Workplace Conflict Management for Performance- myassignmenthelp

Question: Discuss about theWorkplace Conflict Management for Performance. Answer: Introduction Workplace conflict is among the greatest cause of employee stress and overall poor performance in the organization. Stress, workers compensation issues, bullying and other health related complaints are preventable when acted upon early. Conflicts come in different shapes and sizes and are inevitable because people are different and they perceive work environment differently. Conflicts arise from; employer- employee relationship, procedure and schedule of work, work structure and distribution, information flow and communication breakdown within an organization (Ayoko, 2016). Disregarding workplace conflicts may be costly as it may lead to enormous drain on the organizations resources while trying to cover the damages. Understanding the reasons behind the conflicts is the first step in tackling the problems. Conflicts in some instances are healthy as they can lead to variety of thoughts therefore better decision making, and innovative ideas. Managing conflicts involves concepts like; communication whereby there should be clear methods and styles of addressing issues and enhancing dialogue between the parties, accountability where people should be ready to own up to their mistakes and accept changes, coaching this helps groom the conflicted parties into future leaders, conflict resolving methods that improve overall performance of an organization, create a culture that is self-sustaining to all members, develop goals that shape the organizations future, leadership style should be accommodative and influence results, motivation strategies for workers should be put in place (Butts, 2016). Conflicts in the workplace are inevitable and how they are handled determines their outcomes. Conflicts arise from various sources within the organization: poor communication, personality clashes, dissimilar values, different work classes, poor performance, and different interests (Eunson, 2007). When conflicts arise, the managers should act immediately by calling the concerned parties to help solve the issue to avoid further damages to the organization, at this point the manager should be prepared with solutions that could necessary help out the conflicted parties. The second step is to meet the involved parties separately to hear their grievances, this helps in getting the story from both parties without the fear of each other. From the stories given by the conflicting parties, the manager should try and deduce reality from perception in order to gauge the right and wrong. Then the manager decides whether to mediate or call a third party, when the manager decides to mediate, he sho uld stick to the subject under conflict, let the parties air their grievances, and be ready to compromise in order to reach a more fulfilling solution. Managers should evaluate well the source of conflict before deciding on the most appropriate approach to use in solving the conflict. If theres no agreement reached upon then the manager should seek help from a third party (Henry, Collins, Video Education Australasia, 2009). Micromanagement has both advantages and disadvantages, but in most cases the disadvantages outweigh the advantages. When viewed positively micromanagement can lead to motivation as the managers are always correcting the employees, it can create a sense of purpose since the employees are constantly reminded of what they are supposed to do, it can increase work output from constant monitoring the managers ensure that all resources are put to great use and employee satisfaction can be achieved too (Posthuma, 2014). Also, micromanagement leads to conflicts as employees feel that the managers do not trust them with the work assigned to them. It can lead to stress, employee absenteeism, accidents in the workplace (Normore, Long, Javidi, 2016). Micromanaging occurs when managers are tending to be perfectionists such that they want everything to go as outlined with no errors, when they have control issues and when they like to oversee everything. These habits demoralize employees, hinders t hem from enjoying their work, affects their health, and it robs their self-respect. This in turn leads to stagnant growth of the organization and resigning of important staff of the organization. Tracy works as a support worker for a non-profit-company that deals with people with disability. Her manager is micro managing and bullying her. She has a certificate in first aid and has not been paid the first aid allowance as stipulated in the industrial awards despite working in the organization for six months. She has tried talking to manager about it and its not working. The dispute between Tracy and her employer should be solved by a mediated outcome the mediator should clarify the disagreement between Tracy and her employer, which is micromanaging and bullying. Then establish a common goal, that is suitable to both the manager and Tracy, discuss ways to meet the common goal, which would involve trying to find out why the manager micromanages her employee and why how the employee feels micromanaged and bullied. Then the mediator should establish the obstacles towards obtaining a mutual objective, and the parties involved should mutually agree on a unifying goal in accordance t o the Fair Work Commission, and provide the fair work commission discretion and power to ensure the dispute is settled ("Welcome to the Fair Work Ombudsman website). Conclusion Successive management of conflicts requires good communication skills, logical thinking and soberness and patience. For conflicts to reduce in the workplace, managers should start by changing their behavior towards their employees, they should address the major errors that affect the performance of the organization. The managers should create a culture of trust in the workplace and set dates for conducting engagement surveys to ensure employees have confidence in their work, provide the employees with proper resources to enable them to perform their jobs accurately, point out clear expectations for the employees, and motivate the employees through rewarding them and recognition. It is also the duty of the employees to follow the laid down rules to reduce complains from the managers, prioritize work, be very organized and presentable, communicate well, listen carefully to instructions and also know what objectives matter to the managers and diligently towards fulfilling those goals. C onflicts in the organization are best solved if all members are corporative. References Ayoko,O.B. (2016). Workplace conflict and willingness to cooperate. International Journal of Conflict Management, 27(2), 172-198. doi:10.1108/ijcma-12-2014-0092 Butts,T. (2016). Manager as Mediator: Attitude, Technique, and Process in Constructive Conflict Resolution in the Workplace. Advancing Workplace Mediation Through Integration of Theory and Practice, 189-217. doi:10.1007/978-3-319-42842-0_11 Eunson,B. (2007). Conflict management. Milton, Australia: John Wiley Sons. Henry,M., Collins,C., Video Education Australasia. (2009). Conflict management. Bendigo, Vic: Video Education Australiasia. Normore,A.H., Long,L.W., Javidi,M. (2016). Handbook of research on effective communication, leadership, and conflict resolution. Hershey, PA: Information Science Reference. Norris,H., Harding,B., Garner,S., Films for the Humanities Sciences (Firm), Films Media Group, Video Education Australasia. (2013). Employment relations conflict resolution. New York, NY: Films for the Humanities Sciences. Posthuma,R. (2014). Groups, Teams, and Conflict Management. Bradford: Emerald Group Publishing Limited. Welcome to the Fair Work Ombudsman website. (2017.). Retrieved from https://www.fairwork.gov.au