The paper 'Managing Employees at Work' is a great example of a Management Assignment. In any human resource management process, organizational behavior is important i. e. people are resources and are treated as important assets by organizations. Therefore, it is important for a manager to understand people and the way they work. In order to manage people, the manager should understand areas like; change management and conflict management. These are behavior-related areas. One can manage people well if he or she understands the above areas. This essay is going to evaluate the need to apply these different principles in the workplace.
These principles can help managers to know how to deal with change i. e. conflict and stress at work. Q1. In the case study, Deborah was not happy when Melinda was promoted. This showed that Melinda became more powerful than Deborah and Debora showed low esteem, lack of tolerance, and other negative reaction. This promotion made Deborah react the way she reacted because Melinda had been given a high post i. e. Melinda could use her new position to give Deborah orders (Tee & Ashkanasy, 2011).
Deborah knew that Melinda was going to introduce strict rules at work. We can say that Deborah reacted by showing dislike for Melinda, disagreement for her promotion, refusal to accept change, mistrust, and low self-esteem and jealousy. When Melinda was promoted, Deborah felt bad because she used to come at work late, leave early before the time, and working the way she wanted. For example, Deborah was taking lunch for two hours. That is why when Melinda was promoted by the director, Deborah knew that her days are counted i. e.
she may be sacked or punished for not working the way it was supposed to be. The HIA limited policy allowed workers to have one hour only for lunch. When Melinda realized that Deborah was not happy because of the new structure, she advised with Deborah to accept the changes. Melinda used two managerial powers i. e. the power of persuasion and consultations. After she did this she was liked by other workers at last including Deborah (Tee & Ashkanasy, 2011). The case study teaches us that people will work depending on the way a manager like Melinda uses power (Robbins, 1999).
The best way to manage people, therefore, is to make sure they contribute their view in decision making. We see from the case study that Deborah complained when Melinda was given a higher post i. e. was promoted. However, the two ladies were supposed to work together. A conflict of people who are supposed to cooperate at work is put in the class of interactionist point of view. The interactionist point of view treats conflict as a good thing i. e. it can make people work in a team.
At first, the conflict between Melinda and Deborah was affecting the performance of the group in a bad way (Tee & Ashkanasy, 2011). Therefore, it is right to conclude that the conflict was not good at all. Deborah was wrong when she reacted in a simplistic way against Melinda because Deborah had worked in the company for many years. She was supposed to apply “ conflict management techniques” instead of refusing to agree with Melinda’ s promotion (Bowen, Galang & Pillai, 2002). Deborah was doing wrong when she refused to talk to Melinda.
Melinda was willing to communicate and discuss the problem, but Deborah refused. It is, therefore, clear from the case study that Deborah wanted to be transferred so that she would not be working under Melinda or meeting her. This shows that Deborah was not ready to accept negotiation as an option in conflict management.
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