Becoming an effective manager is hard work; knowing your own conflict handling s

Question

Becoming an effective manager is hard work; knowing your own conflict handling style is important. Using the conflict styles inventory,please complete your own self assessment and describe how you will apply what you learn in your own management environment. If you are not presently a manager, please apply what you learn to an aspect of your professional life. Describe the changes you may need to make to become more effective in the setting you use. Use real life examples and support your thoughts by the material in your reading. You may also use other sources and articles.

Reference: Raines, S. (2013). Conflict management for managers: Resolving workplace, client, and policy disputes. Jossey-Bass. San Francisco, CA. ISBN:978-0-470-93111-0.

Explanation / Answer

INTRODUCTION TO CONFLICT:

Conflict may be referred to as disagreement among the parties in the organization working under the same environment. The disagreement can be with reference to any change or any decision taken by the top management. Conflicts if not resolved on time can lead to massive dissatisfaction in the part of the employees and they can act against the organization as well.

It is the duty of the manager to keep a track on the working of the organization and see that no conflicts are born in the working environment. If this happens then he must make sure that all the conflicts are resolved on time by listening to the grievances of both the parties.

CONFLICT HANDLING STYLES:

There are number of styles which can be used by the managers at all levels in order to resolve the conflicts in the organization.

As a manager I would use the 'Collaborating Style' of conflict management. This type of style will help me in handling the conflicting situations with ease without harming any party's interest. Following benefits can be gained after using collaborating style of leadership:

REAL LIFE EXAMPLE:

The conflict happened in the readymade garment sector between the employers and the workers as on August 2010. The workers had problem related to the wages. The wage structure was poor and as a result the workers had to raise their voice against the organization. Thousands of workers had gone on strike and stopped the production of goods and services. This had an adverse effect on the organizational harmony and the conflict touched its heights in no time.

The mangers then had to confront the workers and had to take steps in order to manage the conflicts. The managers did not behave badly with the workers nor did they warned them on any grounds. Instead the management followed the collaborating style of conflict management and had a word with them on fair grounds. It was an example of intergroup conflict and was resolved using the 'win- win' situation where interests of both the parties was taken into consideration.

As a result the workers agreed on the terms and conditions and the management also agreed on the terms and conditions of the workers. Negotiation was done and a common output was taken out on which both the parties agreed upon. The wages of the workers was settled on common grounds and was raised keeping in mind the capacity of the organization to pay.

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