Conflict Management Styles Among Corporate Executives

There are two implication of this perspective, first is that conflict is the result of employees dissatisfaction and difference with management

As the expression of employees' dissatisfaction and differences with employers, conflict is regarded as bad and irrational for the organization and should be kept down through some forcible ways. Conflict can arise from employees' misunderstanding of the direction of the organisation or the poor communication between the staff and the management, enabling employees to substitute alternative agendas instead of the organisation's agenda (Bray, Deery, Walsh and Waring, 2005). Moreover, conflicts can arise from the poor management that caused by the management's failure to identify and meet employees' basic needs.

This paper will explain and critique conflict management style. It will describe at least three conflict management styles, which conflict management style do I personally use most frequently and why I do. It will also describe the difficulties I have dealt with others who use different conflict management styles then me. I will discuss the advantages and disadvantages of each conflict management style. Finally I will describe conflict avoidance and its interrelationship with conflict management.

The conflict process, identified by Robbins (2008), identifies the steps a conflict will progress through, resulting in the fifth and final step of either higher or lower group performance. The first step is the presence of conditions that create opportunities for conflict to arise. In this case, the conditions relate to the concern the engineers and baggage handlers at Qantas had for their job security, and the fear the majority of their work would be outsourced overseas. Qantas pilots wanted to ensure they were paid at Qantas rates for Qantas flights, rather than the lower Jetstar rates. On the other side, Qantas, seeking to cut costs and shift its focus to Asia, felt the employee concerns were unfounded and argued its survival was at risk. Stage Two of the conflict process is cognition and personalisation of the conflict, that is, the parties are aware of the conditions in Stage One and they have become emotionally involved in the conflict. Although not discussed in the material being critiqued, this realisation and personalisation most probably would have occurred when Qantas refused to grant the conditions requested by their employees regarding job security, outsourcing and pay. Stage Three identifies the conflict handling intentions of the parties involved and how they plan to manage the conflict. According to the unions representing the employees, they had recognised the need for Qantas to maintain

Handy (1983) define the term of “ conflict” as a state of disapproval, discrepancy or incongruity stuck between an individual and a cluster of people over an opinion, interest, trust, mental state, and performance. It is also a process that happens when one party identify that the other party was unsatisfied or is about to discourage some concern of his. However, Wilmot & Hocker (2001) conveyed that the conflict as a tussle occurs between two parties who perceive irreconcilable goals, limited resource and instruction from other to stopping them to attaining their goal line.

I am a very understanding and compromising person. I understand that in life things happens. My conflict management style would be compromising. If I plan a vacation months in advance, airline paid, hotel and other expenses paid, and one of my coworker has an emergency and needs me to cover his or her shift. The only way I cover their shift is they have to do a written agreement to reimburse my hotel deposit, and airline ticket fare that loss due to a no show because of their emergency. I would approach the manager that he or she has agrees to write a written agreement to reimburse my funds that I lost due to no show and covering a coworkers shift due to an emergency. I try to compromise in any giving situation, for example I must need someone

There are many different approaches and perspectives when discussing the employment relationship. All of these perspectives share some commonalities while at the same time having unique viewpoints. The first approach is the unitary approach, which views the work organization as a whole. In the unitary approach, the employees and employer co-exist and are reliant on one another. The next perspective is the pluralist approach. In the pluralist approach the organization realizes that there will be differing views and because of this the pluralist approach tends to utilize collective bargaining as a tool to resolve conflict. The Egoist perspective on employment relations is focuses on self-interest. In the egoist perspective labor is viewed

Organizational conflict arises when an individual or group perceives a threat to her/their interest. Most organizational conflicts in Nigeria emerge due to the inability of the system to fulfill the collective agreement with the employees (Ekong, 2000). This leads to employees quitting from the job. Another source of conflict exists between employees; arguments and competition for promotion, position and performance being the causes. Employees resigning from jobs in large numbers could lead to lower productivity and bad organizational reputation in most situations. However, as a result of large number of cases of poor conflict management, its growing complexity and management in organizational settings in Nigeria; it has become necessary to examine best conflict management styles and also the

Conflict is inescapable, having the ability to recognize, understand, and resolve conflicts are important in both personal and professional lives. Myatt (2012) states that conflict in the workplace is unavoidable; if left unresolved, workplace conflict may result in loss of productivity and the creation of barriers that can inhibit creativity, cooperation, and collaboration. It is vital to embrace conflict and address problems through effective conflict-resolution tactics because if not handled appropriately, conflict will escalate. “If not handled properly, conflict may significantly affect employee morale, increase turnover, and even result in litigation, ultimately affecting the overall well-being of

‘Employee relations’ is a term used to refer to a study of the rules, regulation, and agreements used to manage workers either as a collective group or as individuals (Leat, 2008, p. 3; Waiganjo & Nge 'the, 2012). Conflict at the workplace is the inevitable issues that stem from interaction between employees and employers. On the other hand, a strike is an industrial action and a collective way in which employees voice their dispute once negotiations do not bear fruits. According to Odhong & Omolo (2014, p. 147), employee relations examines various facets of correlation between employees as well as with their employers. The concept of employee relations is utilized to formulate ways of resolving conflict and aid in increasing the productivity in an organization by motivating the employees (Nikoloski, et al., 2014, p. 118). The issue addressed in this essay is whether the observed decline in strikes activity in Britain translates to lesser disputes cases in the workplace stemming from employer-employee correlation. This paper apparently shows that it does not seem to be the case. In this paper, the essay will explore the issue of conflict within employee relation. Then, the paper looks into the conflict patterns, specifically with respect to the trend of strikes in Britain over the years. Once the pattern has been established, the paper will discuss the rationale behind the observed trend and what it meant for conflicts in the workplace. Then, the article will

Employers, unions and governments have mainly divergent concerns about the future directions and impacts of workplace conflict and the effect it has on their objectives. Employers are concerned about economic performance and viability in the face of an increasingly competitive local marketplace. Staff or wages cuts which may be necessary to stay economically viable will almost certainly cause conflict with employees. Unions are concerned that poor performance in the business economy will cause higher unemployment and put workers current terms of employment at jeopardy, a potential cause of great conflict. Unions also fear that continuing measures by the state to reduce their powers will cause further falls in membership levels, mean reduced influence onto employers.

Conflict is a "state of disharmony brought about by differences of impulses, desires, or tendencies" (Rayeski & Bryant, 1994). Although many people and organizations view conflict as an activity that is usually negative and should be avoided, conflict is a natural result of people working

job satisfaction; decision making; group dynamics; work teams; leadership; communication; power, politics and conflict; organization culture, structure and design; impact of technology; management of work stress; organizational change and development; and career management. Analysis of organizational behavior problems by self assessments, case studies and

Conflict is an occurrence in virtually any organization, regardless of how large or small it may be. It is exceedingly difficult to get people to agree with one another about everything all the time, especially when they are competing for the same resources (Tsang, 2012, p. 84). This difficult is naturally exacerbated when there are stratifications between people, which frequently occurs in organizations. Organizations may have different categories of employers such as those in sale, marketing, finance, human resources, etc. The three main views of conflict which also play a significant part in the resolving of conflict are the traditional, the human relations, and interactionist views. There are points of similarities and differences between all of these views.

Organizational conflict arises when an individual or group perceives a threat to his/their interest. Most organizational conflicts in Nigeria emerge due to inability of the system to fulfill the collective agreement with the employees. This leads to employees quitting from the job. Another source of conflict exists between employees; arguments and competition on promotion, position and performance being the causes. Employees resigning from their job leads to low productivity and bad organizational reputation in most situations. However, as a result of high cases of poor conflict management styles, its growing complexity and management in organizational settings in Nigeria; it has become necessary to examine best conflict management styles and also the attitudes of executives and employees to finding lasting measures for resolution.