An Integrated Conflict Management System

A union is an organization of workers who join together in order to have a voice in improving their jobs and the quality of work within the organization. In many occasions, unions help employees of an organization negotiate pay, benefits, flexible hours and other work conditions that may arise. Unions have a role because some degree of conflict is inevitable between workers and management (Noe, 2003). In this paper, I will be discussing the impact of unions and labor relations within an organization.

In this paper I will discuss the conflict that is occurring at General Hospital, the conflict management styles that are evident in the case, and how General Hospital could have used teams to address the cost reductions needed to stay competitive. I will also describe how the CEO of General Hospital, Mike Hammer can us negotiation skills to get buy-in for the cost reductions and finally I will recommend a strategy for Hammer to resolve the problem.

A number of laws have been passed, implemented and amended by the United States congress to tackle disputes resolutions, employee and employer rights just but a few. Over time there has been change of behaviour. The workforce has embraced ligation in order to reduce disputes and turnovers .There by replacing common sense and compassion.

Maintaining strong employee relations is vital to the success of any business. Many of the Supreme Court cases in the textbook discuss collective bargaining and union participation. These cases were intriguing because they reiterate employees’ rights to express their opinions and join organizations designed to better their lives.

When rehersing the S-TLC system of conflict management, the most challenging aspect for me is step one, stop. In this context, "stop" means to take a mental "time-out" to evaluate, and formulate, well articulated communications moving forward (Abigail & Cahn, 2011). Often in personal conflicts, I find it nearly impossible to practice the stop phase of the S-TLC. Communication is a two way street, and while I may like to pull over at a rest stop to compose myself, on comming traffic can be relntless and prevent me from stopping. Plainly stated, I do not understand how to stop when other individuals involved in conflict do not wish to yeild.

We have been taught, that if you are not getting the results you desire, there is something wrong with your team (Fischer & Greene, 2017). Clearly there is something wrong with this company’s team. At Wells Fargo there is a sever absence in trust between their employees and management. Two of the characteristics that are found in teams with no trust are, employees that “conceal their weaknesses and mistakes from one another” and the other is when “people hesitate to ask for help or provide constructive feedback” (Lencioni, n.d.). This is apparent at Wells Fargo because the employees did not trust their supervisors enough to approach them about these unattainable objectives or questions about how to properly do things to be able to reach these goals in a legal way. I also realized that there is a sever lack of unfiltered conflict at Wells Fargo. Some characteristics of a team that lack unfiltered conflict are teams that create an environment where back-channel politics and personal attacks thrive (Lencioni, n.d.). Teams that lack unfiltered conflict also ignore controversial topics that are critical to team success (Lencioni, n.d.). This is exactly what is going on at Wells Fargo. As we heard from Mr. Fischer and Mr. Greene, of Six Bends Harley Davidson, both gentlemen emphasized the importance of unfiltered conflict between employees in a company. These employees were intimidated by management and did not have the right or courage to engage in unfiltered conflict. Wells Fargo is not a team environment, instead it seems like a

Today, conversely, work relations in the United States are more helpful and less clash ridden than somewhere else. The narrative of how the United States produced a persevering and workable arrangement of aggregate haggling after the greater part a time of intense battles is a standout amongst the most critical topics in present day American

Workers have and always will be the most valuable asset a company has. Without employees, no business can function. Because of employees’ worth, businesses are obligated to satisfy their employees needs and this was accomplished by the formation of the labor union. Before the formation of the labor union, employees had no say or voice. After, however, labor unions acted as the employees’ voice to their employers. The historical changes of the labor union have shaped what labor unions stand for today and what they will stand for in the future. By understanding the historical timeline of the formation and development of labor unions, it is easier to understand the problems that we face today and in the future as a modern society.

Individuals have been at work for thousands and thousands of years. Over the last century there have been many changes in the United States that protects workers in their positions and the duties they perform. There has been many changes for employers as well that protects companies and organization and offers beneficial information to keep them in compliance with changes and away from any from and form of discrimination. Over the last century there has been the organization of Unions (Bargaining Unit) in which are to protect workers in their positions, give them fair marketable pay and be the liaison between the employer and employee. Union organizations represent employees and negotiate contracts that

By the late 1800’s the doctrine “At Will Employment” was established in the United States. The principle was valued at first by the employers because it allowed the employers to have exclusive freedom as to how they could operate their companies. The principle of this doctrine also gave the employers protections in the legal system if they needed to go to court. Since the employers were not afraid of any legal issues coming to play over how they treated their employees many situation resulted in abuse. With the abuse on the up-rise this started the employees rethinking away to protect themselves from abusive employers with too much power and freedom. The employees started joining unions to help protect them and go to bat for them over legal issues. With this happening the movement for Civil Rights Laws became affect in the 60’s. The business had to start recording their company policies pertaining to the steps that outlined an employee’s termination. This made it seem easier for the legal system to have a grip at making sure the companies were following their own company employee manuals. When the

A union is an organization of workers who join together in order to have a voice in improving their jobs and the quality of work within the organization. In many occasions, unions help employees of an organization negotiate pay, benefits, flexible hours and other work conditions that may arise. Unions have a role because some degree of conflict is inevitable between workers and management (Noe, 2003). In this paper, I will be discussing the impact of unions and labor relations within an organization.

Conflict is a fact of life - for individuals, organizations, and societies. The costs of conflict are well-documented - high turnover, grievances and lawsuits, absenteeism, divorce, dysfunctional families, prejudice, fear. What many people don't realize is that well-managed conflict can actually be a force for positive change.

In this case study we will be analyzing a conflict between coworkers from "Not on My Sabbath" by Joy Koesten. The situation involves a woman, Joan, who has been highly successful in the agency in which she works. A problem arises between her and her coworker/superior, Sue, who is seemingly jealous of Joan's quick success. Sue ends up making a change to Joan's job description that conflicts with her religious practices. We will be analyzing their goals, styles, tactics, and approaches to this conflict.

The third form of Conflict management is Accommodation. When the task at hand is more important than the conflict that has arisen and when relationships may be damaged putting the entire project in jeopardy. With this method a team member may minimize the conflict in order to protect the relationship and ultimately the project. Some of the negative aspects in using this

In trying to resolve the conflict between Reece and Patel, Edwards used an avoidance strategy. Instead of speaking directly about the root causes, or sources, of the conflict, Edwards focused on the behaviors and treated Reece and Patel like children. Edwards scolded them, and sent them off without bothering to find out what was bothering the two. Of course, this type of conflict resolution is ineffective because it fails to address the underlying issues. As Anderson (n.d.) points out, addressing the problem is key to conflict resolution. "When a conflict does happen, a manager needs to focus the conflicting parties on the issue and have them leave out any personal problems they may be having," (Anderson, n.d.).