Negotiation and conflict management

RUNNING HEAD: NEGOTIATION AND CONFLICT MANGEMENT
Conflict Management
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Author Note

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NEGOTIATION AND CONFLICT MANAGEMENT
Executive Summary:
This report examined the influence of conflict management in a workplace on the performance of
the organisation in an Australian production and manufacturing firm. All the participants consist
of 250 workers those who are appointed through random sampling technique that is stratified.
Inferential and descriptive statistics were taken into consideration for analysing the data that are
collected from the accused or the respondents. Using the analysis of Spearman correlation that
resulted the empirical test which significantly presented the positive relation between the
organisational performance and strategies of conflict management. Management strategies of
non-integrative conflict had a determinate effect which is statistically negative on the
performance of the organisation. The analysis of regression specified that the collective strategy
of bargaining, which resulted in the highest positive correlation with the performance of the
organisation. Some additional study depicts that the conflicts emerge due to multiple factors of
the institutional experience that depends on the goal and economic mismatch alignments in the
workplace. The conflict of union-management was found to be the most predominant type of
conflict that is industrial in an organisation. The report concluded that any conflict is a type of
unavoidable concept or phenomenon in the life of an organisation and it can detract or contribute
depending on the performance of the organisation which depends on the methods of conflict
management that can be adopted in a workplace.

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NEGOTIATION AND CONFLICT MANAGEMENT
Table of Contents
Introduction:....................................................................................................................................3
Discussion:.......................................................................................................................................4
Literature review:.........................................................................................................................4
2. Part B – Proposing a Model for Conflict Resolution...................................................................8
2.1. Tools for Conflict Resolution...............................................................................................8
People who are best suited to use the Model for Conflict Resolution.........................................9
Situation or Context in which the Model can be used.................................................................9
Cues or Signs that People using the Model can look for...........................................................10
Intrapersonal Cues to look for when using the Model...............................................................10
Interpersonal Cues to look for when using the Model...............................................................11
Important Aspects of the Model of Conflict Resolution...........................................................11
Conclusion.....................................................................................................................................12
References:....................................................................................................................................13

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NEGOTIATION AND CONFLICT MANAGEMENT
Introduction:
The structural character of modern work-organisations whether in the field of service
industry or manufacturing unit inevitably develops an interest of conflict. These interest of
conflicts is emerged in cluster due to resources, position and scarcity of freedom. The conflict in
the workplace is widespread, notwithstanding the better management practices in an institution
and establishes in different forms as an unavoidable and intrinsic feature of the employment
relation. It is a process that takes place in hierarchical organisations where an individual carries
background interact, opinion and divergent view. This article provides an overview of conflict
management strategies through a literature review. A study was then conducted of 219 radiologic
technologists to predict commonalities in conflict management styles in this particular cohort,
taking into account education level. Conflict in any work relation is never considered as an
aberration because it provides or creates a better chance for reconciliation and correction for the
development of the employees and the work organisation.
According to Kazimoto (2013), the conflict in the workplace is defined as the existence
of discordance takes place when interest, values or goals of different groups or individual are
mismatched and aggravate each other that results in attempting to achieve the specific activities
in an institution. It is a process of communication and is an unavoidable significance of
transactional relationship establishing the dissonance and disagreement in the between the
groups and among the individuals in the workplace. Conflict in the workplace is a fact of life in
any institution or organisation as individuals will strive for employment, security, power and
recognition. Therefore the work of the management is not to solve all the arisen conflicts nor to