Task 2 Question 1: Analyzing Systems' Impact on Interpersonal Styles

This essay examines the profound impact of organizational systems, procedures, and policies on various facets of interpersonal dynamics within the workplace. It argues that interpersonal styles are significantly shaped by established conflict resolution procedures, ethical codes of conduct, and diagnostic models for problem identification. Effective communication, crucial for decision-making and employee engagement, is also governed by these systems. The essay highlights the importance of consultation in knowledge sharing, addressing information asymmetry, and fostering innovation through leadership-driven knowledge management. Furthermore, it emphasizes that cultural and social sensitivity are cultivated through policies promoting diversity and inclusion. Ultimately, the essay posits that networking and conflict resolution are facilitated by well-defined systems, policies, and procedures, such as equal opportunity and anti-discrimination policies, thereby shaping a harmonious and productive work environment. Desklib offers a wealth of similar resources for students.

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Assessment Task 2
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Task 2
Question 1
Interpersonal Styles
Interpersonal styles are the ways people deal with others. The research of Leon-Perez,
and Jose et al, on the relationship between interpersonal conflict and workplace bullying shows
that when problem solving is used to a conflict could be deescalated (8:250). The conflict can be
prevented from becoming a relationship conflict. Borrowing from this research, when procedures
for dispute/conflict resolution are effective, the organization can prevent or deescalate conflict.
All in all, the point is that effective conflict resolution procedures are important in resolving
interpersonal conflicts. The policies also can demand that employees behave in a way that
conforms to the ethical values of an organization. As a result, no employee will be allowed to
behave they want, but will be guided by organizational code of conduct.
In the examination of the research of Dyer and Gibb, they indicate that an organization
needs to various diagnostic models for problem identification, to be able to set goals that
improve teams (5:2). From this statement, what comes out is that systems, procedures and
policies play a key role in problem identification and solving. It is the same procedures, policies
and systems are the ones that will be used to enhance team relationships, which in turn influence
interpersonal styles.
Communications
It is the systems, procedures and policies that determine how communication within the
organization is carried out. Using the research of Heath, Renee and Matthew, it is apparent that

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organizational communication influences decision making, and interactions within the
organization (6:129). Besides, Karanges, et al assert that communication can be used to enhance
employee engagement (4:309). Based on the evidence of these researchers, it is plausible to
argue that it is systems, procedures and policies that determine how communication influences
employee engagement, interactions and decision making.
Consultation
Lalonde, and Chloé investigate information asymmetry in process consultation and noted
that the consultants must have diverse roles to promote consultation (7:133). Clearly, what these
authors argue is that within an organization, different people have different amounts information.
In this case, the point is that within an organization information is spread unevenly. Hence, it is
the systems, procedures and policies that promote consultation within an organization to increase
information sharing. Further, it is the leadership of an organization that determines knowledge
management to promote innovation performance. Therefore, if the organizational leader is one
focused on innovation, he/she will develop systems or procedures that can enhance consultation,
which will then promote innovation performance. Ideally, the point is that information within
organization is unevenly spread, and it is through consultation that knowledge can be shared
through consultation.
Cultural and social Sensitivity
Cultural and social sensitivity can only happen if policies are put in place. That is to
imply that when an organization does not form policies that promote cultural diversity, it would
be impossible to have a workforce that is culturally and socially sensitive. Guillaume concluded,
on his research that it is the responsibility of organization to promote demographic differences

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(3:276). If it is the organization that promotes cultural and social sensitivity, it is obvious that its
policies, systems and procedures are the one that harness cultural diversity.
Networking and conflict resolution
It is the systems, policies and procedures that determine if an organization will favor
networking and conflict resolution. In essence, for this reason it is without a doubt when an
organization develops and implements policies like equal opportunity, anti-discrimination, the
goal is to ensure that employees are forewarned against involving in conflicts (1:5). Further,
business networking improves relationships, and this kind of networking only occurs if systems
and policies support it.

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References
1. B. Claude, et al."Priority resolution for access control list policies in a networking
device." U.S. Patent No. 9,571,502. 14 Feb. 2017.
2. D. J. Mario, and Jesús D. Sánchez de Pablo. "The role of knowledge-oriented leadership
in knowledge management practices and innovation." Journal of Business Research 68.2,
2015, pp. 360-370.
3. G. Yves RF, et al. "Harnessing demographic differences in organizations: What
moderates the effects of workplace diversity?." Journal of Organizational Behavior 38.2,
2017, pp. 276-303.
4. H. R. Guarriello, and Matthew Isbell. "Broadening organizational communication
curricula: Collaboration as key to 21st-century organizing." Management
Communication Quarterly 29.2, 2015, pp. 309-314.
5. J. D. W. Gibb. "Team building." Wiley Encyclopedia of Management, 2015, pp.1-2.
6. K. Emma, et al. "The influence of internal communication on employee engagement: A
pilot study." Public Relations Review 41.1, 2015, pp.129-131.
7. L. Carole, and Chloé Adler. "Information asymmetry in process consultation: An
empirical research on leader-client/consultant relationship in healthcare
organizations." Leadership & organization development Journal 36.2, 2015, pp.177-211.
8. L. J. M., Medina,et al,. "The relationship between interpersonal conflict and workplace
bullying." Journal of Managerial Psychology 30.3, 2015, pp. 250-263.