Conflict Management in Ob

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Ms. Harleen Kaur

SUBMITTED BY :- Parul Tandon
MBA Biotech
Understanding Conflict and Conflict Management

What is conflict and conflict management?
Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined. Conflict might escalate and lead to nonproductive results, or conflict can be beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is integral to a high-performance team. Although very few people go looking for conflict, more often than not, conflict results because of miscommunication between people with regard to their needs, ideas, beliefs, goals, or values. Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of nonproductive escalation. Conflict management involves acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment. Conflict is often needed. It:

1. Helps to raise and address problems.
2. Energizes work to be on the most appropriate issues.
3. Helps people "be real", for example, it motivates them to participate. 4. Helps people learn how to recognize and benefit from their differences. Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem.

Conflict is a problem when it:
1. Hampers productivity.
2. Lowers morale.
3. Causes more and continued conflicts.
4. Causes inappropriate behaviors.
Types of Managerial Actions that Cause Workplace Conflicts
1. Poor communications
a. Employees experience continuing surprises, they aren't informed of new decisions, programs, etc.
b. Employees don't understand reasons for decisions, they aren't involved in decision-making.
c. As a result, employees trust the "rumor mill" more than management. 2. The alignment or the amount of resources is insufficient. There is: a. Disagreement about "who does what".
b. Stress from working with inadequate resources.
3. "Personal chemistry", including conflicting values or actions among managers and employees, for example: a. Strong personal natures don't match.
b. We often don't like in others what we don't like in ourselves. 4. Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by: a. Avoiding conflict, "passing the buck" with little follow-through on decisions. b. Employees see the same continued issues in the workplace. c. Supervisors don't understand the jobs of their subordinates. Key Managerial Actions / Structures to Minimize Conflicts

1. Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions. Ensure: a. Job roles don't conflict.
b. No tasks "fall in a crack".
2. Intentionally build relationships with all subordinates.
a. Meet at least once a month alone with them in office. b. Ask about accomplishments, challenges and issues.
3. Get regular, written status reports and include:
a. Accomplishments.
b. Currents issues and needs from management.
c. Plans for the upcoming period.
4. Conduct basic training about:
a. Interpersonal communications.
b. Conflict management.
c. Delegation.
5. Develop procedures for routine tasks and include the employees' input. a. Have employees write procedures when possible and appropriate. b. Get employees' review of the procedures.
c. Distribute the procedures.
d. Train employees about the procedures.
6. Regularly hold management meetings, for...
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