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.

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

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

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

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

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

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

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

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