to train and hire incoming employees. Job satisfaction makes the employees happy. By making the employees satisfied, they develop a sense of belonging and they become loyal to the organization. The employees will show citizenship qualities to the organization and will go out of their way to find means of benefitting it even if it outside their jurisdiction. Job satisfaction also makes burn out to be avoided. Burn out is a syndrome of exhaustion of emotion together with cynicism that come up always in individual that do work that it is not their own (Helliwell & Haifang 2010). Organizational conflict is a condition of discordance prompted by the perceived or actual opposition of needs, interest, and values among the people working in a certain organization. It encompasses disagreement among different groups or individuals about negotiations to acquire scarce resources, ideas, informal opposition to corporate policies, ideas, grievances filed against the organization, and complains about issues related to work. It is the perceptions or incompatibilities of diametrically object values and goals that emerge in the process of organizing (Bruce, 2009). I have selected this topic because it cuts across many aspects of the organization and it can go a long way in demonstrating the role played by conflicts in the organization regardless of it being positive or negative. Conflicts can build or strengthen organizations and on the other hand they can weaken or destroy organizations. The topic will also provide an in-depth and objective analysis of the state existing in current organization, which can prove to be invaluable information to future management teams. The objective and the aim of this essay it to examine extensively but keenly conflict in organization and to better make understanding of this easier, use a case study of the Saudi schools as a case study. Literature review Causes of organizational conflict A number of factors that are either internally or externally instigated cause organizational conflicts. Some of these include the following: Managerial Expectations According to Miller, et al (2004), it is duty of an individual worker to accomplish the expectation of his immediate manager. If there is misunderstanding concerning these expectations conflict may arise. Managers have to spend adequate time communicating to their employees their goals and have to substantiate these goals in a written statement. Employees that are not clear about the expected goals should be encouraged to raise questions during regular meeting held to discuss how best to reach the set goals. Breakdown in communication Candace, et al. (2009) notes that if a department in an organization requires crucial information from another dependable department in the organization in order to accomplish its function, and the second department does not promptly respond to the requested information then a conflict can arise. Disagreement between departments may precipitate nonresponsive attitude that can expediently grow into an internal conflict. This conflict may also be triggered when the management always purports to examine or review a certain issue in a department. The affected department may feel it is being targeted unfairly for always being seen to be wanting. When departments or people are unable to present the requested information in time, they may be doing this on purpose and the unhealthy situation should be resolved quickly through amicable means (Charlotte, 2010). Misunderstanding the information Bruce (2009) argues that conflicts can also be precipitated when people misunderstand given information. Misunderstanding can be a cause of conflict. In case of ambiguity, the people concerned should ask for more clarification. If the person who makes the misinterpretation came to realize it he should apologize immediately to avoid more conflicts being created. The sales department may experience an anticipated shortage in products if the production department misunderstands their objectives. Taking responsibility can resolve a dispute quickly (Miller, et al 2004). Lack of information Jagdip (1998) argues that some come conflict can come up because of lack of information. If information is communicated through newsletters, email, company meetings or reports it does not matter, but a conflict may come up if there is absence of information or knowledge concerning how well or efficiently to use particular information. Questions such like why did you? Or how come we have got this and this? may come up in such a situation. Skills deficit Pajo and Guenole (2010) say that employees may be competent in their work but may lack the important interpersonal skills that are vital in forging good rapport in the organization for the attainment of collective goals and objectives. Effective negotiation skills and rational skills play an important part when it comes to team building and collective responsibility. Solving problems collectively and interpersonal communication increase workers ability to avoid conflicts. Ineffective organizational system Charlotte asserts that interpersonal conflicts may seem to exist when in real sense is the manifestation of defective organizational conflict. Systems of organizational culture that are informal can result into unanticipated conflicts. Lack of accountability Organization conflict may be brought about by mere frustration. Lack of accountability may cause frustration. If there is a mishap and there is no individual coming up to own up for responsible then a conflict may emerge due to lack of responsibility. This means that accusation fingers may be pointed at the wrong person or there may be a futile effort to find who the cause of the problem is. Is someone who is responsible comes up; the frustration would not be there. There should a strict policy about accountability in the organization requiring appending of signatures on documents, maintaining an excellent chronological order in filing system and close follow up. Owning up to a mistake can quickly resolve a conflict. Manifestation of organizational conflict Brent explains that conflict is a process, while dispute is the product of conflict. A process of expressing dissatisfaction is what we call conflict. Conflict is always present, intangible and amorphous in an organization. Dispute is concrete and tangible- has anticipation for relief, positions and issues. Organization conflicts can manifest themselves in a number of ways in the organization. Some of these manifestations may include: Disputes Disputes will involve one or more of things like; a disciplinary action, lawsuits, complains, grievances, strikes, disagreements and threatened legal action. All these are concrete symptoms of an existing conflict or any some of dissatisfaction (Candace, et al. 2009). Competition Some disputes in the organization do not manifest themselves in an explicit manner but rather in an implicit way. Competition among individuals in an organization or competing for recognition or superiority among departmental heads may be a strong sign for existence of a conflict in an organization or coming up of a dispute. Sabotage According to Charlotte (2010), conflict may manifest itself when competent and skilled workers hold back from exacting themselves in their given area of specialization. The integrity of some disgruntled employees may deteriorate resulting into substandard or ineffective and insufficient work being produced. Decreased output, slow work and deliberate delay are all action of sabotage manifestations of a conflict. Team effort can be derailed or refuse totally to pick up (Jagdip, 1998). Low morale Low morale is also a manifestation of existence of a conflict. It is an effort of trying to hide or deny the existence of a conflict. It is another means through which employees protest or show their dissatisfaction concerning a particular issue that has precipitate into a conflict. If the employees are treated badly and their grievances not adequately addressed they can get discouraged and perform below their training and capabilities resulting into decreased work output (Bruce, 2009). Withholding of Knowledge As it is often said, knowledge is power even in the context of the organization. According to Noraini many will practice the withholding of information as a means of exercising control. Such an act is way of showing mistrust that may be a sign of manifestation of a conflict. Being denied information that is valuable to you can be frustrating. Impact of organizational conflict on job satisfaction Negative impact of conflict in organization Dysfunctional opinions concerning conflicts in the organizations have their basis in the beliefs that organizations are created for the sole purpose accomplishing their objectives through structures that define the job perfectly, authorities, and responsibilities. Genevieve postulates each functions fits where it is supposed to be impeccably. This traditional analysis upholds stability, repression and stability of any conflict that comes up. To a conservative thinker, occurrence of conflicts indicates that structures of the organization have not been put in place properly. Immediate solutions will include elaboration of authorities, responsibilities and job descriptions, separate conflicting members and administer punitive actions. This approach will always cause more problems in the organization (Miller et al, 2004). Charlotte (2010) notes that many people value these characteristics that seem to be orderly either consciously or subconsciously. The approach only fits in organizational situations where change and innovation are eliminated. Many organizations work in settings that are disorderly portrayed with persistent adaptation and constant change. Solving disagreements and conflicts in an environment that are dynamic need colossal amount of energy, and will in the process play down positive effects arising from the disagreement like innovation and improved decision making. In the long run this may cost the organization resources and play a retrospective role in the accomplishment of the organizational objectives and goals. Positive impact of conflict in organization Functional opinion about conflict in organizations is seeing conflict as a force that is productive, one that stimulates organization members to escalate their skills and knowledge, and their influence on organizational productivity and innovation. In this approach, the pivot to the success of the organization does not depend on orderliness, clarity, and structure, but in responsiveness, adaptability, and creativity. An organization that is successful than will require conflict to stimulate divergent opinions and new approaches to issues. More so conflict provides feedback for people about the prevailing state of affair or operation. Even conflicts involving the personality send signals to the management about dysfunctional units in the organization and provide an opportunity for improvement. If you stick to an adaptive view of effective organizations, moreover acknowledge that every situation involving a conflict avails a chance for improvement; automatically you change your opinion of conflict. Instead of struggling to resolve the conflict, or playing down its signs, your role translates to the management of conflict, in the end enhancing organization and people instead of destroying them. The major role remains managing conflict and avoiding scenes that may turn ugly. Conflicts provide a chance for revaluation and forging new ways of approaching issues. Critical Review Exploring different strategies that deal with organizational conflict According to Jagdip (1998), conflict management is a method, which tries to synchronize the incongruity that exist among the parties positions to permit contrary forces to be less destructive and to deal with the problematic situation. Disputes are because of prevailing interpersonal conflicts that come up. The strategies used to deal with conflicts in the organization will vary from organization to another and from situation to another. However, the most common conflict management method may include the following: Dispute resolution It is the process of getting possible solutions to existing conflict situations. There are various ways that are used during the process of dispute resolution and these will range from mediation to litigation. In the present society presently, we prefer litigating when conflicts come up. In normal law courts, the judges become the last arbitrator and gives judgment of the conflict, which binds the parties involved, and victory belongs only to one party. This creates a situation of lose-win situation. There will always conflicts that will need such remedy that will involve the court of laws but the subsequent strategies will avoid cases of litigation (Pajo, et al. 2010). Negotiation It is a crucial way of giving resolution to conflict which can be carried out in an informal setting, or involve arbitrators or union representatives. The process of negotiation thorough gathering of facts which encompasses positioning and orientation to enable the parties to best comprehend the positions surrounding the dispute. The process of negotiation prompts a bargained settlement (Candace, et al. 2009). Problem solving It is also a method applied in conflict resolution. The process of problem solving can be carried out by designated official, individuals themselves or under the guidance of a manager. This strategy makes the parties involved point out the problem, inform concerned people and look for options of resolving the dispute. When the process acts effectively one is able to choose the apt option, take necessary action; implement evaluated and monitored decision (Sauer & Canter, 2010). Counseling It is an approach used in conflict resolution, which proves to be very useful. The counselor establishes rapport, get to the root cause of the problem, and put in place an intervention (Bruce, 2009). Mediation Pajo et al (2010), it has proved to be most effective method of conflict resolution in the resent times. A mediator is entitled to explain and introduce the process of mediation. The mediator sort out issues, investigates the truths about the conflict, and creates alternatives after establishing rapport with the parties involved. The mediate always sticks at the neutral position and guidance permitting the parties entangled to decide the appropriate way of resolving the conflict. He also writes out an agreement after clarifying the process and more often, he will be present for any follow up process. Apart from the strategies mentioned above, management theorists Kilmann and Thomas come up with a grid for conflict handling comprising of five conflict resolution styles founded on two dimensions, which are cooperativeness and assertiveness (Adrienne , 2010). These resolution styles include: Avoiding style of conflict resolution This style has little of cooperativeness and assertiveness. The management team does not work together with the parties involved to help the reach a solution. A preferred agreement is not suggested. The conflict is not directly resolved. Avoiding conflict resolution style may be assumed if the manager sees the problem as trivial. In other situations is when chance of a win is minimal or when intervention may prove to be costly. Competing style of conflict resolution It is also referred to as lose-win approach. The manager applying the style exhibits low cooperativeness but high assertiveness. He reaches at his own preferred results at the disadvantage of individuals involved. This style may be applicable when urgent action is required or particularly in emergencies. It also be used to implement unpopular action like cost cutting (Pajo, et al. 2010). Accommodating style of conflict resolution The style involves a high level of cooperativeness. It is referred to as obliging. The manager provides his desired results, goals, and objectives and permits the parties involved to arrive at their own results and goals. It is appropriate when individual come to the realization that they are the ones who are wrong or when the matter is more crucial to one of them. The style is vital for maintaining rapport between the parties even in the future (Charlotte, 2010). Compromising style of conflict resolution The style exhibits low degrees of cooperativeness and assertiveness. It is also labeled as trading or bargaining. It results into suboptimal outcomes. It is applicable when the importance of the goals of conflicting parties are equal, possess equal power and it is imperative to arrive at a timely solution. It is not appropriate when the problem is complex needing an approach that is problem solving. Collaborating style of conflict resolution The style exhibits high degree of cooperativeness and assertiveness. It is sometime referred to as win-win approach. Opposing parties chart their own way to achieve desired results and goals. It is applicable when the problem is complex and creative synthesizing of ideas is needed. It requires genuine efforts of the conflicting sides and may consume a long time before reaching a consensus. Figure 1 (Pajo, et al. 2010). Moreover theorist Victor and Borisoff come up with a five A’S approach of conflict resolution. This involves acknowledgement, attitude, action, analysis and assessment. They propose that the steps permits sustainable problem solving conflict management process (Noraini, 2004). The steps can be discussed as follows: Assessment The parties involved collect required information about the existing problem. The parties also select the mode appropriate for handling the conflict. A central position to the problem is also decided. The conflicting parties also outline where they can compromise and the desire of each party. Acknowledgement At this stage, the involved parties listen to each other. It permits the entangled sides to build empathy that is important for realizing a synergistic solution for the conflict. It gives feedback to other party and exhibits understanding of the position of the other party. It encourages or argues the parties involved to pout out their concerns. Active listening methods are applied in this step. Attitude The step attempts to do away with the basis of pseudo-conflict. Assumptions that are stereotypical are unearthed about behaviors that are cultural. An individual from low-setting culture can misunderstand what an individual of high-setting culture put across. Such variation in communication has nothing to do with the content of the message but involves communication style. Differences in communication styles between men and women are also identified in this step. The issues involved will include interruptive behavior, politeness perception, and assertiveness. In this step also problematic variation in terms of speaking, writing style, and mannerisms that are non-verbal are analyzed. Such variation may obscure meaning. The mediator should be objective and open minded to all conflicting parties. Action In this step the selected mode of conflict-handling is implemented. If the chosen mode involves problem solving, the manager gives a chance for resolution of conflict founded on trust and feedback that conflicting parties have decided on. The parties involved examine the character of opposing parties to see whether trouble sports will come up. Each party must be aware of the communication style that is using and behavior. Actively, the parties involved should be aware of issues raised and find productive solutions. Analysis Finally, the participants arrive at what to do; they review and summarize what has been agreed. Part of this step is to see if each participant’s need has been addressed. The step initiates conflict management approach as a continuous process. Analysis gives an opportunity to participants to monitor long-term and short-term outcomes of resolution of conflict. Quantum skills Darling and Shelton have proposed a management skills set that is apt considering conflict-ridden and dynamic contemporary organization. They have labeled these skills as quantum skills. The suggested skills have been borrowed physics quantum field (Helliwell & Haifang, 2010). They include the following: Quantum seeing It is the capability of seeing intentionally. In the event of a conflict managers should examine their assumptions concerning the conflicting parties and identify intentions underlying that may be the cause for the conflict. The parties should acknowledge the existing connection among parties thought perception and processes and lay out understandable intentions for resolving the conflict positively. Quantum thinking It involves paradoxical thinking skill. To effectively resolve a conflict a paradoxical approach is applied. Win-win results need paradoxical thinking. An acceptable solution is sought to divergent view points. Collaborative solutions are not likely to be reached at by use of problem solving procedures and need unorthodox thinking. Quantum feeling According Academy of Management (2001), it is the capability of feeling vitally alive. It is founded on the premise that conflict organizational level is controlled by negative emotions that are pervasive worldwide in business. Conflict level in organizations has increased owing to fast-based schedules and jobs becoming stressful. Managers using this kind of approach must exercise to view positively even negative events. They challenge conflicting parties to use brain-storming and creative techniques as a means to arriving at win-win solutions. Quantum knowing It involves the use of intuition skill. Managers employing this technique integrate reflection and relaxation in the work schedules. It sticks on remaining mindful of the environment of the organization. Managers provide guidance to all parties to centered responding to negative emotions. Quantum acting It is founded on the capability to in a manner that is responsible. Quantum acting is based on the view that all things in on the earth are a part or section of complex whole where another influences every part. Managers’ thoughts therefore have an influence overall organization. Consequently, the managers must be role models in an effort to come up with response that is more creative to conflict (Adrienne, 2010). Quantum trusting It involves the ability to have faith in the process of life. It is obtained from chaos theory. In the theory it is asserted that organizations will be stagnant if there are no chaos, if they are left on their own they fall to being non-chaotic. This skill is appropriate to managers going through conflict. After the chaos, the organizational units will gradually re-align themselves (Sauer & Canter, 2010). Quantum being It is the ability to be connected to each other in a tight relationship. The skills provide the basis for parties involved to understand and learn from each other. A relation involves perpetual learning. Case study in Saudi Arabia Manifestation and causes of organizational conflict in Saudi Conflicts in Saudi schools emerge mainly from religious beliefs that are thought to be contrary to the teaching of the holy prophet Mohammed. Moreover, extremist beliefs from intolerant groups have been a source of discontent. Recently it was disclosed by the ministry of interior Ministry that some terrorist cells allied to al-Qaida were organizing to carry out attacks against institutions but their efforts were thwarted when they were apprehended. Conflict existing between the government and terrorist groups were indirectly affecting other institutions like schools and individual organizations. Al Qaeda intimidates those who criticize it particular media institutions (Noraini, 2004). Despite the nationals cooperating with security forces to expose the extremists, Al Qaeda has infiltrated the interior of the country getting young boy, training them on extremists’ views, and using them as suicide bombers in other countries. Ideological divisions that exists has been a breeding ground for Al Qaeda to implement its laws that target polarize the society, incite and motivate people to raise funds to facilitate its activities. Conflicts have been manifested in social unrests particularly intolerance when it comes to religion. The divergent divisions on the version of religion give impetus for more problems cropping up. The aftermath of this entanglement is total chaos. The issuance of fatwa’s has caused more problems (Academy of Management, 2001). The Royal decree outlawed fatwa issuance outside the jurisdiction Council of Senior scholars of Saudi Arabia. Some people accusing others of treason prompted this. Those who do that are supposed to be tried and punitive action administered since their goal is to make the already bad situation worse. The infringement of the state of authority goes beyond; decisions that are minor concerning regulations in schools. Saudization of jobs in Quran School has resulted into dangerous incitement. Inciting young people to terrorism creates a deficit in the education process (Brent, 2010). Saudi Arabia is in sheer need of evaluating and reviewing education programmes for the youths. The teachers should receive special training and the syllabus revised. A way of making the young people occupied so that they do not engage in destructive activities and instead direct their energy to good use. The government infringement in the affairs of the school creates strive between it and the school management boards (Brent, 2010). Schools Current' practice and application of organizational conflict managements strategies Conflict resolution centers Such centers have been established to deal with conflict arising from the normal routine of the school or any other external factors. Conflicting parties are brought on one table and their grievances listen to. Appropriate way of conflict resolution is applied. Peaceful school approach It promotes the belief in diversity and nonviolence and pursuing it as a priority goal. Every member of the school community is incorporated. Peer mediation approach Here the youths are involved in the process of conflict resolution. Students who have been given specialized training act as mediators to their peers. Curriculum approach Peace process has been incorporated into the teaching curriculum such that teachers have lessons teaching on conflict and practicable ways of resolving the conflicts. This consequently diffuses a conflict based mind of some troublesome students. Requirements for ideal practice of organizational conflict management Fair ground Fair ground involves creating rightful procedures to be followed by two parties within an organization to solve the issues that arise between them. The Organization should be in position to provide the right mechanism of solving the problems that arise. There should be a situation where the conflicting parties are able to disclose their grievances without fear of victimization. The circumstances should encourage dialogue (Helliwell & Haifang, 2010). Willingness of the parties to solve the conflict The parties involved also should be positive and see the problem as being manageable. They should be willing to talk and hear from the opposing party and importantly accept that there is a problem (Sauer & Canter, 2010 chapter 4). Existence of mediation procedures Wiersma, (2001) argues that every organization must have standard ways of dealing with conflicts or suggest alternatives in case of a deadlock. This rules will give guidance incase a problem or conflict occurs. (Chapter 3). Recommendations Whatever the situation is, the way one deals with a conflict tells a lot how permanent he wants the situation to be. All the parties should be listened to before an arbitral decision is made. Any party that feels aggrieved and denied justice will walk away unsatisfied and unwilling to give its best in its normal duty. The faster conflicts are resolved the better because it encourages good interpersonal relationship and consultative attitude in the organization. Conclusion It is inevitable that conflicts that conflicts will continue to be there regardless of the context of the organization as long as various groups of people or parties are involved. Whatever matters is one opinion about the conflict and what he sees as its impact the overall functioning of the organization. Many organizations have drawn their energy from defining moments of strive caused by a conflict. Some moments of conflict have brought out some differences or misunderstanding that could have evolved into more bigger conflicts in the future and thereby revealing where the organization is ailing and identifying a relief remedy. Different conflicts resolution methods have come in handy during this time regardless of the existing situation. On the other hand we cannot rule out conflicts have made some nations and organization to loose focus and disintegrate completely. Consequently conflicts could bring the operations of an organization to a halt. Some provinces of nations have seceded through conflicts and the disintegration of large nations like the Soviet Union can be attributed to conflicts. A conflict could leave an organization stronger or weaker. Bibliography Miller, D., J. Hartwick, and I.L. Breton-Miller, 2004, "How to Detect a Management Fad And Distinguish It from a Classic." Business Horizons 47 no. 4:7–16. Brent, J. B., 2010, The Journal of Experiential Education. 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