Case Study on Organizational Conflict Essay

In the second scenario, the parties in conflict are in a student-teacher relationship. Notably, the professor has the higher power in the relationship, and is better with usage of conflict styles than the student is. Furthermore, the results of the questionnaire determine that I exhibit very strong habits of collaboration in impersonal interpersonal conflict. “Integrating shows a high level of concern for one’s own goals, the goals of others, the successful solution of the problem, and the enhancement of the relationship” (Wilmot and Hocker 165), which I seem to possess even in an impersonal relationship. Particularly, the results of this situation, shows that I have strengths in avoidance, compromise, and accommodation-conflict styles. I understand my stance in this circumstance, and acknowledge the fact that I could use some improvements in these habits when dealing with conflict. Notably, the following discusses the benefits of knowing my conflict

Stress is a part of everyday life and as such is a part of all organisations. Cole in his 2004 book ‘Management Theory and Practice’ describes stress as:

As a member of management Clive Jenkins is responsible for boosting employee morale to ensure that company goals are met

Hocker, J. and Wilmot, W. (2014). Interpersonal conflict (9thed). New York, NY: McGraw-Hill Companies, Inc.

An organizational analysis is an important tool to become familiar with how medical businesses and organizations are able to meet standards of care, provide services for the community and provide employment to health care providers. There are many different aspects to evaluate in an organizational analysis. This paper will describe these many aspects and apply the categories to the University Medical Center (UMC) as the organization being analyzed.

To organize and prioritize the current and future projects in the pipeline in a way that fits into the PMB budget of $5B, and ensures projects that increase sales, growth, and stockholder value are of top priority, whereas projects that are not beneficial are either put on hold or discarded.

Conflict has been an issue for man since the dawn of civilization. In today’s fast paced world conflict, especially in the workplace, is a frequent occurrence. When that workplace is a health care environment where lives are at stake, emotions run high and collaboration with many different disciplines is required conflict often becomes a prevalent part of everyday life. Conflicts in the workplace can lead to reduced morale, lowered productivity resulting in decreased patient care and can cause large scale confrontations (Whitworth 2008). In the field of nursing whether a conflict is with a peer, supervisor, physician, or a patient and their family, conflict management is a necessary skill.

Functional magnetic resonance imaging (fMRI) technology would be best reveal the location and extent of damage to Tim’s brain produced by his

Mr. Hugh Tudor (55 yrs) is a well-known person in Milville, where he has been living for 30 years. He is involved in lot of social activities and has a reasonable pension and savings. He is becoming restless in his retirement and shows interest in investing in The Leeds Livery, local British pub in Milville, which could provide him with more challenges. While discussing this matter with his friend, he found out that the pub has great potential to perform well as it once exceeded the profit percentage of the industry. Mr. Tudor is in the process of exploring this opportunity but still has several questions rising in his mind.

Effective managers are successful within the workgroup and organization when a style is used to resolve a conflict. People do experience conflict in their lives. There has always been a lot of interest in how to manage conflict once it appears in the open, and that is important. What is not so common is a concern for preventing unnecessary conflict, so it does not start in the first place. Managers are capable of using all five resolutions skills to deal with conflict in the workplace.

The initial conflict was started due to an incompatibility of goals by the two parties. Michael wanted to fulfill his work obligation and prioritized that over study hours while the executive board was concerned for obtaining those study hours. Tensions got heated when they confronted him head on after returning home from work, which lead to finger pointing and bickering. The initial conflict interaction ended relatively shortly, but the conflict seemed to push forward over the span of a couple weeks. Evaluating the goals on both sides is crucial to apprehending the communicative process (Berger, 2005). Due to the goals being misconceived, it lead to a standstill. Another important proximal context aspect that directed this conflict was the rules that were at play. Since this conflict was an organizational conflict instead of a social conflict, it created little room for Michael to justify his actions through emotions or other strategies. The organizational goals were not aligned with Michaels prior to the conflict itself, which our textbook would explain that Michael was challenging the rules of the organization through the use of conflict in desire to change the rules and or create new ones (Cupach, Canary & Spitzberg, 2010). It goes without saying, that this conflict did not lead to a successful resolution; but understanding the proximal outcomes and how they shaped the individuals experience is worth noting for future

Conflict between team members will happen in the workplace because the fact that there will have an environment where decisions are made and personality clashes will occur. This doesn’t mean you have an unproductive workforce, it means you will have to be able to catch the problem early and know what to do with each individual case. People are going to disagree because they have different view points, different backgrounds and a different thought process, maybe even a different agenda for that project. People disagree for a number of reasons (De Bono, 1985). College graduates will be put into positions of uncertainty due to the lack of work history. This will in turn cause conflict, not knowing

Have you ever had a colonoscopy or endoscopy – where they take a camera and look through your mouth down into your stomach; or a camera that goes in your rectum that looks through your bowel and intestines?

One real advantage is that both are committed and very loyal towards the organization and its betterment. Both are good at what they do but they should work complimenting each other instead of being an obstacle to each other. The major onus is on Matt to clear this issue before it turns out to be a potential danger to the business bottom line. While personal change is one of the potential steps to take, I am not sure if it will achieve anything fruitful at the end. The focus has to shift from personality conflicts towards common understandings and clear directions. Moreover, Matt does not have an immediate replacement for either of the two and I personally think it is not necessary to change either of the two managers.

Do you agree with the approaches suggested by authors for the three types of conflicts – interpersonal-based, task-based and process-based?