The paper 'Workplace Conflict and Cooperation' is a good example of a Management Essay. Increased competition within different industries is a challenge that different companies endeavor to meet in order to improve their performance and effectiveness in the marketplace. This can only be achieved by ensuring company resources including employees as well as managers are better involved and utilized. Investing in strategies that are aimed at increasing and integrating workplace relations through cooperative means like fostering information sharing, consultation together with two-way communication will automatically promote innovation, improve flexibility, and facilitate change.
Cooperation at the workplace increases productivity, efficiency, and competitiveness of the company. Workplace conflicts on the other hand occur particularly when employees spend long hours at their workplace, difficulties like financial consequences, and when the company’ s structure is hierarchical. Accordingly, when people’ s ideas, decisions, or actions directly related to the job are in opposition, or when individuals just do not get along; workplace conflicts are likely to occur. Conflicts at the workplace are detrimental and have a negative impact on productivity, performance, and efficiency of the company. In this regard, for the company to remain competitive, highly productive, and efficient in its operation, there is no room for conflicts and cooperation to exist in the same workplace.
This paper discusses why cooperation should be encouraged in the workplace while conflicts should not be entertained. For this reason, the paper will discuss the effects of conflicts in the workplace as well as the benefits of workplace cooperation. Workplace conflicts Workplace conflicts are a unique kind of conflict that occurs in the workplace (Gramberg, 2006). They usually arise due to personality or style differences and personal problems including childcare issues, family problems, and substance abuse.
In the same line of argument, organizational factors such as leadership, budget, management, and disagreements with regard to core values are other vital contributors to workplace conflicts (Goldman & Shapiro, 2012). To pinpoint the real causes of workplace conflicts, they arise from poor communication, different values, different interests, limited or scarce workplace resources, personality clashes, and more importantly, poor performance (Groschl, 2011). Personality clashes are a heinous and controversial issue at the workplace; in some instances, workplace conflicts are said to occur when people’ s ideas, decisions, or actions relating directly to the job are in opposition and/or when people just don’ t get along (Leonard, 2012).
Personality clashes may arise when a dispute with regard to business practices and operations escalate into mutual loathing. It is the worst kind of workplace conflict because it has a direct negative effect on the business as it can lead to reduced productivity as well as increased absenteeism (Einarsen et al. , 2010). On a personal level, this kind of workplace conflict is stressful and unpleasant.
If not immediately dealt with and carefully resolved, personal clashes may spill over to other personal areas and disrupt personal relationships. Workplace violence is a type of workplace conflict that has escalated into threats, insults, racial abuses, sexual harassment, as well as physical contact including pushing of even punching. Office romance has also been identified as a critical cause of workplace conflict. Workplace romances are extremely dangerous as they always lead to conflicts within the organization (Goldman & Shapiro, 2012). For instance, if the victims publicly display their affection, it will automatically make other participants in the workplace or co-workers uncomfortable, which will then culminate into favoritism accusations s particularly, is a supervisor-subordinate relationship.
Accordingly, if the relationship fails to work out or goes wrong one party seeks revenge on the other and thus hurting the performance and overall productivity of the company.
Collins, S. (2008). Module 3: Managing conflict and workplace relationships. London: Cengage Publishers
Cropanzano, R. (2012). Justice in the workplace: From theory to practice, volume 2. Chicago: Psychology Press
Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. (2010). Bullying and harassment in the workplace: Developments in theory, research, and practice, second edition, 2nd ed. New York: CRC Press
Gantz, N. (2010). 101 global leadership lessons for nurses: Shared legacies from leaders and their mentors. Jakarta: Sigma Theta Tau
Goldman, B., & Shapiro, D. (2012). The psychology of negotiations in the 21st century workplace: New challenges and new solutions. London: Routledge Publishers
Gramberg, B. (2006). Managing workplace conflict: Alternative dispute resolution in Australia. Washington, DC: Federation Press
Groschl, S. (2011). Diversity in the workplace: Multi-disciplinary and international perspectives. Jakarta: Gower Publishing, Ltd.
Kester, G. (2012). Trade unions and workplace democracy in Africa. New York: Ashgate Publishing, Ltd
Leonard, E. (2012). Supervision: Concepts and practices of management, 12th ed.: Concepts and practices of management. London: Cengage Learning
Raines, S. (2012). Conflict management for managers: Resolving workplace, client, and policy disputes. New York: Wiley
Worthington, J. (2012). Reinventing the workplace. London: Routledge Publishers