A Analysis On ' The Battle And Adjust Their Performance '

There are two implication of this perspective, first is that conflict is the result of employees dissatisfaction and difference with management

A basic view about conflict is that it is a bad and destructive. However, conflict is not something bad at all times, sometimes if a conflict’s outcome can increase group performance and improve the quality of decision, according to Organizational Behavior, it is considered as a functional conflict outcome. Conflicts can help solve problems better and increase the understanding of the team. “Remember the Titans” is seen to have a functional conflict outcome, which is why they won every game they played.

As the expression of employees' dissatisfaction and differences with employers, conflict is regarded as bad and irrational for the organization and should be kept down through some forcible ways. Conflict can arise from employees' misunderstanding of the direction of the organisation or the poor communication between the staff and the management, enabling employees to substitute alternative agendas instead of the organisation's agenda (Bray, Deery, Walsh and Waring, 2005). Moreover, conflicts can arise from the poor management that caused by the management's failure to identify and meet employees' basic needs.

This paper will explain and critique conflict management style. It will describe at least three conflict management styles, which conflict management style do I personally use most frequently and why I do. It will also describe the difficulties I have dealt with others who use different conflict management styles then me. I will discuss the advantages and disadvantages of each conflict management style. Finally I will describe conflict avoidance and its interrelationship with conflict management.

According to Kristin Behfar, the more efficient and productive teams work through conflict and can consider themselves successful based upon three attributes: meeting performance goals, members being satisfied with the learning and benefiting, in addition to setting the team up for future success (Behfar, 2015). For teams not set up for conflict, it can decrease member satisfaction and productivity in addition to leading to non-effective problem solving. It is imperative to consider the manner in which conflict is managed as it greatly affects the team. Less effective teams will view a trade off between the satisfaction of team members and performance then behave in a reactive manner escalating the issue, leading the team into constant firefighting mode. Effective teams are proactive when it comes to the management of conflict, anticipate it and develop a manner in which to deal with it leading to a resolution or prevention from the offset.

This paper provides the reader with information on conflict, the levels and the components. The paper will provide information on how conflict can manifest in an organization or team. It will discuss conflict resolution which it the final component of conflict and provide information on identification of the issue. Baack advises that not all conflict is the same and outlines four levels of conflict, which are intrapersonal, interpersonal, intragroup and intergroup. (Baack, 2012) Conflict that is intrapersonal is the conflict that resides on an individual level. The conflict or battle that has an individual torn between choices that a right or wrong. The conflict between two or more individuals has a classification as interpersonal. Blau

Conflict or disagreement over the range of issues has become inherent aspect of modern organisational life. People from different cultural and education background work in an organisation. People working in an organisation may possess different goal and interest. People working in organisation may tend to different over a range of issues including organisational politics, organisational procedure, personal preference or political preference. It is also argued that conflict is essential characteristics of organisational life. Role of manager is paramount with regard to negotiating the conflict that arises in organisational life (http://www.sagepub.com/). Often lack of

Over the years, three different views on conflict have been proposed. The earliest approaches to conflict assumed that all conflict was bad and should be avoided; this was called the Traditional View. The second view, namely the Human Relations View, saw conflict as a natural occurrence, and that it was inevitable in any group, therefore it should be accepted. The third, and most recent view of conflict, it the Interactionist View, which states that conflict is an absolute necessity for a group to perform effectively. The interactionist view divides conflict into two categories, functional and dysfunctional. Functional conflicts support the goals of the group and improve its performance. These are usually task or process conflicts. Dysfunctional conflicts, however, hinder the group’s

Conflict in the workforce can impact positive or negative. A positive outcome of conflict would be if an employee became more aware of the surroundings and understanding of a task or co-worker. The conflict then would be recognized as an educational purpose. Conflict starts when people perceive different outlooks with beliefs and goals; although, it can be avoidable, it might also help regain energy. There are different ways in resolving conflict in the workforce such as compromising, withdrawing participants, or conclusion. Situations are all handled differently. Managers should have a set of rules to stick by in order to keep issues resolved. Management of a business must know when to eliminate conflict and when to build on it (Rue, 1992).

Communication helps to promote motivation by informing and clarifying they employees about the task to be done, in which they are performing their assigned duties and in which they can improve their performance if managers see the need to asset that area. This also plays a huge role in altering the individual attitudes. Organizations have the ability to asset and correct employees if they see someone not representing the organization in the correct manner. If not handled in an appreciate manner can lead to conflict and the communication channels can be discarded and not handled effectively. Conflict is defined as: to come into collision or disagreement; be contradictory, at variance, or in opposition; clash. Conflict can be the result of competition in the workplace for resources such as work space and with ones position i.e.; the demonstration of skills and ability, relationship with the boss, co-workers, vendors and customers.

Conflicts are daily phenomenon experienced in every organization on a daily basis. They are unavoidable, and the organizations must learn how to cope with them to ensure

Conflict can be define as a part of our life. No matter where we are, sometimes we will have conflict to each other. The most common conflict I think is conversation among human. Conflict is inevitable and even desirable: “To work in an organization is to be in conflict. To take advantage of joint work requires conflict management” (Tjosvold 2008: 19). The function of managing an organization. The organization in management can be separate to some categories that is leading, organizing, controlling and planning. From the journal i do research before, conflict of a company usually happened when doing a project. It is not possible there is no conflict happened. The team of the people are from different background skills and norm. So, when

Conflict is the process in which one team perceives that his or her interests are being opposed or negatively affected by another party. Many years ago, conflict was viewed as undesirable and counterproductive. There is evidence that conflict can produce undesirable outcomes such as lower job satisfaction, team cohesion, and knowledge sharing as well as higher organizational politics and turn-over. However, experts later formed the opinion that organizations suffer from too little as well as too much conflict. Research reports that moderate conflict can improve decision making, organizational responsiveness to the environment, and team cohesion (McShane & Von Glinow, 2015).

Conflict is a disagreement between two or more parties who perceive that they have incompatible concerns. An action by one party is perceived as preventing or interfering with the goals, needs, or actions of another party leads to conflict. Conflicts can arise due to a variety of organisational experiences, such as differences in the interpretation of facts, negative feelings, differences of values and philosophies, or disputes over shared resources (Hunsaker and Alessandra, 2008). From a personal experience, conflicts can also arise from the initiation or the execution of the process of change. In a period of change, employees might feel threatened by the changes being made, thus leading to a conflict with the management.

Conflict is an occurrence in virtually any organization, regardless of how large or small it may be. It is exceedingly difficult to get people to agree with one another about everything all the time, especially when they are competing for the same resources (Tsang, 2012, p. 84). This difficult is naturally exacerbated when there are stratifications between people, which frequently occurs in organizations. Organizations may have different categories of employers such as those in sale, marketing, finance, human resources, etc. The three main views of conflict which also play a significant part in the resolving of conflict are the traditional, the human relations, and interactionist views. There are points of similarities and differences between all of these views.