The paper 'Conflict and Cooperation in the Workplace" is a perfect example of management coursework. Conflict in the workplace may be caused by a number of reasons. This could be as a result of diversity within the workplace with respect to gender, experience, race and knowledge conflict can also be personalized, substantial or situational. This is as a result of the increasing diversity within the workplaces. For instance, over the past few years many industries ranging from health, financial, educational and even management have a constitution of female employees is almost level if not level with that of male employees. This essay is aimed at putting into focus the impact of teamwork and diversity in workplaces with regard to conflicts and cooperation.
It also looks into the strengths and weaknesses associated with teamwork diversity that contribute to the conflicting interests or cooperation within an organization. This essay also looks into other research findings that have been brought forward with regard to cooperation and conflict within the workplace. Most organizations and industries have adopted diversity in their workplaces as they seek to cope with the changing markets through adaptation of teamwork-based strategies.
Through teamwork, individuals are most likely going to disagree on some matters probably due to their differing characteristics hence leading to conflicts within the workplace. On the other hand group work or teamwork enhances cooperation by the individuals who bring together their differences and use them as strength to the advantage of the industry or company. Conflict and Cooperation in the workplace As a result of the ever-changing demography and structures within the organizations, diversity in the workplaces s seen to yield both positive and negative results.
This is mainly as a result of adopting group work in a quest to remain competitive within the ever-changing markets. Diversity in the workplace has been viewed from different perspectives by different individuals. To some, diversity entails the differences in age, gender and race among others, while to some diversity entails a difference in knowledge and expertise in some issues. However, despite the different perceptions with regard to diversity, there is no agreement that has ever been reached to exactly determine what diversity stands for in social and organizational context (Campion 828).
To some scholars, the difference should relate to organized and historic trends in line with the advantages or disadvantages associated with an individual’ s social identity. For instance, minority ethnic groups, women, individuals with disabilities or any other stigmatized group members characterize a social identity that has been disadvantaged historically hence should be put into perspective when talking about diversity. It has been argued by Barrick 385, that those research and studies that disregard the social status and differences in power among different groups might lead into inaccurate or misleading results that could probably divert the organizational attention and efforts from the real issues and problems that might have the greater impact. Other scholars, on the other hand, argue that there are a broader meaning and existence of diversity apart from just the social identity of disadvantaged groups.
They define diversity as any different aspect between individuals with respect to their character and attributes that differentiate one individual from another. This is translated into a collective set of differences between different individuals in the same social unit.
However, despite this definition that diversity could be measured on any attribute, these researchers also pointed out that these differences should be within the context of demographics, expertise, personality, values and beliefs. This is because, in the wider capacity and sense, most individuals have differing attributes from one another (Campion 830).
Guastello, & Guastello. Origins of coordination and team effectiveness: A perspective from game theory and nonlinear dynamics. Journal of Applied Psychology, 1998. 83, 423–437.
Barrick, Stewart, Neubert, & Mount. Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 1998. 83,377–391
Campion, Medsker, & Higgs. Relations between work group characteristicsand effectiveness: Implications for designing effective work groups.Personnel Psychology 1993, 46,823–831.