Workplace Conflict and Injustice: Mediation OptionsIt’s difficult to discuss an employee dispute or issue of recent times without thinking of the #timesup and #metoo movements. While these movements have been most visible in Hollywood, they definitely impact women in every industry and workplace scenario. More and more women are refusing to be silent when it comes to dealing with sexual harassment and related toxic behaviors in the workplace—and they shouldn’t have to be. This paper will examine an instance of employee conflict that occurred not within the entertainment world, but within an adjacent industry—the lifestyle and sports apparel industry, concerning one of the giants in the field—Nike.
The problems at Nike involved inappropriate behavior in the workplace, sexual harassment, and even sexual assault. Women within the company detailed workplace violations such as, “ There were the staff outings that started at restaurants and ended at strip clubs. A supervisor who bragged about the condoms he carried in his backpack. A boss who tried to forcibly kiss a female subordinate, and another who referenced a staff member’s breasts in an email to her. Then there were blunted career paths. Women were made to feel marginalized in meetings and were passed over for promotions” (Creswell, et al., 2018). To make matters worse, in some divisions within Nike, women weren’t represented at all, and when they made complaints to areas like human resources, there were no changes implemented (Creswell, et al., 2018). The female members of staff at Nike engaged in an organized revolt via anonymous survey, inquiring whether each had ever been victimized by sexual harassment or gender discrimination. The results of this anonymous survey ended up creating an overall coup within the executive ranks of earth’s biggest sportswear and apparel firm. In the first week of March 2018, the packet of anonymous surveys ended up on the desk of Mark Parker, Nike’s chief executive. The results were as follows: many of the men who were in positions of power who engaged in this toxic behavior ended up leaving the company or announcing their resignation (Creswell et al., 2018). This group of men included Trevor Edwards, the head of the Nike brand who was largely viewed as the main person to replace Mark Parker once he retired, and Jayme Martin, the right hand man to Trevor Edwards (Creswell et al., 2018). In the case of Nike, it is wonderful that so many of the men who abused their power ended up leaving their jobs; however, upon reflection, one wonders if there could have been another way that the female employees could have reaped a greater benefit in light of all the abuse that they suffered for so long. While...
Hence, those people who are particularly concerned about privacy are far more comfortable with mediation as compared to litigation or arbitration for dispute resolution. Confidentiality is particularly important in settlement proceedings as people are often reluctant to reveal their "bottom line" to the opposing party; in mediation, they may reveal their bottom lines to the mediator in confidence who can use the information to settle the dispute. Cost Reduction Mediation is,
With this, the manager was able to collect enough information as what might have started the conflict. The sector manager gave his part of clams. The employee too gave his opinions. Amidst the cross examination of the two individuals, emotions took over. The two had to be separated by the company security personnel (Abramson, 2004). The proposals from the two individuals were offered with dignity and respect for each other.
In other words Emotional Intelligence means that the individual is capable of: (1) Accurately perceiving emotions in oneself and others; (2) Uses emotions to facilitate thinking; (3) Understands emotional meanings; and (4) Manages emotions well. This model is referred to as the 'ability' model of emotional intelligence. (Mayer & Salovey, 1997) DANIEL GOLEMAN-PERSONAL & SOCIAL COMPETENCE Daniel Goleman proposed the model of emotional intelligence based on the Personal and Social competencies
Management Communication - the Role of Workplace Interpersonal Communication Communication, in simple terms, refers to "the process of sending and receiving messages" (Bovee & Thill, 2008, p. 2). Baack (2012); Bovee and Thill (2008) agree that there are two major facets of organizational communication -- internal communication (exchange of ideas and information within the boundaries of an organization) and external communication (exchange of information beyond an organization's borders). Internal communication can
Building Trust and Respect through Constructive Conflict Resolution One of the most significant advantages of genuine conflict resolution (i.e. through effective communication, validation, and specific methodologies that address underlying causes of conflict) in the workplace is that it typically generates increased mutual respect and trust among coworkers (Blair, 2003; Kinicki & Williams, 2005; Wisinski, 1993). Whereas superficial (i.e. supervisor-imposed) solutions to isolated conflicts tends only to resolve those specific conflicts in
Conflict Resolution CONFLICT Conflicts in the workplace are a common phenomenon and people are usually anything but shocked to find themselves or their colleagues in such conflicts. But the ubiquity of such conflicts doesn't follow we are equally ready to tackle them properly. In fact on the contrary, most people have absolutely no idea what needs to be done when conflict arises. Conflict resolution and management are certainly the key words these
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