Communication Skill

This document discusses communication skills and conflict resolution techniques in organizations. It explores the Kilmann Thomas's Managerial Grid Model and different types of work relationships. The document also includes a questionnaire on ethical values and tips for resolving conflicts with co-workers.

Running head: COMMUNICATION SKILL
Communication Skill
Name of the Student:
Name of the University:
Author Note:

1COMMUNICATION SKILL
Table of Contents
Question 1..................................................................................................................................2
Question 2..................................................................................................................................3
Question 3..................................................................................................................................5
Question 4..................................................................................................................................5
References..................................................................................................................................7

2COMMUNICATION SKILL
Question 1
As opined by Northouse (2017), the most effective way for a team leader in
understanding the conflict style in an organisation is to undergo the theory of Kilmann
Thomas's Managerial Grid Model. Taking the help of the mentioned model, the team leader
will be able to help its team members understand the importance of mitigating the conflicts
between the team and achieving team results effectively.
Kilmann Thomas's Managerial Grid Model
The concerned model is divided into five options that are available in the resolution of
the conflict.
Competing
This option of the conflict resolution means to stand up for oneself and the right to
defend oneself that the stand taken by the individual is right. This turns out to be an entire
non-co-operative as well as an aggressive approach towards the resolution of the conflict
issues.
Accommodating
This option is recognised to be the complete opposite of the competing option. The
approach to this option undergoes an entire unassertive as well as a co-operative procedure
that forms a selfless attitude of the team members in the concern of solving the conflicts.
Avoiding
The avoiding option in the grid is again considered to be a non-co-operative but an
unassertive approach towards the resolving of the conflict. The team members retain a
diplomatic approach to behaviour in this case.

3COMMUNICATION SKILL

4COMMUNICATION SKILL
Compromising
This option in the grid relates to two sides of the conflict being at the same place.
Both the parties in the conflict position get something out of the result but not everything.
Collaborating
This option in the model is recognised to be a complete opposite of the option named
as avoiding. The same means that the team members are willing to solve the conflicts that
arise between the two parties concerned.
Figure 1: Kilmann Thomas's Managerial Grid Model
(Source: Based on Riasi & Asadzadeh, 2015)
Question 2
The four most essential kinds of work related to assisting the training needs are
determined as below (Manuti et al., 2015).

5COMMUNICATION SKILL
Targeted Relationships
The ideology of the targeted work relationship is to maintain the business relationship
with the co-workers and competitors that the individual is not personally related to. The
worth of maintaining the same is that it will benefit both the sides with the offerings of
knowledge and ideas of both.
The same can be termed to be the most effective in terms of life scenario for the
college students where they can help each other in the understanding of the technical projects
they are allocated to do in their academics.
Tentative Relationships
The ideology of maintaining the tentative relationship is to ask an individual to do a
favour of work for oneself; a stable relationship is to be formed with the same.
This can be best effective in terms of the MNCs firms where the leaders are to
delegate the authorities of work to its team members and assist them in the same. As analysed
in terms of Woolworths, Australia, where the employees were transferred to manufacture the
finished goods to increase the value chain supply.
Transactional Relationships
The ideology of this form of relationship does not involve personal communication
but more of specified business objectives communication done by the managers.
The live example of this case can be taken to be the example of Westpac banking
industry where the branch manager transfers the objectives and plans to the employees to
satisfy both the customer and organisational desires.

6COMMUNICATION SKILL
Trusted Relationships
The most personal and valued sort of relationship which is termed to be long-lasting.
Specifically, the terms at which the mentors and close co-workers at work crafts to work
effectively with shared information and ideas.
The best live example of this particular relationship is the stewardship business forms where
the owner of the business entirely depend on the follower delegated to control the company
without their physical presence.
Question 3
Based on the examination of the questionnaire of ethical values, it was examined that
my boss is at a high paradigm in terms of moral leadership with a score of 48 points. This is
because the outcome of the questionnaire showed that my boss is an honest leader and trust-
worthy. My boss is also known to be consistent with the values he talks about, what is said us
what is precisely done. Moreover, it was also examined that the boss is responsible and keeps
up to his commitments of self-sacrifice when it comes to the good of the company. Not only
this, but the boss is also recognised to acknowledge the drawbacks in the organisation and
takes the earliest action on the same to resolve it and never undertakes any unethical means of
fulfilling the desires of work. This, in turn, makes me feel positive about the working
environment as well as keeps me motivated to work with the greatest zeal and enthusiasm.
Not only this, but I also feel to keep myself sustained in the company because the same
makes me realise that I will be able to learn a lot about leadership traits and skills with the
help of analysing the behaviour of my boss and getting adhered to the same.

7COMMUNICATION SKILL
Question 4
Conflicts are that part of business working structure that can never be avoided but
surely can be solved. The two best ways that can be used to resolve a conflict with a co-
worker can be stated as below.
 Not to discuss the conflict again and again with other employees that have no relation
with the conflict issue aroused. This will increase the adversity of the battle in the
mindset of the employee in conflict because of the involvement of the third party
(Morris, 2016). This is so because, the parties involved in the conflict feels that the
other person is exaggerating the matter by involving other people in the same.
Therefore, it leads to increase in the intensity of the conflict level.
 Discussing the issue of the conflict concerning the face-to-face communication, since
the same would help in resolving the problem at once. Specifically, not being
reluctant about ones thought but listening to both the sides to understand the thought
of both and solve the problem on point (Hoffmann, 2016). This is because the persons
involved in the conflict would be able to understand each other better in the verge of
communicating via face-to-face ideology. Solving the same through other means may
not be as effective as compared to face communication.

8COMMUNICATION SKILL
References
Hoffmann, E. A., (2016). Co-operative workplace dispute resolution: Organisational
structure, ownership, and ideology. Routledge.
Manuti, A., Pastore, S., Scardigno, A. F., Giancaspro, M. L., & Morciano, D. (2015). Formal
and informal learning in the workplace: a research review. International journal of
training and development, 19(1), 1-17.
Morris, B., (2016). Human Resources' Role in Avoiding conflict in the Workplace (Doctoral
dissertation).
Northouse, P. G., (2017). Introduction to leadership: Concepts and practice. Sage
Publications.
Riasi, A., & Asadzadeh, N., (2015). The relationship between principals' reward power and
their conflict management styles based on Thomas–Kilmann conflict mode
instrument. Management Science Letters, 5(6), 611-618.