The paper "Change and Stress Management" Is a wonderful example of a Management Case Study. HIA, a residential building company felt it was the right time to implement leadership changes. So on one of the meetings, with staff executive director, David Gunsberg effected the change by informing the employees that Melinda who has worked with the company for two years has been promoted from secretary to the executive director to being the executive support manager (Tee & Ashkanasy, 2011). The decision did not bode well with Deborah, who has worked for HIA for 15 years.
To make it worse, Deborah was to be answerable to Melinda according to new rules and regulations. Other changes were also communicated through the email. David failed to understand that conflict arises in organizations due to the position, organization change, lack of rewards and recognition, and stress and lack of freedom. This paper analyses how people react to change, how to resolve conflicts in the organization, why teams in the organization find it stressful to deal with organizational changes, stressors in organization, and how a situation influences organizational culture. Two Major Issues: First issue: David Gunsberg (HIA’ s Executive Director) mentioned to Melinda that she was to be promoted to executive support manager and that she will be in charge of five staff members at HIA Brisbane (Tee & Ashkanasy (2011).
This brought about a conflict between Melinda and Deborah. Second Issue: Melinda understood that Deborah was not happy with her new post and tried to resolve the issue with but Deborah wanted to have her way by continuing to work at her on time (Tee & Ashkanasy, 2011). Melinda declined and their relationship deteriorated over the few weeks making Deborah ask David the executive to be given another role in another department. Proposed Solutions Solution one: The way forward to avoid further conflict is communication.
David should tell Deborah and other members of the organization the reasons why Melinda was promoted and reassure them of future promotions. By doing this he is bridging gaps and developing strong symmetric relations and long-term partnerships between Deborah and Melinda with them (Grunig, 2001) Solution two Executive Director, David, should identify the basis of conflict. Meet with both Melinda and Deborah in person to discuss one another opinion on the source of disagreement, then allow ample, uninterrupted moment for both to speak, but do not let any either of them dictate the conversation (Knight, 1997).
This will give them room for expression while making Deborah also feel valued. David should also pick a solution that reconciles the two. 1.0 Introduction Organizational conflict is an unavoidable element of team membership. Differing opinions could conflict from occasion to occasion, so having a positive and consistent method to arrive at a compromise ground is necessary for an effective team (Michelle, 2013).
Team leaders must enable the resolution of organizational conflict whilst listening to team members to give their opinion and adopt solutions together. Managers also have to embrace the culture of performance evaluation, rewards, and recognition to make employees feel valued and part of the organization. The organization should put measures in place proper channels of communication, performance assessment, conflict, and stress management to ensure that all the employees are treated equally so as elevate their morale at the workplace. Alper, Tjosvold & Law (2000, p. 627) argue that if these issues are not dealt with, workers' low morale and turnover may arise which in turn will affect the success of an organization.
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