A Human Resource Team And How Conflict Management Can Affect The Organizations They Support

Human resources management relies upon employees and employers working concurrently. However in many cases this is hard to create, this is a factor leading to workplace disputes. Workplace disputes are conflict which occurs within the workplace. They can be a result of relationships or clashes in opinions on certain tasks. Indicators are used to measure the results of workplace disputes, these indicate the factors creating disputes. They include: corporate culture - how well a workforce treats one another, benchmarking key variables - whether staff are motivated to reach these benchmarks, staff turnover - the amount of separation of employees is occurring, absenteeism - how frequently staff are taking days off, accidents - how people react

Conflict results from real or perceived opposition to one’s values, actions, desires or general interests. Conflicts may occur internally or externally between individuals or groups; conflict within a team environment can cause frustration, and occasionally anger. However, conflict resolution can also often generate positive results for the team. Conflict management skills remain in demand; conflict may be managed successfully by reaching an agreement that satisfies the needs of both the individual(s) and the team as a whole

This exceptional team management and leadership skill demonstrated our ability to get tasks accomplished, regardless of any hurdles staying in our way. Efficient conflict management is critical when managing stress, productivity levels, and team collaboration abilities. The ways in which we handled this conflict inspired creativity, harmony and cohesion amongst our team members. Reacting in a positive, innovative manner helped maintain a positive group dynamic, elevate our problem solving abilities and prevent future conflicts from

Conflict is part of our human disposition; consequently, it is customary within organizations. “Left unanalyzed and unchecked, it can be a destructive force that consumes time, money and human resources. Learning the various ways that people resolve conflict and expanding their conflict resolution styles can lead to better results” (Sadri, 2012). Within organizations employees have personal beliefs, styles and attitudes, and backgrounds that at times can cause disagreements, inconsistencies and ultimately, conflict. It is the intent of this paper to examine the archetype of conflict as an

“There are two distinct types of conflict: conflict that is functional and can build stronger teams, processes, and working relationships, and dysfunctional conflict can destroy the cohesion of an agency” (Reynolds, 2014, para. 3) There comes a time when the company must pull everyone together, bring them back to the beginning, and restart the process of getting things done (Reynolds, 2014). When the level of conflict starts to threaten the cooperation of all members, it is time for the command staff to including human resources to gather everyone and have them refocus on the mission at

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.

Conflict is a contest or struggle between individuals with opposing values, beliefs, needs, goals, and ideas. On teams, conflict is inevitable; on the other hand, the conflict’s outcomes are not predetermined. Conflict may escalate and result in nonproductive outcomes, or it may be beneficially resolved and lead to quality outcomes (Cahn & Abigail, 2014). Hence, learning to handle conflict is essential to a team to guarantee high-performance. Even though few individuals search for conflict more frequently than not, conflict comes up due to miscommunication. It occurs between individuals in reference to their values, goals, beliefs, ideas, and needs.

This case is about team conflict due to the project leader using an autocratic management style while supervising a virtual team. His style of management is creating severe problems with the team developing trust and group cohesion. This is negatively impacting the team's ability to establish effective communication and coordination processes to successfully complete the project.

Many people and organizations view conflict as a negative, or something to be avoided. Yet conflict, differences, or disagreements are a natural result of people working together. Also, without conflict, teams can become complacent and not perform at optimum levels. The challenge then becomes, how should the team be prepared for this stage of their existence, and

Alper, S., Tjosvold, D., & Law, K. S. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology, 53(3), 625-642. This study looked at the management of conflict and linked it empirically with organizational team and efficacy research. There were sixty-one teams with nearly 500 employees studied, all belonging to a leading manufacturer of electronic products. A structural equation analysis was used to show that a cooperative approach to conflict is more effective than a competitive approach to same. Making use of autonomy can also make a person or a team more productive.

The first challenge is the poor coordination within management. A successful HR should be able to cooperate with other department. Refer to the case study, there were conflict and disconnect between the HR department and the executive management, the planning of HR was not supported by finance, accounting and the management team which leaded to miscommunication, poor decision making on operational aspects and critical mistakes. The conflict management and coordination management of HR were poor.

Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined. Conflict might escalate and lead to nonproductive results, or conflict can be beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is integral to a high-performance team. Although very few people go looking for conflict, more often than not, conflict results because of

Conflicts are an inevitable part of human life. Whether they happen in personal lives or within organizations, it is human nature to be involved in conflicts. Workplace conflicts, such as the one in the current situation with Dr. Jones and Susan, can result in negative consequences if they are not handled adequately. Some of these consequences may include irreparable damage to the relationships and disrupt teamwork, becoming an overall detriment to the organization. However, if the conflict is managed properly it can bring the problems to light and motivates the conflicted individuals to work together to find a solution that is agreed upon (Omisore & Abiodun, 2014).

Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone

Conflict is a basic aspect of teamwork (Levi, 2001), since the number of decisions that a team needs to make often evokes feelings of discomfort and stress.