There is functional conflict and dysfunctional conflict and it is in management’s best interest to identify potential conflict before it happens, so that it can be managed effectively. Functional conflicts are conflicts that are constructive in nature and create stimulating thoughts and problem solving within a group or team through exercises called devil’s advocate or debates. These functional conflicts are actually quite healthy for an organization because it supports company goals and objectives as well as improves performance. On the contrary, dysfunctional conflicts can be extremely harmful to an organization because it can hinder group or team performance. Dysfunctional conflict usually starts when two or more team members don’t get along, are not willing to work together and it is most often personal.
| Channels of communications | Understanding and bonding are developed which helps in building relationships. | Actual performance and its achievement suffer as too much emphasis is given on relationships. | Conflict Resolution | Resolves problems and conflicts and trains the members in honing this skill for future course of actions. | There may not be any conflict thus precious organizational resource may be wasted. | Consequences | Innovativeness and creativity among members are developed.
This will save time in the long run, which should encourage most employees despite their initial frustration with the management system change. A series of training and preparation with individualized tutorials might mitigate some anticipated resistance. Inadequate communication may also cause resistance. Management will make the major decisions with regard to the scheduled change; it is their obligation to clarify these decisions to subordinates within the company. Management is also expected to properly handle the inevitable questions and grievances; it is important to avoid misinterpretation regarding the procedural
Constructive feedback is a way to increase self-awareness, offers options and encourages the learners development, this is a very important part of the teachers role and must be given with tact and encouragement to progress the learner. Constructive feedback does not mean giving positive feedback only. Negative feedback, if given skilfully, can be very important and useful. Destructive feedback is negative feedback which is given in an unskilled way. It can leave the participant feeling bad with seemingly no way forward.
Why does this attempt at project partnering appear to be failing? The main reason that this project partnering appears to fail is the automatic way of thinking of the project manager who set the path of the stakeholders, but then interrupts monitoring the team, not checking if the group is still working under the agreed conditions and guidelines. Frequent reviews and status updates are part of the best practices that are helpful in every outsourced project partnership.¹ The challenge of managing teams and virtual teams is that activities that are dependents on other groups need always to be tracked and checked in order to complete the task without major delays. The bad reading and the late reaction facing the problems that were appearing along the way by the project manager can also be cited as a reason of the failure of the partnering. The project manager is responsible for acting when the flows of information or sequential activities are not being finished on time.
The test that examines more in depth of leadership styles produced a somewhat predicted outcome. I know that my style and personality are strongly linked to achieving a task to completion. There are few times where I put people’s concerns or worries ahead of the task, generally when necessary but defaulting to task at hand as priority. I don’t believe that I’m inconsiderate of people as my style is to be balance the work loads and give people an opportunity to achieve their directives. This allows me to focus more on the issue at hand and worry less about people’s opinions.
This gives him confidence and allows him to be able to work on the problem without feeling ashamed. Another reason why friendly arguments are good occasionally is that it allows us room to freely express ourselves. If you do not take time to freely express yourself you could get lost in what someone else wants you to be or how someone else wants you to think. You have to determine your self worth from time to time which isn’t always easy. This is where the arguments may kick in but in the end you will be more appreciated for being you and you in turn will be better understood.
Therefore, in my humble opinion some procedure or manual typically will not work; a healthy, productive, happy culture is created and changed through an open communication. Organizational managers and/or leaders visible action reinforces the communication and builds upon, or challenges the current cultural norms and beliefs. It is my belief that the concept of social construction of organization culture is imperative for organizational managers and/or leaders. The problem is, even though it offers them an opportunity, it also poses challenges. The opportunity is if you change negative conversations to positive, you can change the culture for the better.
Our team members who were always in conflict in the dissatisfaction stage started to feel good about being a part of the team and focused more in the enjoyment of cohesion rather than effectively infusing their unity and energy into the task at hand. Though the desertion of the task was for a brief period, it costed hugely on the firm. Conflict avoidance: In this stage, Bonebright (2010) observes that “Task conflicts are avoided in an effort to insure harmony” (p. 114). In order to have a common agreement and avoid conflict, our team members started to develop a tendency to agree and not forthcoming with sharing new ideas. “The reluctance to deal with conflict can slow progress and lead to less effective
2. The work-space for them should be: * Interaction face-to-face rather than indirectly * The situation has a minimal number of rules and regulations, allowing latitude for improvisation * The jobs which require bargaining skills or offer substantial rewards for winning * Avoid the ends cannot justify the meaning of the missions Type B An individual of Type B never suffer from a sense of time urgency with its accompanying impatience, they can relax without guilt and so on. The work-place for them should be: * More attention on motivating them * More regulations and rules that make sure they do not waste time * Powerful leaders to lead, control and monitor them. * Reward system to motive them Q5: What impact has Hofstede’s model made? 1.