Interpersonal Conflict

Paper Summary:

This paper examines how managing interpersonal communications and conflicts in the current workplace environment calls for a skillful blending of traditional management communications skills and recognition of the changing nature of the workplace, and of the variety of employee situations within it, from on-site to remote work. It looks at how in addition to the new characteristics of the workplace such as the technologies that demand faster decision-making than ever before, there are also traditional problems as yet unsolved, among them the attitude toward older workers, workplace harassment and sexual abuse. This paper attempts to shed some light on all of these issues, proposing the best general role models for managers to follow in dealing with them.
Outline
Managing Interpersonal Conflicts
How Conflicts Usually Arise
Aspects of Relationships in the Workplace
Recognizing Sexual Harassment in the Workplace
Characteristics of Strong Manager/Employee Relationships
Conclusion

From the Paper:

"Managing interpersonal conflicts would seem to be central to any manager's job. One can do it by draconian measures-threatening to dismiss workers who are habitually engaged in conflict-or one can do it by understanding the causes of conflicts and addressing each instance appropriately (which might, of course, result in dismissal at times.) In order to understand how conflicts arise and how to address them, managers need to realize, first and foremost, that employees are not automatons. Every employee, whether his or her work is mainly with other employees or with a combination of other employees and the company's customers or clients, will be performing not only physical and mental labor, but emotional labor as well."

More papers on Interpersonal Conflict:

• Book Review # 118055 : "Interpersonal Conflict"
• Analytical Essay # 1193 : "Interpersonal Conflict in the Film "American Beauty"
• Analytical Essay # 108132 : "Interpersonal conflict in "Tartuffe"

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