Essays on Conflict Resolution in the Workplace Coursework

Download full paperFile format: .doc, available for editing

The paper "Conflict Resolution in the Workplace" is an outstanding example of management coursework.   A simple definition of the workplace is the setting in which work is performed, this could be interpreted as the physical location at which people interact in the process of producing goods or services for an organizational purpose. Conflict in the workplace exists when two or more parties disagree about something. These parties are interdependent, meaning that the resolution of the conflict to mutual satisfaction cannot occur without some mutual effort. The disagreement may be real or merely perceived but it is psychologically felt at least by one of the parties.

Also, conflict may or may not result in an observable response. The absence of overtly conflictual behaviors is not necessarily indicative of the absence of conflict. Basically conflict would exist when there is a disagreement between two or more parties who are interdependent. As such conflict might recede or evolve into formal challenges, contests or disputes. It may result in harm or goo and might be amenable to mutual resolution or require intervention for a solution. Nature of Conflict According to Masters and Albright (2002) regardless of their status or intensity, most conflicts at work fall into one or more of three overlapping categories: that of interests, rights and power.

Conflicts over interests concern disagreements that affect the things that people want or need to receive as a result of their association with the workplace. These matters run the gamut from general treatment in the workplace to more specific concerns such as assignment evaluation, scheduling, promotion and compensation. Conflicts over interests occur among and between employees at various levels across an organization.

One may or may not be directly involved but nonetheless materially tend to have an impact given the nature of the managerial role that is played by the associates of the conflict. These tend to involve underlying rights. There is also a tendency in such conflicts for power relationships to be involved. This is the kind of conflict that characterizes the current situation, given that the perception Mike has is aimed at an understanding of the fact that his interests were overridden when Jess was given the promotion over him. For Jess, he interests in her job are being compromised given the fact that the ones subordinate to her are not performing their responsibilities thereby undermining both her authority as well as her position. Stakeholders Conflicts could be classified as being omnipresent on various levels of the organization-between two employees which arise from a disagreement on how to complete a task, along with a clash related to their personal values, goals or expectations (Falconer, 2004).

This is what would automatically then define the nature of the stakeholders in the context of this case-the stakeholders, in this case, would be Mike and Jess, along with the management that is supposed to come up with a solution to the conflict.

Interestingly, given the fact that Mike has taken the conflict to others and has made the workers on the team take sides would mean in essence that the conflict has now encompassed the other members of the organization as well. Given the fact that the resentment in Mike has translated to his work and is reflecting in the downward spiral of his current performance would signify that the team manager on a micro and the entire team on the macro level would be thoroughly involved in the conflict.



Masters, M. F., and Albright, R. R., (2002). The complete guide to conflict resolution in the workplace. AMACOM Div American Mgmt Assn. p20.

Falconer, H., (2004). IRS Managing Conflict in the Workplace. Butterworth-Heinemann. p14

Dana, D., (2001). Conflict resolution: mediation tools for everyday worklife. McGraw-Hill Professional. p5

Types of conflict at the workplace. Retrieved January 5, 2010. <

Lipsky, D. B., and Seeker, R. L., (1998). The Appropriate Resolution of Corporate Disputes: A Report on the Growing use of ADR by US corporations. Ithaca: NY Cornell. Perc Institute of Conflict. p31

Workplace Conflict Management: Strategy for Successful Resolution. Retrieved January 5, 2011,

Tsui A S and Wang D, 2002, Employee relationships from employers’ perspective: Current research and future directions, In C L Cooper and I T Robertson (Eds), International Review of Industrial and Organizational Psychology, Edition 17th pub, Wiley, Chichester, pp77-114

Losey M R, Meisinger S, Ulrich D, 2005, The future of human resource management: 64 thought leaders explore the critical HR issues of today and tomorrow, Edition: illustrated, Published by John Wiley and Sons, pp46-55

Mager, R. F., (1996). ‘Morphing into a ... 21st century trainer’, Training, vol. 33, no. 6, pp. 47–53.

Cole, K 2001, Supervision – the theory and practice of first-line management, 2nd edn, Pearson Education, Australia.

Delahaye, BL 2005, Human resource development: adult learning and knowledge management, 2nd edn, John Wiley & Sons, Brisbane.Moore, C 1986, The mediation process: practical strategies for resolving conflict, Jossey-Bass, San Francisco.

Download full paperFile format: .doc, available for editing
Contact Us