The "developmental" manager Helps and encourages employees to develop their strengths and improve their performance Motivates by providing opportunities for professional development Effective when: Skill needs to be developed Employees are motivated and wanting development Ineffective when: The leader lacks expertise When performance discrepancy is too great - coaching managers may persist rather than exit a poor performer In a crisis When I run a program on the six styles, I like to use an activity to demonstrate the styles in action. The group is divided into six teams and a volunteer leader comes in to lead each team using just one of the styles.
The basics of conflict management include improving communication, teamwork, and a systematic approach to solving the disagreement. This paper explores various techniques that can be utilized to manage conflict in the workplace. Workplace Conflict Management Conflict is defined by Hellriegel, Slocum and Woodman as "the process in which one party perceives that its interests are being opposed or negatively affected by another party" p.
Sometimes conflict that be a positive force within an organization, while at other times it is a negative force. An example of conflict as a positive force is that the creation and resolution of conflict may lead the company to constructive problem solving.
It may also lead people to search for ways of changing how they do things.
The conflict resolution process can ultimately be a stimulus for positive change within an organization Hellriegel, Slocum and Woodman, p.
However, conflict may also have serious negative effects on an organization. For example, conflict may divert efforts from goal attainment or it may deplete resources particularly time and money Hellriegel, Slocum and Woodman, p. Conflict also may negatively affect the psychological well-being of employees and cause stress Hellriegel, Slocum and Woodman, p.
Indeed, conflicting workplace ideas may lead to anger, tension, and anxiety. Deep and lasting conflicts that continue without conflict management may even lead to violence between employees and others Hellriegel, Slocum and Woodman, p.
Therefore, it would be fair to say that conflict may sometimes be advantageous and at other times destructive. Workplace managers must be sensitive to the consequences of conflict.
These consequences range from negative outcomes such as loss of skilled employees, sabotage, low quality of work, stress and even violence to positive outcomes such as creative alternatives, increased motivation and commitment, high quality of work, and personal satisfaction Hellriegel, Slocum and Woodman, p.
Conflicts whether they are negative or positive will arise in organizations whenever interests collide -- and when these differences affect the relationship between interdependent people, they must be constructively managed Hellriegel, Slocum and Woodman, p.
According to Hellriegel, Slocum and Woodman, some ways to manage conflict include: The forcing style refers to "assertive and uncooperative behaviors and reflects a win-lose approach to interpersonal conflict" Hellriegel, Slocum and Woodman, p.
This forcing style relies on coercive power and dominance to resolve the conflict. In the forcing style, the person who is trying to resolve the conflict feels that one side must win and that one side must lose Hellriegel, Slocum and Woodman, p.
The accommodating style, according to Hellriegel, Slocum and Woodman, refers to "cooperative and unassertive behaviors" p. The accommodation style manifests itself as a long-term strategy to encourage cooperation by others, or as a submission to the wishes of others.
The accommodator tries to reduce tensions and stresses by reassurance and support Hellriegel, Slocum and Woodman, p. This style shows concern about the emotional aspects of conflict, but does not deal with substantive issues -- this style simply results in covering up or glossing over the issue Hellriegel, Slocum and Woodman p.
According to Hellriegel, Slocum and Woodman, the compromising style refers to "behaviors at an intermediate level of cooperation and assertiveness" p.A clear goal statement gives purpose and focus to a conflict-resolution meeting.
More important, it serves as the criterion by which to consider all ideas and solutions to the workplace conflict. Be a strong facilitator and determine the goal of the first meeting; then assist the team in setting the goal statement for any additional meetings.
Understanding Conflict Management in the Workplace Identify causes of conflict at work “Interpersonal conflict occurs between two or more persons when attitudes, motives, values, expectations or activities are incompatible and if those people perceive themselves to be in disagreement.”.
6 SIOP White Paper Series Perpetrator Characteristics A popular media perspective on workplace bullying often assumes that the main rea-son why someone engages in workplace bullying is because, well, the person is a. Conflict frequently arises in the workplace. Goal incompatibility between groups or individuals, differentiation, task interdependence, scarce resources, ambiguity, and communication problems can.
Journal of Conflict Resolution (JCR), peer-reviewed and published eight times a year, for more than fifty years has provided scholars and researchers with the latest studies and theories on the causes of and solutions to the full range of human conflict. Conflict Management - Conflict Management is needed in any workplace organization when disputes arise.
How to Write a Research Paper on Employee Motivation This page is designed to show you how to write a research project on the topic you see to the left.