Conflict Management Affiliation: Operations undertaken by organizations are diverse and dynamic over time. The operational aspect of an organization encompasses coordination of various activities, all of which are tailored towards achieving organizational goals and objectives. These goals and objectives are designed in a way that best suits the business aspect of the organization. In this process, conflicts arise from time to time. They are realized across different levels of organizational operations and performance. Classical management model and the modern dynamic project management model are two models that aid the understanding of organizational conflicts (David & Roland, 2006).
Conflicts do not have to necessarily affect the organization negatively. They can be managed in such a way that allows the organization to benefit in the process. This is one of the primary changes that have characterized the two models. The classical management model is rigid in the way it addresses its variables. It emphasizes on the only best way that organizational operations should be undertaken. In the conflict context, it assumes that organizational conflicts are one-way oriented, meaning that they arise in specific fixed ways.
However, this is not always the case. Dynamic project management model counters the classical phenomenon to account for conflict diversity and dynamism. Every level of organizational operations can act as a source of conflict. The treatment of this model on organizational conflict encompasses positive outcomes of conflicts. While conflicts may negatively influence the performance of an organization, the model maintains that opportunities can emanate from the underlying conflicts. The change that has occurred between the two models is the increase in conflict variables, sources and management of conflicts, as well the possibility of identifying organizational opportunities from conflicts. The relationship between conflict and productivity of an organization is a critical aspect to account for.
In general, conflicts are not associated with any positivity in production terms. Conflicts are regarded as stumbling blocks to effective and efficient productivity. While in most cases this is true, conflicts can be critically analyzed in a bid to account for the causal factors that lead to the emergence of conflicts. In so doing, it is easier to account for the position of conflicts in the productivity of an organization. It is important to note that organizational conflicts can be realized at any level of organizational operations.
Organizational operations are characterized by numerous activities run by the organization as aforementioned. The workforce in an organization is made up of different values, ideas, opinions and points of view (Afzalur, 2010). It is therefore not expected that the entire workforce will always be in agreement. Other aspects that give rise to conflicts in an organization include power and authority issues, financial concerns, remuneration disparities and conflicts between organizational departments. Productivity of an organization is highly dependent of all the above mentioned units.
Their relationship determines that of conflict and productivity. A functional relationship between all the parties and processes involved determine the success or failure of organizational productivity. Minimal collisions mean that an effective and efficient mechanism is in place to boost productivity and vice versa. Conflicts may influence productivity negatively, but they may necessarily arise and be used to enhance organizational performance, and consequently boost productivity. References Afzalur, M. (2010). Managing Conflict in Organizations. New York: Transaction Publishers. David, I. & Roland, G.
(2006). Global Project Management Handbook: Planning, Organizing, And Controlling International Projects. New York: McGraw-Hill Prof Med/Tech.