Resolving Conflicts in the Workplace
Chapter 15: Resolving Conflicts in the Workplace
Chapter 15 discusses how conflicts in the workplace are something supervisors need to deal with. It talks about five different styles of approaches to conflicts. This chapter also talks about the difference in regular complaints in a work setting and unionized setting. This chapter talks about the different procedures to deal with this complaints and grievances. Lastly it talks about what the supervisors role in all of these things are.
A supervisor needs to realize that they are not always going to agree on everything with everyone in the workplace. It is important as a supervisor to be able to hear other points of view, and be able to compromise when needed. No one is right a hundred percent of the time. There are five different styles to handling a conflict, withdraw and avoid, compromise, accommodate and oblige, compete/force/dominate, and collaborate/integrate/problem solve. The supervisor needs to be able to distinguish when he should use each one of the different styles. Not every situation is the same, so the style of which to handle them shouldn't be the same either. When at all possible the win/win style, or collaborative, is the ideal resolution style to use because everyone wins. Though this is not always going to be possible. The supervisor needs to distinguish between complaints which can be about anything in the workplace and a grievance which involves a union and is dealing with a misunderstanding and work duties. When an employee has a complaint they may be better off in a union. When you're in a union you have people there to assist you with making complaints, and you have outside people there to judge and help resolve issues. On the other hand if there is no union you just make a complaint on your own and it goes to the supervisor or management and they make the call. When there are complaints or grievances the supervisor should always have an initial meeting with the employee, and steward
Chapter 15 discusses how conflicts in the workplace are something supervisors need to deal with. It talks about five different styles of approaches to conflicts. This chapter also talks about the difference in regular complaints in a work setting and unionized setting. This chapter talks about the different procedures to deal with this complaints and grievances. Lastly it talks about what the supervisors role in all of these things are.
A supervisor needs to realize that they are not always going to agree on everything with everyone in the workplace. It is important as a supervisor to be able to hear other points of view, and be able to compromise when needed. No one is right a hundred percent of the time. There are five different styles to handling a conflict, withdraw and avoid, compromise, accommodate and oblige, compete/force/dominate, and collaborate/integrate/problem solve. The supervisor needs to be able to distinguish when he should use each one of the different styles. Not every situation is the same, so the style of which to handle them shouldn't be the same either. When at all possible the win/win style, or collaborative, is the ideal resolution style to use because everyone wins. Though this is not always going to be possible. The supervisor needs to distinguish between complaints which can be about anything in the workplace and a grievance which involves a union and is dealing with a misunderstanding and work duties. When an employee has a complaint they may be better off in a union. When you're in a union you have people there to assist you with making complaints, and you have outside people there to judge and help resolve issues. On the other hand if there is no union you just make a complaint on your own and it goes to the supervisor or management and they make the call. When there are complaints or grievances the supervisor should always have an initial meeting with the employee, and steward