Organisation Development: Strategic Conflict Resolution and Teamwork

This report examines the role of a manager in implementing strategies for organisation development, focusing on resolving conflicts in the decision-making process. It emphasizes the importance of teamwork, effective communication, and employee involvement. The study identifies the need for changes in communication, decision-making participation, and information implementation. Key actions include issue identification, problem analysis, strategy listing, and information dissemination. Support from various departments and HR is crucial for motivating and training team members. The change process involves SWOT analysis and fostering a cooperative environment. The ultimate goal is to provide stakeholders with reports on issue resolution and employee performance, ensuring future organizational development. This strategic approach can be reused for future conflict resolution.

CONTRIBUTE TO ORGANISATION
DEVELOPMENT

Introduction:
• In this study, the researcher plays a role of manager and implemented
strategies for organisation development.
• Here, the manager has involved the team members so that the raised issue
can be resolved.
• Moreover, this study leads to create an effective communication process
among the team members.
• The experience level of manager would reflect throughout the study.
• In this case, the organisational issue is conflict in decision making
process.
• Along with this, the strategic plan would be based on accurate teamwork.

Purpose of the study:
• The purpose of this study is to identify the hidden issue within
organisation.
• Along with this, this study has developed a strategic plan to resolve the
issue so that organisational development can be achieved.
• Moreover, this study is to build an effective communication process
among the team members or employees.
Goal of the study:
• The goal of this study is to identify the organisational issue and remove
that for further development.

Changes needed for the
organisation/goal:
• Changes needed in communication process
among team members and employees
• Changes needed in taking part in decision
making process
• Changes in implementation process of planned
strategies
• Changes are needed in information
implementation system, that means involvement
is necessary of each employees (Coutinho et al.
2018)

Involvement of the employees in the change:
• The employees should have necessary information for taking part in
decision making process
• Along with this, the employees should maintain an effective
communication process among themselves
• A proper co-ordination should be there in workplace for effective
teamwork
• The manager would need to encourage the team members for taking
part in decision making process

Actions and involvement needed to
take:
• Clear identification of the organisational issue
• Analysis of the problem in the context of
organisational objective and marking critical
parts (Ferguson, 2018)
• Listing different strategies to debug the
problem and further development
• Providing necessary information among the
team members before implementation
• Choosing best option in the implementation
process and monitoring

Support to the employees:
• The support should come from every areas or department of
organisation, because different information or resources might be
required
• A continuation support from manager or team leader is most important
for a team member
• Along with this, a support from
human resource is also necessary for
motivating and training the team
members while task performing and
strategic implementation (Gee &
Cooke, 2018)

Process for the change:
• A SWOT analysis is necessary of the chosen strategy so that issue can be resolved
and should not depend on the alternate plan
• As the issue is conflict in decision making process, the team members should
have clear vision of objectives and all information to complete goal
• A co-operative working environment is necessary; this will reduce the conflict
level in decision making process (Williams, Sheridan & McLean, 2019)

End results for stakeholders involved:
• The stakeholders are those who are directly and indirectly involved with
organisation.
• In this case, the stakeholders like senior level managers should have proper
report of the issue and strategic implementation
• Along with this, the senior HR manager must have report of performances of
employees
• The ultimate result would be necessary for future perspective and this strategy
can be used again
Conclusion:
• The overall study has reflected the impact of conflict in workplace and its
strategic implementation process. Moreover, this study has shown the necessary
steps for strategic implementation and taken action.

Reference list:
• Coutinho, V., Domingues, A. R., Caeiro, S., Painho, M., Antunes, P., Santos, R., ... & Ramos,
T. B. (2018). Employee‐Driven Sustainability Performance Assessment in Public
Organisations. Corporate Social Responsibility and Environmental Management, 25(1), 29-
46.
• Ferguson, C. (2018). Business continuity and disaster management within the public service
in relation to a national development plan. Journal of business continuity & emergency
planning, 11(3), 243-255.
• Gee, M., & Cooke, J. (2018). How do NHS organisations plan research capacity
development? Strategies, strengths, and opportunities for improvement. BMC health services
research, 18(1), 198-217.
• Williams, J., Sheridan, L., & McLean, P. (2019). Developing corporate social responsibility
projects: an explorative empirical model of project development, processes, and actor
involvement in Australia. In Corporate Social Responsibility: Concepts, Methodologies,
Tools, and Applications. 80-109.