Principles of Management - Causes of Conflict in a Workplace - Coursework Example

Reflective Journal for Principle of Management Name Institution Course Date Introduction 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 a responsibility of managing conflict that may occur in the organisation. Managing conflict in the work place and ensuring smooth running of the organisation will boost competitive advantage (Collins and Rourke, 2009). This journal report will highlight what I have learnt in class. It will describe why conflict occurs and how managers reduce their occurrences. It will identify conflict situations and my conflict management behaviour 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 organisational 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 learnt that competition within employees especially for position advancement as well as recognition was another cause of conflict within a workplace (Raines, 2013). I learnt that competition for a promotion often occur 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 expectation 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 to conflicts (Fiore, 2009). Conflict Reduction within a Workplace First of all, I learnt 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 learnt 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 te most common conflict in the workplace (Gramberg, 2005). Interpersonal conflict may be in connection with the disagreement over the objectives and goals of a business. In my organisation, employees are seen disagreeing over the goals set by the organisation. 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 conflicts results from personal clashes. This type of conflict can be resolved by negotiation between the parties involved. Intergroup conflict A business is considered an interconnection of groups, departments and work teams. Intergroup conflicts are due to factors intrinsic to the organisational structure. An example of an intergroup conflict that occurs in my organisation is between management and the staff of the organisation (Gramberg, 2005). The management may not like their dependence on staff employees for data and information while the staff employees may not like their inability to come up with their own decisions and recommendations. Such disagreement and interdependency between the two groups may bring about intergroup conflict (Collins and Rourke, 2009). Such conflicts may also be caused by the fundamental differences among groups in the organisation. Therefore, it is possible to solve this conflict through open communication (Collins and Rourke, 2009). Organisational conflict Conflict can be witnessed between organisations that are connected in some way. For instance, a conflict can occur between buyer companies and supplier companies about issues such as quality, quantity or delivery time (Gramberg, 2005). Organisational conflicts can also involve unions and companies employing their people or government agencies and organisations. Organisational conflict can be resolved by setting clear expectations of the two parties (Collins and Rourke, 2009). Change of response to conflict There are a number of ways I would like to change when it comes to managing and responding to conflict in the workplace. One aspect of my conflict management behaviour that I would like to change is how I attack or approach a conflict. I do not encourage direct communication which is an important aspect of conflict management. Conflict is an emotional concept which involves high emotions among the parties involved. Therefore, there is need for direct and clear communication with the parties involves in order to effectively resolving the conflict (Collins and Rourke, 2009). Another aspect of my conflict management behaviour that I would like to eliminate is poor listening. Listening is considered an important principle of conflict management. If I do not hear what is being communicated, it makes it hard for me to resolve conflict in the workplace. Listening involves listening of words, intonation and body language (Gramberg, 2005). I therefore should start listening actively by letting the speaker know that he or she is heard. This will improve my conflict resolution skills. In addition, I should also change my tendencies of reacting immediately before thinking. In order for me to effectively resolve conflict, it is important for me to think before I react. This involves consideration for options and possibilities (Collins and Rourke, 2009). Barriers to conflict resolution My response There are barriers that prevent me from resolving conflicts in the workplace. as mentioned above poor communication, poor listening and attack of conflict without thinking are barriers to conflict resolution. In addition, poor planning is another barrier that I am faced with when resolving conflict. It is important for a conflict resolution process to be set before even the occurrence of a conflict (Collins and Rourke, 2009). A mediator is required to communicate with the parties before mediation. Failure to do so can dispute conflict resolution proceedings. Other’s Response According to my colleagues’ responses, one barrier to conflict management is unwillingness to compromise. When one party does not compromise in any way, it is difficult to find a standing ground. This can disrupt the mediation process and a solution cannot be established. When a mediator work with a party that does not want to negotiate a solution, it is impossible to resolve the conflict (Collins and Rourke, 2009). Another barrier that I have been communicated about by others is a sense of unfairness. Due to the human nature, we are prone to favour one party over the other. The feeling of unfairness may affect conflict resolution attempts. A mediator may assume favouritism on the basis of race, gender or age (Collins and Rourke, 2009). Use of Five Competitive Forces to Improve Strategy According to the video, “The Five Competitive Forces that Shape Strategy”, Michael Porter clarified the five forces of strategic management which can be utilized to determine the long-run success of any company (Porter, 2008). The video has enabled me understand the importance of effectively utilizing Porter’s five forces in companies. The five forces are known to manage the structure of an industry by finding out the different rates by which the economic value is allocated. For example, the value created can be lowered due to the rivalry between competitors. In addition, it can also be bargained via the power of suppliers/customers. It can also be cumbered by both the threats of new entrants and that of substitutes (Porter, 2008). I have learnt that, concerning competitive rivalry, an industry is unattractive if it contains strong and many competitors (Grundy, 2001). The most attractive industry is one that has many entry barriers and limited exit barriers. Furthermore, an industry is unattractive if it has large number of potential substitutes for a product of service. Intermediate consumers gain substantial bargaining power if they have the ability to influence the purchasing decisions of consumers downstream. This considerations can assist organisations improve their strategies to ensure success (Grundy, 2001). The course has taught me that Michael Porter demonstrates how a company can impact fundamental forces to develop a more favourable structure in an attempt to completely increase the pie (Porter, 2008). The profitability of an industry is well demonstrated by the Porter’s Five Forces. Therefore, if a company has a proper understanding of the five forces, I believe that it can go ahead and effectively apply the conditions of the industry into the strategy (Porter, 2008). I concur with the idea that industry structure is constantly changing which may be attributed by internal or external factor. These changes may enhance an industry’s profit potential or minimize it. Changes in industry structure may be due to changes in technology, customer’s preferences or changes in other factors (Porter, 2008). Therefore, the five forces analysis offer a model that identifies the most crucial industry developments and changes and predicts their impacts on the industry’s attractiveness. Companies that use this tool have the potential to mould their strategies to bring competitive advantage (Grundy, 2001). When the forces that determine industry’s competition are identified, strategy can then be developed. Effects of Information Technology on Five Forces I learnt that information technology can help optimize on the competitive intensity through the use of computes not only to automate their processes but also to transform their organization through the web (Xue, 2007). Furthermore, an organization can use information and technology to map industry trends as well as keep a close eye on the local competition. In addition, I learnt that information technology plays a major role in keeping a keen eye on the various trends within the industry with regard to innovation that impacts the industry (Kenneth et al., 2002). This will help an organization diffuse the threat of substitutes. Since the major threat of substitutes originates from products outside the industry therefore, information technology plays a major role in managing threat of substitutes (Kenneth et al., 2002). Furthermore, I think that information technology influences the buyer power by automating the ordering as well as payment processes. This may allow the buyers gain access to the internal systems of your organization which may affect the power of the buyers (Kenneth et al., 2002). Additionally, I think that information technology can also affect the supplier’s power by offering technical links such as online ordering and electronic pricing systems which might vary the type of relationship between the supplier and the buyer as the balance of their powers (Chen, Cheng and Chen, 2001). Furthermore, I think that information technology allows smaller organizations compete on the same level with large organizations by eliminating barriers of entry by evening out the playing field. Conclusion To sum up, I have learnt that managers have the responsibility of ensuring smooth running of the organisation. This may involve conflict resolution. Conflict in an organisation can be caused by misinterpretation and different values and expectations. They can be resolved by communicating effectively and establishing clear expectations. There are a number of conflict resolution concepts that I have to change in order to resolution to be effective; they include poor listening, reacting before thinking and poor communication. Michael Porter’s has covered how the forces have moulded organisational strategies. The five forces are a determinant in the industry’s profit potential, competition and development of strategies. They can identify the crucial industry changes as well as impacts on the industry’s attractiveness. Therefore, companies can utilize them in order to improve their strategies to bring about success. 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 Read More