Essays on Principles of Management - Causes of Conflict in a Workplace Coursework

Download full paperFile format: .doc, available for editing

The paper "Principles of Management - Causes of Conflict in a Workplace" is an engrossing example of coursework on management. Managers have four chief functions they have to perform in order to ensure operations run smoothly in an organization. They are as follows; planning, organizing, leading and controlling (Cappelli, Peter, and Bradley, 2008). Effective implementation of these functions ensures better decision making, credibility, and better communication among others. Managers have the responsibility of managing conflict that may occur in the organization. Managing Conflict in the workplace and ensuring the smooth running of the organization will boost competitive advantage (Collins and Rourke, 2009).

This journal report will highlight what I have learned in class. It will describe why conflict occurs and how managers reduce their occurrences. It will identify conflict situations and my conflict management behavior that I would like to change or eliminate. In addition, it will detail out responses that influence conflict management. Also, the journal will describe how five competitive forces can be used to improve organizational strategies and how information technology influences these forces. Causes of Conflict in a Workplace Conflict within the workplace occurs due to misinterpretation, competition as well as different values and expectations (Fiore, 2009).

Misinterpretation occurs within a workplace if an individual is misunderstood or rather their message is misinterpreted. This comes about especially when individuals receive information and interpret it in their own way. In addition, I learned that competition within employees especially for position advancement as well as recognition was another cause of conflict within a workplace (Raines, 2013). I learned that competition for promotion often occurs among employees leading to individuals feeling hurt particularly whenever they are passed up for the position.

Thirdly, I figured out that having different values and expectations also is a cause of conflict within the workplace. Some organizations lack clear goals which often confuse the employees making them unaware of which objectives to meet which often results in conflicts (Fiore, 2009). Conflict Reduction within a Workplace First of all, I learned that in order to minimize conflicts within a workplace, one needs to ensure effective communication. For instance, managers ought to assess the different types of words they choose when communicating (Fiore, 2009).

Furthermore, I realized that establishing clear expectations may effectively reduce conflict within the workplace since with well-established goals and objectives; individuals can be able to excel within acceptable limits. Also, I learned that using emotional intelligence is another way to reduce conflicts (Gramberg, 2005). I realized that involving an individual’ s intellectual intelligence with people skills may help perform a job accurately and at the same time interact well and motivate their colleagues (Collins and Rourke, 2009). Types of Conflict Scenarios at the Workplace Interpersonal Conflict This type of conflict involves two or more people and is one of the most common conflicts in the workplace (Gramberg, 2005).

Interpersonal conflict may be in connection with the disagreement over the objectives and goals of a business. In my organization, employees are seen disagreeing over the goals set by the organization. For instance, two marketing managers may have an argument about the best promotional and marketing strategies that bring about higher sales (Gramberg, 2005). The conflict occurs when they base their decisions on opinions rather than facts. This type of interpersonal conflict results from personal clashes.

This type of conflict can be resolved by negotiation between the parties involved.

References

Brito, Carlos 2010, “Hire the Right People.” Stanford University Graduate School of Business.

Cappelli, P & Bradley, J 2008, “Talent Hunt: Getting the Right People When You Need Them.” Knowledge Program at the Wharton School of Business.

Chen, J., Cheng, P & Chen Y-S 2001, Decision criteria: a theoretical foundation of Pareto principle to Porter’s competitive forces, Journal of Organizational Computing and Electronic Commerce, 11(1), pp. 1–14.

Collins, S. & Rourke, J 2009, Managing conflict and workplace relationships, Mason, OH: South-Western Cengage Learning.

Fiore, T 2009, Four Ways to Deal with Workplace Conflict, Retrieved 6th July 2016 from http://www.youtube.com/watch?v=d-bH-h6WJAY

Gramberg, B 2005, Managing workplace conflict : alternative dispute resolution in Australia, Annandale, N.S.W: Federation Press.

Grundy, AN 2001, Competitive Strategy and Strategic Agendas. Strategic Change, 10(5), pp. 247–260.

Kenneth, C., Laudon, J & P. Laudon 2002, Management Information System, p. 183-191.

Porter, M 2008, The Five Competitive Forces That Shape Strategy. Havard Business Review. Retrieved 6th July 2016 from https://hbr.org/video/2226587624001/the-five-competitive-forces-that-shape-strategy

Raines, S 2013, Conflict management for managers resolving workplace, client, and policy disputes, San Francisco, Jossey-Bass.

Wagner, R & Harter, J.K 2006, 12: The Elements of Great Managing, New York, Gallup Press.

Xue 2007, Discussion of Information Technology and Enterprise Strategy, China Management Informationizaton, 6, pp. 41-43

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