Interdepartmental Conflict Paper

Policy versus Procedure: Interdepartmental Conflict
Denise Poorman
Keller Graduate School of Management
Management 570: Managing Conflict in the Workplace
Professor Levith
[e-mail]
August 2012

Background
I work for a private, for profit University as a Student Success Coach (SSC). Two departments, Operations and Department of Enrollment Management (DEM) must work closely and cohesively to service the students in getting them enrolled into the University and securing their classes. With the support of the Operations team (OSC’s). There has been ongoing conflict between the DEM and Operations, which includes the SSC’s and OSC’s on; when to secure a new student registration
Although a small center, there is a wide gap in ages and with this comes a different mode of communication and work ethics. With that into consideration, managers have to take the time to consider what each age group brings to the table to be successful. Gale states “without the understanding the resulting communications frustrations and misalignment can destroy the team dynamic” (pg. 3). This statement applies to the conflict between the two departments in that different views on how the registration process should be handled can be based on how each generation collaborates with each other and if they have learned the art of negotiation. Skills in place from training and experience will increase the capability to resolve a conflict. Research indicates the “ability to resolve conflict effectively is a skill that differentiates high performing executives from average performers” (Hagemann &Stroope, 2012, pg. 59). Conflict is evident in most workplace situations and it is important managers understand what tools to utilize when dealing with conflict and how to use those tools. Stroope and Hageman (2012) also believe that a conflict resolution is not a difficult as it seems and provide several possibilities to show different option styles to deal with conflict including but not limited to; Compromise, Negotiate,
Strong personalities, differences in work ethics, and a sense of urgency for admissions to get their students on the scheduling block are the basis for these problems. This issue also exists in that each department does not have a complete understanding of what the other does and who should be doing what. Conflict arises when one department attempts to tell the other what to do or impose policy on the other. I also believe there is some residual resentment among the departments because admission receives a comprehensive training as well as the pay is much higher than the operations side. The biggest reason m for the animosity is that the admission advisor deals with getting the student in the door and that can take up to a couple of months whereas, the SSC’ have the student from the start of their classes until they graduate which can be two to six years depending on the degree. The SSC’s are responsible for student retention which can be very difficult and is a huge responsibility. SSC’s are tasked with being an academic advisor, pseudo psychologist, cheerleader, and also has to deal with parents. This can be emotional draining for the SSC, especially when a student has a severe issue personally. The SSC’s feel insulted that the pay is so much lower than the admissions so conflict is present from the