Assignment No.

14
Discussion Questions

1. Why is it important for a supervisor to understand the difference between substantive and
personalized conflicts? Before reading this chapter, what did workplace conflict mean to
you? Do you view it differently now? Why or why not?
Perhaps as children we fought with our siblings or with others over whose turn it was to
play with a certain toy, or we argued with our parents over bedtime hours. These
disagreements over what should be done or what should occur are called substantive conflict.
Personalized conflict - Conflict between individuals that occurs because the two parties
do not like one another.

2. Have you ever had to deal with a bully, either in school or in the workplace? What strategies
should a supervisor use to address bullying? What are the dangers of not addressing
workplace incivility immediately?

Yes, A supervisor should be alert to those employees who have difficulty

adjusting to their coworkers or who make the lives of others unbearable. Through private
counseling sessions with such individuals, the supervisor may be able to uncover the
reasons for problem behaviors and to help individuals stop those behaviors. The
supervisor should also work with the HR department to determine whether individuals
who are behaving in uncharacteristically hostile or inappropriate ways should be referred
to the Employee Assistance Program to access additional help and support to deal with
personal or mental health issues.

3. Why should employee conflicts, complaints, and grievances be considered natural

components of supervision? Define and discuss the five conflict-resolution styles.

Employee conflicts, complaints, and grievances should be viewed as expected

parts of workplace relationships. Of course, it is undesirable for supervisors to confront a
constant flood of employee disagreements because this would probably indicate severe
departmental problems.

Withdraw/avoid - may be appropriate when the issue is perceived to be minor and the
costs of solving the problem are greater than the benefits.
Accommodate/oblige - The primary strength of the accommodate/oblige style is that it
encourages cooperation.
Compromise - The compromise style is called “win some, lose some.”
Compete/force/dominate – characterized as “I win, you lose.”
Collaborate/integrate/problem-solved - usually characterized as “I win, you win.”
4. Distinguish between a union grievance procedure and a complaint or problem-solving
procedure.

An employee complaint can occur in any work environment. Complaints may involve
individual or group dissatisfactions that can be initiated with a supervisor and possibly
appealed further. A grievance is normally identified as a complaint involving the
interpretation and application of a labor agreement where employees are represented by a
union.

5. What is meant by alternative dispute resolution (ADR)?

Alternative dispute resolution (ADR) procedures take various forms, including

mediation, arbitration, and panel, or peer review. ADR is especially used to expedite and
resolve discharge and discrimination cases to avoid high litigation costs.

6. Why should most complaints and grievances be settled by the supervisor at the departmental
level? Which complaints and grievances should be referred to higher-level managers or the
HR staff? Discuss.

During the initial step in handling grievances, there should be open, frank
communication between the supervisor and the complaining employee and the steward.
When the grievance is not settled at this step, the steward probably will carry the grievance
further, and it may eventually be submitted to an outside arbitrator. The same need for open
and frank communication exists in hearing and resolving employee complaints at the
supervisory level Employee complaints should be settled amicably by the supervisor
whenever possible rather than having them appealed and decided at higher levels.

7. Why is the satisfactory handling of complaints or grievances a major component of effective

supervisory management?

Whether or not employees are represented by labor unions, the supervisor should
follow the same general guidelines to resolve complaints or grievances Among the most
important supervisory considerations are to make time available, listen patiently and with an
open mind, distinguish facts from opinions, determine the real issue, check and consult, avoid
setting precedents, exercise self-control, minimize delay in reaching a decision, explain the
decision clearly and sensitively, keep records and documents, and do not fear a challenge.