Managing Team Conflict
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This paper explains how to manage conflict by determining the antecedents, precursors and/or catalysts that can point out why conflicts develop. The author believes that among the difficult tasks that a manager has to accomplish within an organization is to ensure that there is no existing dysfunctional conflict within the organization. This paper uses the example of the problem between two groups regarding a new dress code policy to study the group dynamics and the personalities of individuals in each group.
From the Paper:"The first antecedent, which states that conflict is an expressed struggle, is a given consideration whenever there are differences among members in a group. An expressed struggle may be verbal or non-verbal, so long as one group communicates effectively the different sentiments that they have about the issue to the other group. In the scenarios used for this study, the expressed struggle is illustrated through the instant split in decision and the two parties formed upon the management's suggestion to apply a new dress code within the organization. A difference in the perceived incompatible goals is another antecedent that cannot be avoided during team conflicts. In the example, one incompatible goal that may be blatantly expressed by the opposing party (to the new dress code) is that a new dress code will mean new expenses for the employees. However, this may be countered by the fact that a uniform worn at work decreases the problem of buying different clothes to wear at work everyday. Thus, the incompatibility of the employees' perception of the expensiveness of the new dress code policy creates conflict between the two parties."
Cite this Essay:
Managing Team Conflict (2003, June 18) Retrieved December 02, 2023, from https://www.academon.com/essay/managing-team-conflict-27809/
"Managing Team Conflict" 18 June 2003. Web. 02 December. 2023. <https://www.academon.com/essay/managing-team-conflict-27809/>