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Conflict Management

Conflict Management

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Published by Sanal Jose

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Published by: Sanal Jose on Jul 04, 2011
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Conflict Management

RELIGIOUS OR ETHICAL IDEAS ( WEBSTERS DICTIONARY) T A STATE OF INCOMPATIBILITY OF IDEAS BETWEEN TWO OR MORE PARTIES OR INDIVIDUALS CONFLICT MANAGEMENT IS THE . CONTEST OR OPPOSING FORCES EXISTING BETWEEN PRIMITIVE DESIRES AND MORAL.WHAT IS CONFLICT? TA BATTLE.

THE CONFLICT ISNT THE PROBLEM ­ IT IS WHEN .  ENERGIZES WORK TO BE ON THE MOST APPROPRIATE ISSUES.CONFLICTu. FOR EXAMPLE IT MOTIVATES THEM TO PARTICIPATE.WHEN IT IS NEEDED?  HELPS TO RAISE AND ADDRESS PROBLEMS. CONFLICT IS NOT THE SAME AS DISCOMFORT.  HELPS PEOPLE LEARN HOW TO RECOGNIZE AND BENEFIT FROM THEIR DIFFERENCES.  HELPS THE PEOPLE |BE REAL}..

.  CAUSES MORE AND CONTINUED CONFLICTS.  CAUSES INAPPROPRIATE BEHAVIOURS.WHEN IT IS A PROBLEM?  HAMPERS PRODUCTIVITY.CONFLICTu. .  LOWERS MORALE.

. EMPLOYEES TRUST THE "RUMOR MILL" MORE THAN MANAGEMENT. PROGRAMS. EMPLOYEES DON'T UNDERSTAND REASONS FOR DECISIONS.TYPES OF MANAGERIAL ACTIONS THAT CAN CAUSE WORKPLACE CONFLICTS  POOR COMMUNICATIONS EMPLOYEES EXPERIENCE CONTINUING SURPRISES. THEY AREN'T INVOLVED IN DECISIONMAKING. ETC. AS A RESULT.  THE ALIGNMENT OR THE AMOUNT OF RESOURCES IS INSUFFICIENT. THEY AREN'T INFORMED OF NEW DECISIONS.

CONTDuu. INCLUDING CONFLICTING VALUES OR ACTIONS AMONG MANAGERS AND EMPLOYEES.  LEADERSHIP PROBLEMS. EVIDENCED BY: AVOIDING CONFLICT. WE OFTEN DON'T LIKE IN OTHERS WHAT WE DON'T LIKE IN OURSELVES. MISSING. "PASSING THE BUCK" WITH LITTLE FOLLOW-THROUGH ON DECISIONS. INCLUDING INCONSISTENT.  "PERSONAL CHEMISTRY". TOO-STRONG OR UNINFORMED LEADERSHIP (AT ANY LEVEL IN THE ORGANIZATION). FOR EXAMPLE: STRONG PERSONAL NATURES DON'T MATCH. .

MEET AT LEAST ONCE A MONTH ALONE WITH THEM IN OFFICE.  GET REGULAR.  INTENTIONALLY BUILD RELATIONSHIPS WITH ALL SUBORDINATES. NO TASKS "FALL IN A CRACK". . ASK ABOUT ACCOMPLISHMENTS.KEY MANAGERIAL ACTIONS / STRUCTURES TO MINIMIZE CONFLICTS  REGULARLY REVIEW JOB DESCRIPTIONS. GET YOUR EMPLOYEE'S INPUT TO THEM. CHALLENGES AND ISSUES. WRITTEN STATUS REPORTS AND INCLUDE: ACCOMPLISHMENTS. ENSURE: JOB ROLES DON'T CONFLICT. WRITE DOWN AND DATE JOB DESCRIPTIONS.

 CONDUCT BASIC TRAINING ABOUT: INTERPERSONAL COMMUNICATIONS. TRAIN EMPLOYEES ABOUT THE PROCEDURES. HAVE EMPLOYEES WRITE PROCEDURES WHEN POSSIBLE AND APPROPRIATE. TO COMMUNICATE NEW INITIATIVES AND STATUS OF CURRENT PROGRAMS. FOR EXAMPLE.  DEVELOP PROCEDURES FOR ROUTINE TASKS AND INCLUDE THE EMPLOYEES' INPUT. CONFLICT MANAGEMENT. DELEGATION. GET EMPLOYEES' REVIEW OF THE PROCEDURES. DISTRIBUTE THE PROCEDURES.  REGULARLY HOLD MANAGEMENT MEETINGS. .CONTDu. EVERY MONTH..

RATHER THAN CLARIFYING AND ADDRESSING THE ISSUE. .  COMPROMISING: MUTUAL GIVE AND TAKE. COMPETITORS LOVE ACCOMMODATORS.  ACCOMMODATE IT: GIVE IN TO OTHERS. SOMETIMES TO THE EXTENT THAT YOU COMPROMISE YOURSELF.  COMPETING: WORK TO GET YOUR WAY.WAYS PEOPLE DEAL WITH CONFLICTS  AVOID IT: PRETEND IT IS NOT THERE OR IGNORE IT.

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