Conflict Resolution in Organizations

This assignment delves into the complexities of conflict within organizational settings. It emphasizes the potential detrimental effects of conflict on relationships, team cohesion, and overall organizational health. The text argues for proactive conflict management through open communication, understanding, and appropriate training. The role of human resource management and skilled managers in addressing conflict is highlighted, along with the importance of organizational guidelines and a respectful work environment to minimize internal disputes.

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Impact of Foreign Direct Investment theories on national economic prosperity
The various aspects associated with Foreign Direct Investment or FDI have been evaluated as
well as explored a long time ago. However, in the past, the impacts and the determinants
associated with Foreign Direct Investment were described hypothetically without providing
empirical pieces of evidence. FDI is important for a country for determining and strengthening
the economic value. With regards to international business, the products which are imported to a
particular country can be determined by FDI. As time passed, econometric models files and
conditions were utilized for discovering the observational outcomes (Froot, 2008). Besides that,
the survey given underneath spreads both the preliminary and hypothetical reviews regarding the
matter after various approaches. It provides a list of theoretical determinants of FDI to the effect
of FDI on financial development as well as worldwide exchange. Foreign Direct Investment can
be considered as the growth of classical theories of international trade. It was an early concept
and is originally rooted in economics. Moreover, the first attempt at explaining the Foreign
Direct Investment was considered as Ricardo's theory of comparative advantage (Brakman and
Garretsen, 2008). The development of the concept of capital for international trade due to the
variety of resource requests between the nations is based on Heckscher-Ohlin theory. Heckscher-
Ohlin theory is built on David Ricardo's theory of comparative advantage by forecasting patterns
of manufacture and commerce regarding the factor legacies of the trading region. According to
this particular model, the countries will export products and these products will utilize their
competitive and profuse factors of production as well as import products that use the scarce
factors of countries (Foreign direct investment and development, 2004). Nevertheless, Foreign
Direct Investment cannot be explained and described by Ricardo's theory because it is based on
two products, two countries as well as a perfect mobility of factors at the local level. Such model
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could not even allow FDI. During the year 1960, the microeconomic theory of international
production was introduced. The method was proposed by Stephen Herbert Hymer. According to
this theory, the reasons for internationalization of organizations are two kinds such as variables
which are the outcomes of existence failures in market and variables connected to the ownership
and dimension of an organization of particular advantage. FDI just happens when the benefits of
abusing firm-particular points of interest (FSAs) crosswise over fringes authorizes defeating the
extra expenses of working together abroad (Foreign Direct Investment, 2012). As per Hymer's
thoughts, it has been contended that MNEs have firm-particular inclinations permitting them to
work productively in separate nations. Heledd Straker has four disagreements. These
disagreements were also distinguished by Hymer:
 Based on the old theory, it was suggested that the capital flow was one directional. One
directional means unique way. It means that the capital flows from developed countries
towards underdeveloped nations. However, in the real word after the war period, Foreign
Direct Investment became two-way among the developed countries.
 The level of outward Foreign Direct Investment or FDI was found to vary between the
industries. It means that if the capital availability was the driver of FDI, then there should
be no variation. The reason behind this is that all industries would be equally proficient
and motivate to invest in international markets (Kalamova and Konrad, 2010).
 A country was supposed to involve either in external FDI or receive FDI only. In the
meanwhile, Hymer found that Global Multinational Enterprises migrated in either
direction across national boundaries in industries in industrialized nations. It means that
those particular countries received inward and engaged in external Foreign Direct
investment.
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 As foreign subsidiaries were financed locally, it did not fit that capital moved from one
nation to another.
Besides, as proven by Hymer and as referred to by Aliber, there are two clarifications behind
organizations getting the chance to be MNEs. Initially, the companies got the opportunity to be
multinational enterprises since they have a competitive advantage (Ziying, 2014). They practice
this competitive edge in different countries remembering the right objective of helping their
productivity. Secondly, some ventures on account of their engaged structure would motivate
organizations to internationalize more than those in various agencies. Soon, these benefits must
not be available to companies belonging to host countries on unclear terms and expenses from to
the source-country organizations. According to Caves, the upgrade of products is a key
influencing factor. He stated that Foreign Direct Investment could be named conglomerate,
horizontal and vertical. The vertical category can be further subdivided into backward and
forward. Vertical FDI incorporates a geographical decentralization of production chain of a
company, where outside partners in poorer countries ordinarily make good work intermediates
that are dispatched back to high-wage countries, routinely to the parent organization itself.
Moreover, vertical FDI is sooner or later implied as market-seeking FDI. The name is given
because the primary motive for the investment is to develop the cost effectiveness of the
production of a company (Kojima, 2013). Also, vertical FDI can take two structures. There is
backward vertical FDI into an industry abroad that offers commitments for the internal
production procedure of a firm. Unquestionably most backward vertical FDI has been in
extractive endeavors, for example, oil extraction. The second form of vertical FDI is forward
vertical FDI in which an industry abroad offers the yields of an organization's particular
production procedure. The eclectic theory of FDI has ownership advantages such as ownership
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of assets and competitive advantage in the product. The theory has local advantages such as local
factor endowments and competitive advantage in the process. In case of foreign direct
investment or FDI, it is the ultimate procedure where the organization can get the benefit from
the foreign investment; there are some specific rules which have to be amplified in front of the
case. At which country a foreign investment procedure is developing, it is being supportive to the
legislation of host country or not and so many other decorum are there to enhance for the
business procedure. FDI incorporates a geographical devolution of production sequence of a
company, where outside partners in poorer countries normally make good work intermediates
that are dispatched back to high-wage countries, regularly to the parent organization itself. When
it is tossed for government, every country has its own government and the government always
maintains a specific legislation and the business industry must have to follow those rule,
regulations and legislation. Parallel to the FDI, the government of the host country put some
definite legislation which must have to be maintained. FDI has some pros and cons. The pros
includes distribution of production according to the principles of comparative advantage and
increase of world efficiency. The cons include exploitation of host country resources and keeping
the host country backward and dependent on home country technology.
On the other hand, horizontal FDI conveys a similar product in various plants as well as local
service markets with the help of output partner rather than through exports from the original
country of multinational enterprise (Makoni, 2015). This kind of FDI is now and again
insinuated as market-seeking FDI. The FDI inflows to established countries are regularly
horizontal investments driven by market seeking methods. They have a tendency to extend the
workforce of domestic production of the countries of origin. Horizontal investments rehash the
aggregate manufacturing process of the country of beginning in a remote country. Besides,
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multinationals convoluted into extraction or usage of trademark resources are yet another case of
FDI where there is no other choice to the adjacent intimacy of the firm. Legacies of waterfalls,
forest, gas, oil and minerals may be the most fundamental interest for overall investment in
different emerging countries. Buckley and Casson conceptualized the internalization theory. In
the literature of international business, the market renunciations approach to manage FDI is
typically implied by internalization theory. Also, market imperfections made the opportunity to
camouflage trades inside a firm (Eregha, 2012). As opposed to coordinating business remotely
between two companies specifically countries, it appeared to be well and great to rather enlarge
benefits by cooperating inside transversely over political points of confinement. Two things are
essential now; firstly firms would pick the base cost zone and second the firms would
camouflage until the price surpassed the preferences. FDI has also some benefits such as
reduction of transportation costs and local market dominance. The benefits also includes foreign
market development and control over foreign resources.
There is another current theoretical development which analyses the form and origin of
internationalization. It is based on the product life cycle of a particular product. In the mid-
1960s, Raymond Vernon initially proposed this theory. He debated that often the similar
companies that operate a product in their home markets undertake that the companies go through
an introductory phase. The preparatory phase is followed by maturity, growth along with the
decline phase. Apart from it, the product remains in certain stages during a particular interval of
time is a function of a variety of factors. According to the observations of Vernon, the
organizations undertake FDI at distinct steps in the product life cycle they have initiated.
Meanwhile, the organizations launched old products in new markets. They capitalize in other
improved countries when local demand in those countries increases large enough to support the
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local production. The organizations consequently shift production to the developing nations
when the standardization of product, as well as market saturations, give rise to cost pressures
along with price competition. In developing countries, investment is significant. The company
should invest in such place of a developing country where labor cost is lower and is seen as the
best method of cost reduction. Therefore, foreign direct investment in the following phase of the
product lifecycle will be export based, motivated primarily by considerations of cheap labor. In
the decline stage of product life cycle, the country which innovates product becomes the net
importer of the products. Conversely, product life cycle theory fails to explain the reason behind
the profits firms is making to undertake FDI at such times. The theory of Vernon is applicable
for some products, but it is appropriate for the vertically integrated multinational companies.
According to some critics, sometimes entrepreneurs buys external resources before launching the
products.
The increase in direct investment flows has laid the foundation for the marked development of
international production by transactional corporations (Kristjánsdóttir, 2010). Based on the
research, it has been estimated that 3.4 million dollars are invested in about four hundred and
fifty million foreign companies throughout the world. The sales value of these foreign companies
has increased more rapidly than that of international trade which reached an estimate of ten
billion dollars. As FDI streams have developed in volume, they have similarly turned out to be
all the more scattered among home and host nations. Powered nations as a gathering similarly
draw in the more prominent extent of such venture, yet their share is disintegrating as creating
nations turn out to be progressively alluring goals for speculation.
The basic rules of compromising between government and business are definitely to be
maintained. Government provides legislation upon business empowerment so that the businesses
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of the organizations have to follow the deal with it. Taxation priority, quality service, customer
service and so many other legislations are there which are needed to follow in a minute and
precise way.
How can managers resolve the conflicting needs of national growth and their international
corporate strategy?
Conflict in the organisation is inevitable fact. While two or more social identities have the
variety of attitudes, morals, thinking, and etc. few negative behaviour repeatedly happen over
time and cause of some kinds of misunderstanding lead to the conflict. In recent times conflicts
in working area are very much familiar. Now it is normal and natural for our society. Conflict
have that power to make necessary changes in home and workplace. As a result of unsolved
conflict unhappiness, mind dis-restless, dissatisfaction, hopelessness, and depression seen among
the employees. Unsolved conflict leads to the dissolution of relations, aggression, resignation
from jobs, physical and mental withdrawal, violence, etc. But it doesn't hamper the productivity.
There is lots of option to control the conflicts and maintain the peace in the workplace. Conflict
can damage the productivity and the organisation's environment. It is a painful reality of all
organisation. Conflicts get worse when it ignores. Magically it doesn't solve. Conflicts in
workplaces are easily detected whereas others conflicts are not seen too much. Cheap pranks,
irritating events, negative attitudes, misbehave among the employees' forms conflicts in the
workplace. Mainly conflicts occurred in the senior level of the organisation. Kind of
involvements is important for these specific conditions. Any disputes in the office, effects on the
productivity, kind of threat among the employees need to share of spoke of. A degree of
tolerance depends on the situation dealing with or interference. A threat or expression needed
while the production is hampered in the office among the employees. When the minor exchange
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of sentence or words happens between the employees, then the manager may not give
importance to it. These activities became the big issue between the employees as per the use of
those word on a daily basis. Prompt action is needed when one employee threat another in the
office. It may build a conflict among them. Conflict is a perception of various interest within
people. The parties in a company give rise to conflict about the delivering of resources, in
another hand, they may have some issues to take the structure of the organisation. In the case of
goal incompatibility, conflict develops because of their dynamic fashion, much needed
constructive modification and destructive consequences.
Various types of conflict seen in the workplace. These are originated by the individuals. The
base of the conflicts totally depends on the relationship between individuals. Conflicts occur due
to the interaction with the individuals. The most difficult part is to analysing and manage the
conflicts. Conflicts occur when two different or incompatible tendencies are evoked by a
stimulus. Individual need to choose any one among those tendencies. In this condition, the
person has to experience frustration, and that condition provokes the individuals to do excessive
drinking or destructive behave. Intrapersonal conflicts are generally between two incompatible
tendencies. Interpersonal conflict enhances the human interaction elements in a workplace. Two
different classes are present as the elemental source of conflict- (a) Personal & (b) functional. (a)
Personal: individuals are not- identical, constant. Communication between the person with
different attitudes, morals and necessity can build the conflict behaviour and affected the
working environmental of an organisation. (b) Functional: in an organisation, everyone behaves
in a particular way according to their position. .Few basic rules or guidelines are needed to
solve any conflict. The manager has to concentrate on the conflicts as well as in the other
problems. Few steps are followed to erase the conflict from the tan organisation. These are-
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establish guidelines, keep the open communication, act decisively, etc. few guidelines are
accepted by the individuals before participating in any formal meetings. They are ordered to
behave calmly. At the time of any conversation react unemotionally as much as possible with
individuals in the workplace. They have to understand each other's point of view. Violence in the
office or ignore the guidelines are the punishable offence for employees or individuals. To solve
the conflict is the best way to end up the conflict through an open and free conversation. Both of
them should express their point of view with each other as well as their perspectives. Discussion
about the cause of the conflict is the ultimate goal to eradicate the conflict from the organisation.
On should gather information as per free time, communicate with people, and understand the
proper objectives of the individuals. Make a healthy decision and act in a proper body language
and try not to leave the issue or problem in the middle of the way. A lengthy conversation may
damage one's decision and the view of you towards him. The opposition may take you as weak
to solve that problem. Lots people argue about your decision or not ready to agree with you.
Your decision makes them understand the point of view of yours. To avoid the conflict, anyone
should not argue with his or her supervisor, manager. Always Act as per the situation need. You
should maintain the politeness and soft-spoken behaviour in front of senior of that organisation.
Learn to change the thing if possible and accept that which can never change.
Benefits of conflict management in a workplace:
The most fundamental conflict has the potentiality to choose the mode of conflict, which will be
the most creative for a situation. The presence of personality conflict in an organisation shows
that they have a powerful negative consequence in the workplace that should be avoided.
Conflict turn into personal conflict while the people try to concentrate on the faults of them than
the substantive conflicts. People got frustrated and irritated and busy to blame each other,
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express anger, and stored negativity in their mind. Those negative emotions are lead to interfere
with the making of decision, cohesiveness, and reduction of job satisfaction. The organisation
should identify the correct issue of a specific conflict. The next stage of skill includes successful
implementation of conflict –controlling mode that they have chosen. Teamwork is an important
element to make decisions. To solve the collaborative problems conflict management programme
confirm the people to learn the key skills. The last level of skills including low costs, negative
consequence, they have chosen. Some collateral damages are accepted when the manager is less
skilled. The manager should be knowledgeable how to solve an issue without being tensed, how
to complete the necessity without annoying the people, gather knowledge about accommodating.
Human resource department can train the conflict management or organise the training
programme. These programs are held to improve the conflicts of an organisation. Only the
human resource department can take the chance to help with their programme. After Looking the
condition of the organisation, they have made the management of conflicts. Which is mainly
used to clean the organisation's conflict among the employees. Each organisation have their
mind-set according to their working environment. That is why the conflict of individuals changes
as per the organisation's mind set up. The different cultural state allows performing a different
kind of conflicts in a population. The prevailing mind-set of an organisation gives raise to the
conflict which is a threat to the relationship, and team cohesiveness. Conflicts should be avoided
if it is possible. Conflicts can damage an organisation from very depth. Most of the organisation
show conflict by their power. They should avoid that type of conflict. Competitive stanza is
essential to protect the position of one's. Still, now other organisations show the concession and
sacrifices to dissolve the conflict. Group conflict mainly damages the team-works of an
organisation. Conflict management has to understand the issue first then an open conversation
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needs to perform. By this performance management can handle the conflict situation of the
organisation. Well behave, better understanding, open communication is the best way to erase
various types of conflict from an organisation. Human resource management work on the
conflict issue behalf of the organisation. During the training session, they teach how to decrease
conflict mentality in the office or workplace. If these agendas are performed well, then the
organisation should be conflict free. The manager plays a major role in this case. They can
handle this situation if they have proper training. Managing something like behaviour issues that
give rise4 to the conflict or anything are the responsibility of a skilled manager. Some
programmes are very much helpful against the conflicts otherwise, the growth of an organisation
became ruined. To save the organisation from the internal conflict of the employees or
individuals to maintain few guidelines as much as possible. Apart from these there are few
factors work on the conflict issue. Conflict is a delicate matter, should solve by the care and huge
understanding. Better understanding between the employees and the senior officer can cut the
head off the conflict. All the associates of an organisation should careful about the organisation's
rules, regulation and guidelines. These are going to help an organisation to be conflict free and
make the organisation's working environment clean.
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References
Brakman, S. and Garretsen, H. (2008). Foreign direct investment and the multinational
enterprise. 1st ed. Cambridge, MA: MIT Press.
Eregha, P. (2012). The Dynamic Linkages between Foreign Direct Investment and Domestic
Investment in ECOWAS Countries: A Panel Cointegration Analysis. African Development
Review, 24(3), pp.208-220.
Foreign direct investment and development. (2004). 1st ed. New York: United Nations.
Foreign Direct Investment. (2012). 1st ed. Gower.
Froot, K. (2008). Foreign Direct Investment. 1st ed. Chicago: The University of Chicago
Press.
Kalamova, M. and Konrad, K. (2010). Nation Brands and Foreign Direct
Investment*. Kyklos, 63(3), pp.400-431.
Kojima, K. (2013). Direct foreign investment. 1st ed. [Place of publication not identified]:
Routledge.
Kristjánsdóttir, H. (2010). FOREIGN DIRECT INVESTMENT: THE KNOWLEDGE-
CAPITAL MODEL AND A SMALL COUNTRY CASE. Scottish Journal of Political
Economy, 57(5), pp.591-614.
Makoni, P. (2015). AN EXTENSIVE EXPLORATION OF THEORIES OF FOREIGN
DIRECT INVESTMENT. Risk Governance and Control: Financial Markets & Institutions,
5(2).
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Ziying, M. (2014). Inward Foreign Direct Investment, Entrepreneurial Behavior, and
Outward Foreign Direct Investment: Evidence from China. International Journal of
Business and Management, 9(9).
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