BBA Module: Off-Set Teamwork Analysis and Conflict Management

This report analyzes the use of off-set teams in organizations, focusing on conflict resolution and team management. It begins by discussing how to mend rifts between employees, emphasizing the roles of the HRM and team manager in addressing interpersonal and work-related disputes. The report then examines the mistakes made by a manager in leading the team and suggests improvements through delegation and the adoption of modern management techniques. It identifies emotional conflict as a common type of conflict within off-set teams and proposes the use of conflict resolution styles. Finally, it addresses the ineffectiveness of the off-set team, suggesting strategies to improve unity, address issues, and establish a plan for correction, concluding that effective management, encouragement, and communication are essential for team success and organizational performance. References are provided to support the analysis.

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Introduction
This paper discusses how the organizations make use of the off-set team. Face to face
teamwork is where individuals in the workplace directly meet with each other in the someplace
instead of using other means of communication such as phones, email. Etc. The Impressions
Corporation was using face to face then later on changed to the use of the social media to help
facilitate there the way of communication (Abdalkhaleq, Tolan and Brown 2017). An example of
off-set team work is where the employees of the Impression compressions changed from doing
their jobs at home instead of doing them in their offices at their places of work. The use of off-
site teamwork in the workplace can benefit organizations in many ways. For example, it lowers
costs, enables growth in the organization and prevents interruptions and distractions that are
capable of lowering productivity. This paper is divided into different parts. The first part
discusses whether the disagreement between two employees of an organization can be mended.
The second part discusses the mistakes that Craig makes in managing and leading the team. The
third part explains the kind of conflicts and how they can be resolved by the HRM and the team
manager. The fourth part enlightens the ineffectiveness of the off-set team and how it can be
improved (Crowley and Bourke 2017.)
How to mend the rift between Allison and Penny
The rift between Penny and Allison can be mended by both the HRM and the Team
manager. Penny is provoked, Allison is angry. The difficulty is, both Penny and Allison work-
site, this creates for their manager who is Craig. The research indicates that not only can a rift
team be corrected, but that anyone that participates is responsible for fixing the rift, even without

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the help of the team Peers or Leader. Craig should first give both the parties enough time of
solving their own disputes (Hartley and McGaughey, 2018). The Manager should take action
only when the issue cannot be controlled by the two parties, and the rift is interfering with the
work of the organization or disrupting the work of other employees. He should identify the
causes of the dispute whether it is interpersonal and work-related and possess structural root. The
manager should resolve the rift between the two employees without alienating or offending each
party. A bad approach by the manager could decrease productivity, create irreversible barriers
and lowers the morale of the two parties. Craig should, therefore, develop the goal of keeping
every member focused on solving their disputes and he should not be sidetracked by political and
personal issues. Working with difficult employees can be hard. The experienced manager should
understand how to differentiate emotions derived from the work when dealing with the issues of
the employees (Penwell, Ward, Kirkpatrick, Smith and Abouljoudm 2018). The manager should
avoid concentrating on the negative personality of the employee's traits; the smart manager
should put their focus on task, results, and projects. Craig should create suitable working
environment for both the two parties. He should meet the two parties at the closed door to
enables the two parties a chance to share and air in a considered and calm way.
Mistakes that Craig make in managing and leading the team and how to solve the
mistakes
The mistake that Craig makes in managing and leading the team is that he has been
working outside the office and this prevents him from monitoring how other members of the
organization in the department perform their duties. Craig as the HRM was unable to sign the
work to each member (Thompson, Poulston and Neill 2017). Both Allison and Penny have been
performing their work without the knowledge of the HRM. This prevents Craig from keeping in

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touch with the team in his department. To solve the conflict between the two members of the
team, Craig as a manager should delegate the duty to each of the members hence this will bring
about specialization and prevent future disagreement. Craig should develop a modern set of
skills, as well as making use of new techniques and tools. This will enable him as the manager to
acquire major management activities of motivating, developing, organizing and sharing with the
team (Finnesgard, Pandian, Kendrick and Farley 2018).
Type of conflict and how the managers can solve it in the organization
The type of conflict evident in the off-set team is the Emotional conflict. This type of
conflict occurs due to insecurity, personality conflict, and jealousy (Certo 2018). To resolve the
conflict, Maggie and Craig should employ the use of the 5 common styles, or approaches to
solving the negative conflict. The five approaches include avoiding, dominating, collaborating,
accommodating and compromising (Greer, Schouten and Dannals 2018).
Things that portrays that the off-set team is ineffective include: There is low unity of the
members, therefore, the members of the group do not have common objectives and the personal
feelings of the members are also hidden. To improve the effectiveness in the team, Craig who is
the Manager should set a plan with the intention of taking the action by: addressing the issues
that cause ineffectiveness with the team, he should also allocate an individual to challenge the
ineffective member in the team and the manager should also work with the members of the team
to establish a plan of correction (Flythe et.al 2017).
The manager should ensure that errant team should be treated with a firm hand and
tough-talking is the best option. The manager should, therefore, choose the best solution to solve
the problems of the team (Rahim 2017).
Conclusion

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The use of off-set teamwork in the organization is essential as it helps in improving the
performance of any firm. The off-set teamwork also allows the members to perform other duties
and employees can also work from their home. The off-set teamwork is full of the advantages
but if not well managed it can make an organization to be ineffective in its performance. The
managers should work together as a group with all the members, encourage and communicate
with the entire team for the purpose of fulfilling the set goals. The manager should come up with
a workplace that fosters unity, collaboration, and encouragement. Working in groups, team
members may sometimes be ineffective which can negatively affect the organization thereby
preventing them from improving their performance.

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References
Abdalkhaleq, A., Tolan, M.P. and Brown, B., 2017, November. Organisational and Work Flow
Design for Workover Activities in a Giant Mature Oilfield. In SPE Abu Dhabi International
Petroleum Exhibition & Conference. Society of Petroleum Engineers.
Certo, S.C., 2018. Supervision: Concepts and skill-building. McGraw-Hill Education.
Crowley, F. and Bourke, J., 2017. The influence of human resource management systems on
innovation: Evidence from Irish manufacturing and service firms. International Journal of
Innovation Management, 21(01), p.1750003.
Finnesgard, E.J., Pandian, T.K., Kendrick, M.L. and Farley, D.R., 2018. Do not break up the
surgical team! Familiarity and expertise affect operative time in complex surgery. The American
Journal of Surgery, 215(3), pp.447-449.
Flythe, J.E., Narendra, J.H., Dorough, A., Oberlander, J., Ordish, A., Wilkie, C. and Dember,
L.M., 2017. Perspectives on Research Participation and Facilitation Among Dialysis Patients,
Clinic Personnel, and Medical Providers: A Focus Group Study. American Journal of Kidney
Diseases.
Greer, L.L., de Jong, B.A., Schouten, M.E. and Dannals, J.E., 2018. Why and When Hierarchy
Impacts Team Effectiveness: A Meta-Analytic Integration.

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Hartley, L. and McGaughey, F., 2018. Using Online and Face-to-Face Simulations in Human
Rights Tertiary Teaching: A Comparative Analysis. Journal of Human Rights Practice.
Penwell-Waines, L., Ward, W., Kirkpatrick, H., Smith, P. and Abouljoud, M., 2018. Perspectives
on Healthcare Provider Well-Being: Looking Back, Moving Forward. Journal of clinical
psychology in medical settings, pp.1-10.
Rahim, M.A., 2017. Managing conflict in organizations. Routledge.
Ramasamy, A., Inore, I. and Sauna, R., 2017. A Study on Implications of Implementing Green
HRM in the Corporate Bodies with Special Reference to Developing Nations. International
Journal of Business and Management, 12(9), p.117.
Thompson, D., Poulston, J. and Neill, L., 2017. How satisfying is real work? An analysis of
student feedback on applied learning in a hospitality degree. Journal of hospitality, leisure, sport
& tourism education, 20, pp.110-121.