Report on People and Organization: Conflict Management and Analysis

This report delves into the critical issues of managing people and organizations, particularly focusing on workplace conflicts and negotiation strategies. It begins with an introduction highlighting the challenges organizations face in achieving desired outcomes, followed by a literature review defining key terms like conflict and negotiation and outlining relevant theories and models, such as the Morton Deutsch Cooperative Model and win-win/win-lose negotiation models. The report then presents the application of diagnostic tools including the Thomas Khilman Conflict Questionnaire, The Big 5 personality test, and the Belbin Team Inventory, providing insights into the author's conflict resolution style, personality traits, and team role preferences. Finally, the report identifies two areas for improvement – exploring and negotiating skills – and proposes a plan for development through activities like attending seminars and training sessions, and undertaking internships. The report underscores the significance of effective negotiation in mitigating workplace conflicts and fostering better organizational outcomes.

People and
Organization
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TABLE OF CONTENTS
Introduction......................................................................................................................................3
Literature review..............................................................................................................................3
Definition of key terms/concepts,................................................................................................3
Outline of key theories/models and their application..................................................................4
Tools................................................................................................................................................5
Thomas Khilman Conflict Questionnaire....................................................................................5
The Big 5.....................................................................................................................................6
Belbin Team Inventory................................................................................................................6
Two areas of improvement..............................................................................................................7
Conclusion.......................................................................................................................................8
References........................................................................................................................................9
Appendix........................................................................................................................................11
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INTRODUCTION
In today’s corporate era, managing people and organization to achieve desired outcomes
is not an easy task for companies (Lyons & Kuron, 2014). At the time of carrying out business
operations and activities, organizations are required to deal with different types of issues and
challenges (Tjosvold, Wong, & Feng Chen, 2014). It can be expressed that situations such as
conflicts and negotiation among employees can adversely affect the overall productivity and
performance of companies.
The present report outlines, the key concepts, and theories linked with conflicts and
negotiation at the workplace. In addition to this, the use of three principal diagnosis tools which
are Thomas Khilman Conflict Questionnaire, The Big 5, and Belbin Team has been presented in
this study.
LITERATURE REVIEW
Definition of key terms/concepts,
In the modern era, conflicts among employees at the workplace have emerged as the
biggest issue of any organization. In simpler terms, conflicts at the workplace can be defined as
the situation which includes disagreement between the opinion and interest of people at the
workplace. Such conditions can directly result in affecting the overall performance of employees
working in the organization (Stewart, 2016). Furthermore, conflicts also create obstacles to
overall growth and success of a business enterprise to a great extent. Nowadays, companies
should emphasize more on developing practices and strategies to eliminate all forms of conflicts
within the workplace (Kitamura & Namatame, 2015). Conflicts at work is a severe issue, and
management should seek for understanding the fundamental causes which result in developing
conflicts among staff members.
In the present scenario, intense competition within industry encourages businesses to
carry out changes in their product line, services, and strategies at frequent intervals. However, it
can be argued that regular changes in organization are one of the leading causes of increasing
conflicts at the workplace (Martin & Siebert, 2016). Implementing changes can increase the
overall level of stress among staff members, and this further encourages conflicts within
employees. On the other hand, high expectation of management from team members is another
major reason which results in developing conflicts within the workplace.
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It can be asserted that sometimes employees are not clear with their roles, responsibilities
and they fail to meet the expectation of management. It is the responsibility of every manager to
ensure that roles of employees are well clear. At the same time, managers should encourage
workers to communicate the issues faced appropriately (Kapadia, 2015). Some other causes of
conflicts at workplace include high stress, ineffective leadership, dishonesty and differences in
individual personalities. It can be expressed that ineffective communication is another major
factor which results in conflicts among employee working in an organization.
On the other hand, negotiation at the workplace can be termed as the method in which
helps in managing the differences between employees (Gelfand, Brett, Gunia, Imai, Huang, &
Hsu, 2013). The use of negotiation skills helps managers to avoid situations such as disputes and
arguments among staff members. The process of negotiation includes six major stages which are
preparation, discussion, clarification of goals, negotiating towards win-win outcomes, agreement
and implementing the course of action.
However, it can be critically argued that negotiating successfully is not an easy task and
managers are required to take care of various aspects for carrying out successful negotiation. The
use of negotiation can result in developing the successful and long-term relationship among all
staff members (He, Baruch, & Lin, 2014). In addition to this, negotiation is also very helpful in
the developing sense of satisfaction among employees working in the organization. The use of
negotiation strategies and techniques can help management to avoid situations of issues and
conflicts among staff members.
Outline of key theories/models and their application
It can be stated that workplace conflicts are severe issues and businesses are required to
take corrective measures to deal with the same (Day, 2014). However, it can be critically argued
that conflicts are inevitable and thus, can result in affecting the morale and motivational level of
workers to a great extent (Horton, Bayerl, & Jacobs, 2014). To resolve issues and conflicts at the
workplace, models such as Morton Deutsch: Cooperative Model can be taken into consideration.
The model outlines different types of factors which results in developing conflict among workers
and making the workplace destructive or productive (Baillien, Bollen, Euwema, & De Witte,
2014). For example, the personalities of the employee working in the organization are one of the
most important factors which can result in making the workplace productive or destructive.
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Similar personalities and behavior develop strong coordination among workers, and at the same
time, it contributes to making the workplace more productive (Goetsch & Davis, 2014).
On the other hand, the differences in personalities of people working in an organization
many results in making the working environment more destructive. Morton Deutsch:
Cooperative Model reflects that the nature of issues within the workplace is another major factor
which results in the development of conflicts among staff members. This can be justified by the
fact that destructive workplace can be generated through issues which have win-loss situation
among both the parties (Druckman, 2015). The difference within the culture of individuals at the
workplace is another major factor which results in miscommunication and misunderstanding
within a place of work.
To carry out negotiation at the workplace, models such as win-win model and win-lose
model can be taken into consideration. According to the win-win model of negotiation, all the
parties involved in the process of negotiation are on the winning side. It can be stated that such
kind of situations is considered as the best for resolving conflicts and developing a sense of
satisfaction among workers (Danielsson, Bodin, Wulff, & Theorell, 2015). The win-win model
of negotiation is also considered as one of the most commonly used models within organizations.
On the contrary of this, it can be critically argued that win-lose model is another model
which is used for carrying out negotiation at the workplace. According to this model, one
individual loss and the other one wins during the situation of negotiation (Clohisy & ipman,
2017). The model is not used widely, and the rationale behind this is that it creates dissatisfaction
among parties and also results in developing a negative work environment.
However, it can be critically argued that dealing with situations such as disputes and
conflicts among employees is not an easy task for business managers (Baillien, et al., 2016). The
reason behind this is that managers need to ensure that all the parties are benefited from
negotiation in the best possible manner.
TOOLS
The three diagnostic tools undertaken during workshop are mentioned below as:
Thomas Khilman Conflict Questionnaire
I have completed the set of thirty questions present in Thomas Khilman Conflict
Questionnaire and after completion of the test; it has been found that I am more focused towards
problem-solving in the workplace. I have scored 11 on the section of collaborating, five on
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compromising, ten on avoiding and four on withdrawing. However, I have got zero scores in the
section of competing, and this indicates that I am an individual who does not force others to do
something or during negotiation. I also believe that two heads are better than one for the growth
and success of the business enterprise. My collaborating characteristic also reflects that my
objective is always to keep on learning new things and concepts. On the other side of this, the
collaborating characteristic also highlights that I work on all those hard feelings which can
adversely affect my interpersonal relationship at workplace.
The Big 5
The big five personality test has revealed the fact that I am moderate open to new areas
and experience. I have got 68% score on the criteria of openness, and the results also highlight
that I have the capabilities to think in different and complex ways. I am also interested in areas
such as culture, art and this has improved my overall productivity at workplace. However, it can
be critically argued that my score on the parameter of openness was moderate and therefore I am
neither completely creative nor unconventional.
On the parameter of Conscientious, I have got a high score of 95%, and this indicates that
I am disciplined regarding achieving my goals and objectives. The results also reflect that I am
highly organized and determined regarding carrying out my work. I have scored 75% on the
criteria of extraversion, and this indicates that I am also motivated towards the new thing and
outside world. On the contrary of this, I can be critically argued that I have scored 85% on the
parameter of agreeableness which means that I prefer to put others needs ahead of me. The test
has highlighted that I am very corporative, kind and sensitive person.
The same results have been displayed by Thomas Khilman Conflict Questionnaire as it
reflects that I always seek for opinions of others and I am always motivated to learn new things
and concepts.
Belbin Team Inventory
The Belbin Team Inventory Test has highlighted that I am the team player as I have
scored highest, i.e., 19 percent in this section. The results also reflect that I am a kind of person
who always cares for others and avoids workplace conflicts. At the same time, the result
demonstrates that I always look forward to helping others and support them in the best possible
manner. Regarding driver and chairman, I have score 17 percentage individually. Apart from
this, I percentage of innovation was 14, and I have score eight on the parameter of analysts.
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TWO AREAS OF IMPROVEMENT
Based on the information collected through test and literature review, it can be analyzed
that the two major areas where I need to improve myself are explorer and negotiator. I have
scored average marks on the mentioned above parameters, and this can be termed as an alarming
sign for me. At present, I am required to work in the above areas to attain better personal and
professional growth in the future. I will ensure that I improve my exploring and negotiating
abilities within the period of next six months. It can be expressed that exploring capabilities will
assist me to carry out my activities and task more creatively and innovatively. The realistic plans
for improvement in two major areas are mentioned below as:
Activities/Duration Month 1 to 2 Months 3 to 4 Month 5 Month 6
Attending
seminars to
improve
negotiating skills
Attending training
sessions
Online learning
Improving
exploring skills
through webinars
Internships
It can be stated that developing explorer skills will help me to enhance my overall listening and
communication skills. At the same time, it will assist me to develop better and long lasting
relationship with others in the best possible manner. The mentioned above plan indicates
different types of activities which I will be carrying out to develop and improve to major areas.
For example, I will be attending different training sessions and seminars to develop my
knowledge base about the role of explorer and negotiator in the workplace.
The literature review conducted in this study reflects the fact that workplace conflicts
have emerged as one of the significant threat for businesses. Furthermore, effective negotiation is
one of the best strategies which can be used to deal with the increasing conflicts and disputes at
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the workplace. The mentioned above program will help me to enhance my negotiation skills, and
thus I will be able to achieve better professional growth. It will assist to gain knowledge about
different tools and strategies which I can use to resolve conflicts at the workplace.
At the same time, better exploring and negotiating skills will help me to carry out my
activities and task in an appropriate manner. However, it can be critically argued that I will be
required to ensure that I remain discipline and loyal during the entire six months programs to
gain the best possible outcomes.
CONCLUSION
From the above-conducted research, it can be concluded workplace conflict has emerged
as the major challenge for companies. Nowadays, the difference in personality and high
expectation of management are the two principal causes which result in increasing conflicts in
the workplace. Furthermore, negotiation can be termed as the best strategy which can be
implemented to deal with the situation of conflict. It can be inferred that I am very collaborative
and open to new things. In addition to this, I am also disciplined in terms of achieving my goals
and objectives. However, I need to work upon my negotiation and exploring skills to acquire
better growth opportunities in the future.
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REFERENCES
Baillien, E., Bollen, K., Euwema, M., & De Witte, H. (2014). Conflicts and conflict management
styles as precursors of workplace bullying: A two-wave longitudinal study. European
Journal of Work and Organizational Psychology , 511-524.
Baillien, E., Camps, J., Van den Broeck, A., Stouten, J., Godderis, L., Sercu, M., et al. (2016).
An eye for an eye will make the whole world blind: Conflict escalation into workplace
bullying and the role of distributive conflict behavior. Journal of Business Ethics , 415-
429.
Clohisy, D. R., & ipman, J. (2017). Leadership, Communication, and Negotiation Across a
Diverse Workforce*: An AOA Critical Issues Symposium. JBJS , 60.
Danielsson, C. B., Bodin, L., Wulff, C., & Theorell, T. (2015). The relation between office type
and workplace conflict: A gender and noise perspective. Journal of Environmental
Psychology , 161-171.
Day, R. D. (2014). Leading and managing people in the dynamic organization. Abingdon-on-
Thames: Psychology Press.
Druckman, D. (2015). Negotiating as a group representative: constraints and opportunities.
International Negotiation , 25-40.
Gelfand, M. J., Brett, J., Gunia, B. C., Imai, L., Huang, T. J., & Hsu, B. F. (2013). Toward a
culture-by-context perspective on negotiation: Negotiating teams in the United States and
Taiwan. Journal of Applied Psychology , 504.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. New
York City: Pearson.
He, H., Baruch, Y., & Lin, C. P. (2014). Modeling team knowledge sharing and team flexibility:
The role of within-team competition. human relations , 947-978.
Horton, K. E., Bayerl, P. S., & Jacobs, G. (2014). Identity conflicts at work: An integrative
framework. . Journal of Organizational Behavior , 35.
Kapadia, K. D. (2015). Study on Generational Diversity at Workplace and Mitigating the
Conflicts Arising on Account of Generational Differences Amongst them. International
Journal of Management & Behavioural Sciences , 70-77.
Kitamura, E. S., & Namatame, A. (2015). The influence of stubborn agents in a multi-agent
network for inter-team cooperation/negotiation. International Journal of Advanced
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Research in Artificial Intelligence , 1-9.
Lyons, S., & Kuron, L. (2014). Generational differences in the workplace: A review of the
evidence and directions for future research. . Journal of Organizational Behavior, , 35.
Martin, G., & Siebert, S. (2016). Managing people and organizations in changing contexts. .
London: Routledge.
Stewart, P. (2016). The Negotiation of Change in the Evolution of the Workplace towards a
New. Teamwork in the Automobile Industry: Radical Change or Passing Fashion? , 236.
Tjosvold, D., Wong, A. S., & Feng Chen, N. Y. (2014). Constructively managing conflicts in
organizations. . Annu. Rev. Organ. Psychol. Organ. Behav , 545-568.
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APPENDIX
The big five personality Test
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