Employment Conflict Management
Running head: EMPLOYMENT CONFLICT MANAGEMENT
Employment Conflict Management
Conflict Management (MMPBL/540)
Professor Louis Aliberti
June 16, 2008 Employment Conflict Management
As many companies within the United States are facing declines in sales due to companies not yielding a large return and the need for advanced technology to support customer demands. Major financial losses are crippling corporations and resulting in restructuring and obtaining advanced technology to replace roles administered by employees to yield higher productivity. Fast Serve has not been immune to the crisis facing corporations in America. In order for Fast Serve to reposition the organization as an industry leader careful planning, organization and communication along with the elimination of specific job titles and roles will have to take place and presented to the organizations leaders. As with any organization faced with elimination of jobs conflicts and risk will be presented. This report will present the importance of eliminating jobs and roles which are no longer necessary due to automation of processes and procedures or an employee who will be placed on a three months probation period as productivity is being monitored for improvement. The task in the elimination of roles and positions within a company is not taken lightly, although difficult a direction the organization must confront and administer; while reviewing other non critical positions within the organization for future employee terminations.
Potential Conflict Identifications
Fast Serve will have to make several well thought out immediate changes in order to ensure the company stays viable. Fast Serve is facing several issues which can currently affect profitability and future risk which could lead to conflict with current employees and possible legal disputes. Part of the change will be elimination positions within the organization as Fast Serve moves out of online distribution;
Employment Conflict Management
Conflict Management (MMPBL/540)
Professor Louis Aliberti
June 16, 2008 Employment Conflict Management
As many companies within the United States are facing declines in sales due to companies not yielding a large return and the need for advanced technology to support customer demands. Major financial losses are crippling corporations and resulting in restructuring and obtaining advanced technology to replace roles administered by employees to yield higher productivity. Fast Serve has not been immune to the crisis facing corporations in America. In order for Fast Serve to reposition the organization as an industry leader careful planning, organization and communication along with the elimination of specific job titles and roles will have to take place and presented to the organizations leaders. As with any organization faced with elimination of jobs conflicts and risk will be presented. This report will present the importance of eliminating jobs and roles which are no longer necessary due to automation of processes and procedures or an employee who will be placed on a three months probation period as productivity is being monitored for improvement. The task in the elimination of roles and positions within a company is not taken lightly, although difficult a direction the organization must confront and administer; while reviewing other non critical positions within the organization for future employee terminations.
Potential Conflict Identifications
Fast Serve will have to make several well thought out immediate changes in order to ensure the company stays viable. Fast Serve is facing several issues which can currently affect profitability and future risk which could lead to conflict with current employees and possible legal disputes. Part of the change will be elimination positions within the organization as Fast Serve moves out of online distribution;
References: Allen, J., Jimmieson, N., Bordia, P., & Irmer, B. (2007, June). Uncertainty during Organizational Change: Managing Perceptions through Communication. Journal of Change Management, 7(2), 187-210. Retrieved December 3, 2007, from Business Source Complete database. Alternative Dispute Resolution Resource Guide. Retrieved June 16, 2008, from US office of personal management Web site: www.opm.gov/er/adrguide/Section1-a.asp. Pangarkar, N. (2006, December). Timing, Trust and Transparency:: Wage Restructuring at Glaxosmithkline. Asian Case Research Journal, 10(2), 249-259. Retrieved March 2, 2008, from Business Source Complete database