Essays on Office Situation Involving a Man Named John and His Boss, Bob Case Study

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The paper "Office Situation Involving a Man Named John and His Boss, Bob" is a good example of a management case study.   It is often argued that living, working or relating with someone else is an art, regardless of the relationship one has with them. It is through learning this art that one is able to gain skills on flexibility, courtesy, respect and productive communication in a positive manner. In many cases, it has been noted that conflicts in the workplace are treated as a simple fact of life. They usually arise as a result of the workmates having different needs, beliefs, expectations, thoughts, goals and intentions.

This case study has focused on an office situation involving a man named John and his boss, Bob. John was a proté gé of his boss Bob and really looked up to him because of the way Bob had helped him develop his career. John was usually associated with Bob by the rest of his workmates. John and Bob have always been in good terms until recently when Bob was involved in an incident that has just put both their jobs on the line.

This situation has brought about a lot of conflict between the two such that John is so angry at Bob to the extent of not being able to speak to him. The purpose of this case study is to present a conflict in the workplace so as to identify the possible conflict management strategies that can be used to manage and resolve similar workplace or organizational conflicts. In this case study, the conflict between John and Bob will be reviewed by classifying and discussing the type of conflict that the two have.

The case study will also identify the key players in this conflict and discuss their roles as well as give their perspectives on the conflict. The case study will discuss the major issues in the conflict such as power imbalance, gender and high emotion which have led John to feel betrayed, humiliated and in trouble because of Bob’ s actions. The recommended strategies in this case study have been proven to work well in the resolution of conflicts between workers of an organization.

The ways in which these strategies can actually be implemented have been given in this case study. Introduction Any form of conflict in the workplace should be properly managed so that it can be a competitive source of collaboration and competitiveness. This is because when conflict is unmanaged, it can easily lead to the creation of divisions, chaos and low morale. According to Alper, Tjosvold and Law (2000), managers and executives ought to understand, learn and identify any form of conflict and manage it effectively. This entails the identification of both constructive and negative conflicts so as to come up with ways of dealing with them effectively.

For a conflict to be managed effectively by leaders, all its aspects must be understood well. It is therefore critical to identify the causes of conflicts and explore the effects so as to come up with effective resolutions (Behfar, Peterson, Mannis & Trochim 2008). Managers in any organization should not treat conflict between their workers as a small problem between individuals. This is because if two or more workers are in conflict, their overall output and performance in the organization may also be greatly affected.

This means that conflicts between certain individuals in an organization should be treated as a problem of the entire organization and be resolved immediately because the wellbeing of the whole organization is compromised (Kellett 2007).

References

Alper, S, Tjosvold, D & Law, KS 2000, ‘Conflict management, efficacy, and performance in organizational teams’ Personnel Psychology, vol. 53, pp. 625-642.

Behfar, KJ, Peterson, RS, Mannis, EA & Trochim, WMK 2008, ‘The critical role of conflict resolution in teams: a close look at the links between conflict type, conflict management strategies, and team outcomes’, Journal of Applied Psychology, vol. 93, pp. 170-188.

Hersey, P, Blanchard, KH & Johnson, DE 2001, Management of Organizational Behavior, Prentice Hall: New Jersey.

Jehn, KA 1997, ‘A qualitative analysis of conflict types and dimensions of organizational groups’, Administrative Science Quarterly, vol. 42, pp. 530-557.

Jehn, KA, Northcraft, GB & Neale, MA 1999, ‘Why differences make a difference: a field study of diversity, conflict, and performance in workgroups’, Administrative Science Quarterly, vol. 44, pp. 741-763.

Kellett, PM 2007, Conflict Dialogue, Sage Publications, London.

Kozan, MK 1997, ‘Culture and conflict management: a theoretical framework’, The International Journal of Conflict Management, vol. 8, pp. 338-360.

Kuhn, T & Poole, MS 2000, ‘Do conflict management styles affect group decision making?’, Human Communication Research, vol. 26, pp. 558-590.

Moore, CW 1986, Sphere of conflict-causes and interventions: the mediation process-practical strategies for resolving conflict, Jossey-Bass, San Francisco.

Rahim, MA 2002, ‘Toward a theory of managing organizational conflict’, The International Journal of Conflict Management, vol. 13, no. 206-235.

Walton, M 1986, The Deming Management Method, Berkley, New York.

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