Organization Management Case Study: RELX Group Conflict Analysis

This case study examines organization management, specifically focusing on conflict resolution within the context of the RELX Group. It highlights the importance of addressing stakeholder needs, such as through surveys and feedback mechanisms, and emphasizes the role of strategic vision in managing conflicts. The study suggests that open forums and discussions can help mitigate conflicts, discriminations, and harassments, while also encouraging partnerships with shareholders. Furthermore, it stresses the importance of prioritizing customer well-being over competitive pressures, and the role of avoidance and evaluation in conflict management. The case study references several academic sources to support its findings, including the works of Bradley et al. (2015), Bartol et al. (2011), and Antia et al. (2013), providing a comprehensive analysis of conflict management strategies within an organizational setting.

Running head: ORGANIZATION MANAGEMENT
Organization management- case study analysis
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ORGANIZATION MANAGEMENT
Conflicts are bound to occur with an organization, adversely affecting the reputation of
the companies and organizations including RELX group. However, the managers need to expose
oriental approach for managing the business activities. Here, one of the most important steps is
catering to the needs, demands and requirements of the stakeholders (Bradley et al., 2015).
Adopting the means of surveys and feedbacks would help the company personnel to enhance
their awareness about the specific tastes and preference of the stakeholders. Exposure of strategic
vision would help the personnel to manage the conflicts effectively.
Organizing open forums and discussions would help the personnel to mitigate the
instances of conflicts, discriminations and harassments (Bartol et al., 2011). These forums would
act as a platform for the personnel to voice out their opinions regarding the issues, which they are
facing while executing the allocated duties and responsibilities (Antia, Zheng and Frazier, 2013).
If the company indulges in partnership with the shareholders, they would be able to mitigate the
conflicts. Here, the focus of the personnel needs to be on the wellbeing of the customers rather
than on grabbing the hot seat by blindly following others in the rat race in a competitive
ambience of the market.
If the first mentality gets more preference, it would act as a compromise with the needs,
demands and requirements of the customers. This mentality relates with the aspect of
“avoidance”, one of an important elements of reducing and resolving conflicts (Bradley et al.,
2015). Countering this, evaluation is the most effective means, which would help the personnel
to assess the effectiveness of the gathered solutions in terms of mitigating the major issues
(Bartol et al., 2011).

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References
Antia, K.D., Zheng, X. and Frazier, G.L., 2013. Conflict management and outcomes in franchise
relationships: the role of regulation. Journal of Marketing Research, 50(5), pp.577-589.
Bartol, KK., Tein, M., Mathews, G., Sharma, B., & Scott-Ladd, B. (2011). Chapter 7: Managing
organization to Change and Conflict. Management Foundation: A Pacific Rim Focus, 3rd
Edition, pg 242-277.
Bradley, B. H., Anderson, H. J., Baur, J. E., & Klotz, A. C. (2015). When conflict helps:
Integrating evidence for beneficial conflict in groups and teams under three
perspectives. Group Dynamics: Theory, Research, and Practice, 19(4), 243.