This led him to not be concerned about future inspections. Yet, new members had joined the team and did not know how to handle inspection processes. The other team members did not step up to inform them because they thought the Commanding Officer would fulfill his responsibilities and do so himself. This lack of communication then was one of the biggest causes of the later conflict at hand. Communication is often a major source of conflict in any organization. Here, the article states that "Communication-based misunderstanding becomes especially prevalent if the other is angry, dislikes, or distrusts the party" (Wall & Callister 1995 p 522). In this, the lack of communication could have easily generated negative feelings and resentment, if not immediately fixed and adjusted after the lowered grade was received.
Another source of the conflict resides within the structure of the group itself. Wall & Callister (1995) state that "if structure creates power imbalances, and the weaker party resists the stronger influence, or sees conflict as a way of increasing power when conflict will probably result" (523). When there was a structural imbalance within the group, none of the other team members really stepped up to the plate to adjust it. The Commanding Officer had failed to properly train the new recruits, yet no one else really stepped up to fill in those shoes. This was another source of conflict for the team, as many thought their management had let them down.
Overall, this conflict exposed some serious issues within the group. Lack of communications was exposed with the inept training of new recruits. Moreover, the fact that management was not always fully responsible for performing their duties was another issue that was exposed. The conflict led to upsetting behavior on behalf of the troops, and "negative emotions can lead in turn to personal frustrations, low job satisfaction, reduced motivation and performance" (Wall & Callister 1995 p 524). This could have easily negatively influenced the team to loose faith in its leadership...
283). Essentially, interests-based strategies are used in outcomes in which one desires either fairness of organization effectiveness, for the simple fact that this stratagem frequently requires the use of third-party intervention. In most instances, that third party will merely assist in facilitating the resolving of such a conflict by speaking to each disputant and helping them to solve the conflict for themselves. The third-party's role is strictly supplementary, unless
In siding with the marketing and sales teams, my position was that accuracy and speed of the development was more critical to meeting and exceeding customer expectations. The transformational power of leadership is kin changing a culture and making it more agile, market-driven and aggressively focused on customer needs. The argument of speed and accuracy for the customer, and more importantly to hold onto them as a client, overshadowed
Conflict Management and Conflict Resolution in Literature review "The Administrative Power Grab" attempts to manage the conflict between the power that the leader posses and the ability to use that power properly. On the one hand, some leaders utilize the power that they have to act as tyrants which leads to greater conflict within the school because people believe that their opinions are not being heard or implemented into the overall
In keeping with the collaboration of HR and leaders across the organization, more communicative, open structures to conflict resolution perform more effectively than autocratic ones (Carmeli, Atwater, Levi, 2011). The ability to emerge from conflict with greater trust is a major difference between transactional, autocratic or transformational leaders managing conflict resolution strategies. The idea is to use conflict as a galvanizing force in getting the organization to its goals. Autocratic
The two parties try to resolve it by themselves in an informal approach, through negotiations. However, then an agreement cannot be reached, both parties are entitled to request the assistance of a tertiary party. The third party is neutral to the two disputants and has the obligation of resolving the matter from an objective stand point and "their role is to facilitate a settlement without any control over the
Similarly operational efficiency is crucial for control but too authoritative approach to a controlled culture is no more feasible in the current business environment because it stifles creativity and hinders employee freedom affecting overall business performance. Innovation and setting benchmarks and preparing people to achieve such high standards become the hallmark of organizations that strive for competence. Lastly cultivation culture is about stirring the lives of customers and employees
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now