Conflict Communication, Negotiation and Conflict Resolution

CONFLICOMMUNICATION, NEGOTIATION AND CONFLICT RESOLUTION
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CONFLICOMMUNICATION, NEGOTIATION AND CONFLICT RESOLUTION
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Introduction
Since all organisation share these common characteristics: people, structure and goals
there is always need to have managers. For instance, Mr Johnson will directly oversee the tasks
of the other employees in Darwin plant. Highlighted below are some of the managerial problems
Mr Johnson will probably face how to solve them, handle conflicts, gain power and influence,
and also how to communicate effectively.
A case study of Darwin Promotion
This is about Mr Mark Johnson who was promoted by being appointed as a plant
manager at Darwin, a unit of Australian Appliance Company. Mr Johnson will be responsible for
overseeing overall functions and personnel of that plant except for sales. He is going to run a
unit in which is not familiar with most of the plant personnel. The operations control and
reporting in the company were originally from a centralized functional type of organization, but
the top management has decided to have a feasibility test of decentralized operations at the
Darwin plant by constructing a new plant nearby which will use new methods of production,
reduce manpower and lower processing costs. He is expecting that the employees who will be
from the old plant to encounter new features of the manufacturing process.
Mr Johnson initially was an accounting executive, and the top management thought he
had demonstrated managerial skills and abilities. Now Mr Johnson views the administrative
problems with the new assignment as follows: new methods and processes, a set of changed
relationships, new responsibilities, power and authority, all effects which come of
decentralization and interdependence of organizational business units.
Management Problems and their solution
Lack of motivation and ability is one of the major problems Mr Johnson will face.
According to theories of Mitchell, Porter and Lawler viewed the job performance of an employee
as a function or equation of the interaction between these three factors: motivation, ability and
environment. The key force or influence is motivation which is a goal-oriented behaviour in
which one wants to achieve a particular level of performance. For one to be a high achiever,
one should have the desire to attain personal responsibilities, expect immediate feedback of
their performance and also taking moderate risks. For Mr Johnson to succeed in his new role
must ensure each employee has the right skills and knowledge to perform a certain job. He
should also ensure that the relevant resources, information and which one needs to perform
well. (Mitchell, 2008), (Porter & Lawler, 2006)
According to Maslow, McGregor and Herzberg's theories define motivation from different
perspectives and how people are motivated differently. For instance, Mr Johnson should be able
to recognize and understand the needs of each individual employee and order of hierarchy in
which they should be satisfied. Through growth opportunities like management style, a
delegation of power and authority, job design, compensation packages and rewards, company
events, work conditions, security and safety, company policies and administration, interpersonal
relations, etc. motivate employees. He should be able to address situations where there is a
conflict between different needs. (Nader, 2012)
Mr Johnson must develop and increase self-awareness of emotionally intelligence,
cognitive style, sensitive line, personal values and moral maturity, core self-evaluation like self-