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CONFLICT MANAGEMENT[Document subtitle][DATE][COMPANY NAME][Company address]
Conflict Management1SummaryConflict is all pervasive in nature (Rahim et al., 2018). The present study deals withinterpersonal conflict in the private enterprise in Canada.There was a conflict between thehead of the research and development, and the head of the production department over theallocation of company resources. This situation ascended because each of has them had adifferent objective, which was related to their particular division.I played the role of anegotiator among the members who were discussing resource allocation of the organization.Conflict among the Departmental HeadsConflict as PerceptionThe conflict between the head of the two departments at the workplace was due to thedifference in perceptions. Thehead of the research and development wanted to allocate theresources of the company into research field so as to study the requirements and the needs ofthe customers as well as that of the workforce so as to meet the demand of the customers. Onthe other hand, the head of the production department wanted to allocate the resources intothe production of additional units so as to fill up the sales quota as determined and anticipatedby the management for the period. The difference in perception and objectives always lead tosuch an interpersonal conflict among different departments (Tedeschi, 2017).Conflict as FeelingConflict as feeling can be illustrated as the impact of the conflict on the behaviour andactions of the people involved in the conflict.The fear and bitterness among the departmentalheads to lose the resources also signalled disagreement of opinions. Though the behaviouralfactor was minimal, however, the conflict was still very real to them as they experienced thefeelings of fear and bitterness. The head of the research and development department fearedabout losing the resources to the production department, therefore having nothing left forthem to conduct their research. His behaviour turned out to be adverse to the production head,thereby raising anger and bitterness.Conflict as an ActionConflict as the action can be conceptualized as the actions taken by the parties intoconflict after a great deal of battle over the significant matter. The difference in perception awell as feelings of the departmental heads has led to conflicts between them. The head ofR&D, out of anger submitted a written letter to the manager and the Board regarding the
Conflict Management2allocation of resources in research rather than in the production department. This, in turn, hadmade the managers more inclined towards this department rather than the productiondepartment. The rage and bitterness were higher than before. The conflict reached anadvanced level.Negotiation Skills at Each StageThe first step was to encode the social indications in the situation, in terms of whatactually is the reason for conflict (Webb et al., 2017). During this stage, I have found out thatthe primary reason behind such rage, anger, bitterness, and ruthlessness against each otherwas merely to show power. Neither the head of the research and development team nor thatof the production team were in the position to lead each other because of the difference intheir departments and work. Therefore, getting a common topic, i.e., resource allocation andargue over the matter was obvious. The behaviour of the departmental heads turned out to behostile.Rahim et al. (2018)in their work contends that in order to collaborate betweenmembers with hostile behaviours against each other, it is necessary to consider the situationand generate possible ways to respond to the situation.The next stage was to interpret the cues and thereby forming mental preparations fordealing with the situation (Ness & Connelly, 2017). Interpreting the situation requires skillsof understanding and communication which helps in overcoming the situation and resolve theconflict. Communicating with people involves discussion on the matter that is argued over(Ness & Connelly, 2017). Looking at the present situation, it has been found out that therewere limited resources which were available for the organization. The work had to be carriedout with the limited resources only, and this is why prioritizing the requirements werenecessary for terms of cost-effective strategy as well as profit maximization. The interest ofall the departments towards enhancing their scope was rising one by one, similarly as that ofthe research and development and production department.It was necessary to improve customer relationship by means of meeting their desiredneeds, which can only be known by conducting research in this field. This indicated thatresearch was a vital course of action for the organization. On the other hand, producing therequired number of finished goods so as to confirm the orders of the customers was equallyimportant. Allocating the resources into one department only will make the other departmentdeprived of the resources. This turned out to be the major reason for conflict among the 2departmental heads.
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