Essays on Conflict Resolution Capacity Building Program Coursework

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The paper "Conflict Resolution Capacity Building Program" is a perfect example of business coursework. Conflict resolution is recognized as a priority area in the multinational companies that operate across many nations and where employees with diverse cultural, political and economic backgrounds are prone to conflicts. Identifying the conflict areas within an organization is of prime importance in the planning of conflict resolution development programs. This paper entails a plan, design, modes of delivery and evaluation of HRD development program essential for training employees on resolving organizational conflicts. Towards that end, Conflict Resolution Capacity-Building program is proposed.

The program is designed to help multinational corporations to strengthen their corporate governance strategies to anticipate and resolve conflicts and possible crisis so as to function effectively in multicultural settings as well as strengthen their development and productivity agenda (Kaplan and Norton, 2001). An identified learning need in multinational companies is conflict resolution skills Multinational companies of the 21st century deal with swift changes and increased competitions, placing pressures on the management and employees, such pressures increase stress and the potential for conflicts at the workplace (Yuan, 2010; Tridel and Reio, 2011).

Although multinational companies have continually established operations in foreign countries, a bulk of them has failed to achieve their expectations. In some cases -- such as in Australian multinationals operating in China -- foreign managers have expressed that they have been frustrated (Yuan, 2010). Recent studies have concluded that poor performances of the foreign-based companies have resulted from cultural-based misunderstandings caused by cultural stereotypes, differences, prejudices and language barriers, all which increase the likelihood of conflict (Triantaphyllou and Mann, 1995). The way in which conflicts are managed at the workplace influences the conflict process and the outcome.

In addition, the level of conflict management skills has a direct effect on the level and incidence of conflicts in the future (Tridel and Reio, 2011). There is a need to train employees on conflict resolution skills in the context of multinational companies. Workplace conflicts are common particularly in multinational companies, which are characterized by the existence of employees from diverse cultural backgrounds (Yuan, 2010). Conflict resolution skills are an essential element of corporate governance and the organizational leaders must be equipped with skills in conflict resolution skills (Banerjee, 2013).

Failure to address the workplace conflicts may have negative effects on teamwork and employee productivity, learning and performance. This paper will focus on how the conflict resolution program at multinational companies can be improved, planned, designed, delivered and evaluated (Wagner, 2010). Plan – Conflict Resolution Capacity Building Program Conflict resolution is identified as a priority area within the multinational company. According to Yuan (2010), identifying the conflict areas within an organization is of prime importance in the planning of conflict resolution development programs.

Banerjee (2013) defines conflict as the relationship of mutually dependent individuals who refuse to go along with the organizational objectives, values and aims and who perceive the other party as potentially interfering with the achievement of their goals. Conflict management, on the other hand, entails designing helpful strategies that are capable of reducing conflict frequencies while at the same time maximizing the positive effects of conflict to improve learning and productivity in the organization (Tridel and Reio, 2011).

References

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Banerjee, P. (2013). Its important to manage conflict at workplace. Deccan Herald. (Online) Retrieved from: [http://www.deccanherald.com/content/177497/F] Accessed 6 June 2013

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Crawford, D. &Bodine, R. (1996).Conflict Resolution Education: A Guide to Implementing Programs in Schools, Youth-Serving Organizations, and Community and Juvenile Justice Settings. (Online) Retrieved from: [https://www.ncjrs.gov/pdffiles/conflic.pdf] Accessed 6 June 2013

Kaplan, R. S. and Norton, D. P. (2001). The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston, MA: Harvard Business School Press

Kirkpatrick D. L. (1959).“Techniques for evaluating training programs.” Journal of American Society of Training Directors, 13 (3): pp21–26.

Rosenblum-Kumar, G. n.d.Capacity-Building in Conflict Management. UNDP. (Onlie) Retrieved from: [http://www.unpan.org/information/technical%20highlights/conflictpg.htm] Accessed 6 June 2013

Triantaphyllou, E. & Mann, S. (1995). “Using The Analytic Hierarchy Process For Decision Making In Engineering Applications: Some Challenges.” International Journal Of Industrial Engineering. Vol. 2, No. 1, pp. 35-44

Tridel, J. &Reio, T. (2011). “Managing Workplace Incivility: The Role of Conflict Management Styles—Antecedent or Antidote?.” Human Resource Development Quarterly, 22(1) 395-406

Wagner, M. (2010). “The role of corporate sustainability performance for economic performance: A firm-level analysis of moderation effects.” Ecological Economics,Vol.69(7), pp.1553-1560]

Werner, J., & DeSimone, R. (2012). Human resource development (6th ed.). London: Thompson Learning

Yuan, W. (2010)."Conflict management among American and Chinese employees in multinational organizations in China."Cross Cultural Management: An International Journal, 17 (3): 299-311

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