Workplace Conflict Management
The modern business environment comprises individuals from different nationalities, racial and ethnic backgrounds because of increased globalization and rapid technological advancements. As a result, human resource management practices in today’s business atmosphere have incorporated diversity as a crucial component towards promoting the wellbeing and success of the workforce. Diversity is seen as an important factor in enhancing the contributions of the workforce toward achievement of organizational goals and objectives. However, organizations are faced with the need to handle conflicts effectively because of the diverse nature of the workplace… Continue Reading...
Cross-cultural conflict management
According to the research of Geert Hofstede, Malaysia scores a 26 on individualism, which means that it is a collectivist country, characterized by “long-term commitment to the member group”, where loyalty is one of the most important aspects of the culture (Hofstede Insights, 2018). Because collectivist cultures place a value on long-term relationships, and loyalty to the group, these elements help define when conflict exists, and how it is resolved.
Indeed, the idea of conflict itself is subject to cultural values – the American view of conflict tends… Continue Reading...
Conflict Management
Resolving of conflicts between two people is usually simple. However, in many situations, resolution of conflicts can be made more difficult. This is true when it comes to workplace situations, per chance conflicts that arise with strangers and so forth. However, when family or friendship is in the mix and a conflict is present, resolution and solutions can be fleeting and hard to come by. Not only are there personal feelings and a lot of history involved, there can also be a lot of bogging down and movement… Continue Reading...
leadership group on the team. So Darrell needed to fill that gap. There are a number of different conflict management styles that leaders can employ. Porter needs to respect the fact that there are significant cultural differences between players on a baseball team, but that within the context of these differences everybody has the objective of one day making the majors, and that conflict should not be interpersonal in nature. He should have either taken a mediator approach, or taken a harder approach and dictated the terms to the young players, but either way he needed to become more involved in the dispute resolution, understood the nature of… Continue Reading...
analyzed with focus given to the stages of group formation, behavioral roles, communication, conflict and conflict management, and how motivational theories apply.
Effective Team / Group Work
The three criteria for evaluating an effective team are (a) productivity, (b) personal satisfaction, and (c) commitment to the members of the team (Schermerhorn & Uhl-Bien, 2014). Productive teams are those that achieve the goals assigned to them on time and within the limitations of their budget. Personal satisfaction refers to the personal joy that each team member gets out of working in the team, and commitment refers to the extent to which the team members are committed… Continue Reading...
situational and psychological barriers to communication might arise during the course of your relationship. Conflict management is one of the most important strategies for maintaining a healthy marriage over time (Bevan & Sole, 2014, Chapter 8). Learning how to manage conflicts requires a certain degree of education, skill, and practice. You need to ideally develop self-awareness and emotional intelligence to manage conflict effectively, and we will discuss emotional intelligence in more detail later. For now, we will focus on some of the common barriers to communication you might encounter in your relationship. Some of the barriers you might encounter include faulty cognitive schemas such… Continue Reading...
emotional and social components as components of intelligence (Mandell and Pherwani, 2003; Genderen, 2012). Mandell and Pherwani have presented skills like conflict management, flexibility, social reasoning and persuasion as requirements for a leader to address ascending levels in the organization. In this case, the model of organizational leadership in question gave emphasis to the important role played by social intelligence in organizational leadership. Emotional intelligence has two models ability model (capabilities emerging from feelings like perception and reasoning without information) and mixed model (an ability with social behaviors and traits) often seen as unique human abilities (Mandell and Pherwani, 2003). Genderen's article asserts that Emotional Intelligence has been developed into three… Continue Reading...
