• essayintl.com >
  • Essay >
  • Mediation and Negotiation Theory and Practice - Managing Workplace Conflict In Australia

Essays on Mediation and Negotiation Theory and Practice - Managing Workplace Conflict In Australia Essay

Download full paperFile format: .doc, available for editing

The paper “ Mediation and Negotiation Theory and Practice - Managing Workplace Conflict In Australia” is a   pathetic example of the essay on management. Workplace conflict is explicit, as it refers to conflicts that arise in the workplace. These conflicts are shaped by distinctive features of the workplace setting, such as the length of time employees spend at work, the organizational structure of organizations involved, and the apparent challenges of having to change jobs. Workplace conflict is caused by various factors, including personality differences, individual challenges such as family problems, substance abuse, or issues pertaining to childcare(Turner & Weed 1983, p.

12). Other factors include management and leadership problems, and disparities in what is considered as core values of an organization. The challenge of workplace conflict is further compounded by the scarcity of resources and ineffective channels of communication. Alternative Dispute Resolution (ADR)Alternative Dispute Resolution (ADR) methods do not involve judicial proceedings, and they include mediation, arbitration, negotiation, and conciliation. Problems and challenges that arise at the workplace can be resolved through ADR techniques, which provide effectual and cost-effective alternatives to dispute resolution, as opposed to courts or employment tribunals. Benefits of mediationIn mediation, impartial or independent third parties confer with the employer and employee over issues in dispute.

The mediator may meet both parties separately, or together to arrive at an acceptable solution amicably and faster. Mediation is a voluntary process that parties involved must accept to be part of. Mediators do not impose solutions but assist parties in dispute to reach an agreement. It’ s more effective when the process is initiated immediately a dispute arises. The employer generally pays for the service, which can also be used to resolve disputes between employees.

Previously I believed it was definitive and cost-effective to have a third party decide the outcome of a dispute. Apparently this led to parties dissatisfied and unhappy with the outcome as they were not given a chance to express their opinion.

Reference

list:

Bacharach, S B & Lawler, E J 1981 Bargaining, power, tactics, and outcomes, Jossey-Bass, San Francisco

Kissinger, H 1994, Diplomacy / Henry Kissinger, Simon & Schuster, New York

Landau, D 1972, Kissinger: the uses of power, Houghton Mifflin, Boston

Turner, S & Weed, F 1983, Conflict in Organizations, Prentice-Hall, Inc., Englewood Cliffs NJ.

Thornton, M 1990, The liberal promise: anti-discrimination legislation in Australia, Oxford University Press, Melbourne

Download full paperFile format: .doc, available for editing
Contact Us