3 pages apa sources:5 Conduct a K.S.F. analysis by addressing the following: Identify the key success factors necessary for success in the industry in which your venture would be competing, including the expectations of customers. Weigh each factor to reflect its relevance to success in the industry(Event planning). Identify two competitors in your industry. Evaluate your competitors and your venture against those key success factors, assigning weights. Sum individual ratings to get overall measure of competitive strength for each rival and for your new venture. Evaluate your venture?s overall competitive strength relative to rivals and to customer expectations. Determine a course of action to enable your venture to achieve competitive advantage in your industry relative to the industry?s key success factors and the position of your competitors. In addition to the requirements above, your paper: Must be double-spaced and 12 point font. Must be formatted according to APA style. Must reference two scholarly sources in addition to the textbook. Must include a reference page written in APA format. NO PLAGIARISM PLEASE INSTRUCTOR IS STRICT TEXT: http://proeunthat.files.wordpress.com/2013/11/concepts-in-strategic-management-business-policy.pdf GRADING RUBIC: https://ashford.waypointoutcomes.com/assessment/1132/preview 7.4 Conflict and Management Communication Learning Objective # 4: What forms of conflict exist in organizations, and what roles do communication channels play in those conflicts? Interpretations of the term "conflict" have taken several directions in the past few decades. One early perspective suggested that conflict constitutes a negative force. Words such as "violent," "destructive," and "angry" portray this point of view. As time passed, conflict began to be conceptualized as a continuum from mild disagreement to major confrontations, but still with a negative connotation. More recently, concepts of conflict have evolved from considering it as something to be avoided or eliminated to viewing conflict as an inevitable, but manageable, process. Some see conflict as a driving force that leads to innovation and much-needed change (Fink, 1968; De Dreu & Van de Vliert, 1997). For our purposes, conflict will be defined as a circumstance in which one party negatively affects or seeks to negatively affect another party in both observable and perceived ways (Thomas, 1992; Wall & Callister, 1995). Some forms of conflict take place even when it would be difficult to point it out as an observable event. In others, the manifest strife will be readily apparent. Conflict can be compared to another concept, competition, which is a situation in which all parties in an event or situation attempt to do their best, and the winner emerges as the person or group with the highest level of performance. A sales contest between individuals or teams is a competition; a confrontation between two members of a sales force in which one accuses the other .

1. 3 pages
apa
sources:5
Conduct a K.S.F. analysis by addressing the following:
Identify the key success factors necessary for success in the
industry in which your venture would be competing, including
the expectations of customers.
Weigh each factor to reflect its relevance to success in the
industry(Event planning).
Identify two competitors in your industry.
Evaluate your competitors and your venture against those key
success factors, assigning weights.
Sum individual ratings to get overall measure of competitive
strength for each rival and for your new venture.
Evaluate your venture?s overall competitive strength relative to
rivals and to customer expectations.
Determine a course of action to enable your venture to achieve
competitive advantage in your industry relative to the
industry?s key success factors and the position of your
competitors.
In addition to the requirements above, your paper:
Must be double-spaced and 12 point font.
Must be formatted according to APA style.
Must reference two scholarly sources in addition to the
textbook.
Must include a reference page written in APA format.
NO PLAGIARISM PLEASE INSTRUCTOR IS STRICT
TEXT:
http://proeunthat.files.wordpress.com/2013/11/concepts-in-

2. strategic-management-business-policy.pdf
GRADING RUBIC:
https://ashford.waypointoutcomes.com/assessment/1132/preview
7.4 Conflict and Management Communication
Learning Objective # 4: What forms of conflict exist in
organizations, and what roles do communication channels play
in those conflicts?
Interpretations of the term "conflict" have taken several
directions in the past few decades. One early perspective
suggested that conflict constitutes a negative force. Words such
as "violent," "destructive," and "angry" portray this point of
view. As time passed, conflict began to be conceptualized as a
continuum from mild disagreement to major confrontations, but
still with a negative connotation. More recently, concepts of
conflict have evolved from considering it as something to be
avoided or eliminated to viewing conflict as an inevitable, but
manageable, process. Some see conflict as a driving force that
leads to innovation and much-needed change (Fink, 1968; De
Dreu & Van de Vliert, 1997).
For our purposes, conflict will be defined as a circumstance in
which one party negatively affects or seeks to negatively affect
another party in both observable and perceived ways (Thomas,
1992; Wall & Callister, 1995). Some forms of conflict take
place even when it would be difficult to point it out as an
observable event. In others, the manifest strife will be readily
apparent.
Conflict can be compared to another concept, competition,
which is a situation in which all parties in an event or situation
attempt to do their best, and the winner emerges as the person
or group with the highest level of performance. A sales contest
between individuals or teams is a competition; a confrontation
between two members of a sales force in which one accuses the

3. other of "stealing a sale" becomes a conflict situation.
Conflict has been conceptualized as taking two forms.
Functional conflict serves the organization's interests in some
way. An example of functional conflict would be one in which
improvement in performance or greater cooperation among
individuals or groups takes place. Other terms used to describe
functional conflict include constructive, cooperative, and
substantive conflict (McGrath, 1984).
Dysfunctional conflicts include the destructive activities that
hinder group or organizational performance (Amason, 1996).
Poor organizational communication can create dysfunctional
conflicts. Quality communication systems assist in developing
and resolving functional conflicts, and aid in avoiding many
conflicts.
Levels of Conflict
Many forms of conflict exist. Members of the business
community should be aware that four levels of conflict occur in
the workplace. Resolving conflict cannot occur until the level
has been properly identified. The four levels of conflict are:
between individuals
between groups or departments
between companies
with the government
Communication processes often accompany the various forms of
conflict. Table 7.9 lists the communication venues that can
become part of both functional and dysfunctional conflicts.
Table 7.9: Communication channels and conflict
Interpersonal Group Between
Companies With the Government
Face-to-face verbal Meetings Advertising
Meetings with officials
Memos and letters Informal channels Media releases
Media releases

4. Telephone Social media Court
documents Court documents
Email and text Email and memos
Social media Social media
Social media Meetings with supervisors
Conflicts Between Individuals
Conflicts between individuals, or interpersonal conflicts, take
place between employees both on- and off-site. Personality
conflicts often result from workplace incivility and risky
communication. Examples of incivility and risky
communication are: sexually inappropriate comments, racial or
ethnic slurs, ridicule of older or younger workers, derision
based on sexual orientation, and insensitive comments about
physical or mental disabilities (Blau & Anderson, 2005).
Workplace bullying is repeated, health-harming mistreatment of
one or more persons. Bullying involves one or more perpetrators
and takes the form of verbal abuse, offensive conduct, and work
interference (Workplace Bullying Institute, 2011). Workplace
bullying can create another forum for conflict. Reyner & Hoel
(1997) identify five types of workplace bullying, including the
items in Table 7.10.
Bullying can happen at the same organizational rank (employee
to employee) or involve hostility by a supervisor toward an
employee. The tactics in Table 7.10 lead to various types of
conflicts, some of which go unresolved, as the individual is too
intimidated to react. Others lead to withdrawal behaviors,
including increased absenteeism and the search for a different
job.
Table 7.10: Types of workplace bullying
Threats to professional status
Belittling opinion
Public professional humiliation
Accusation regarding lack of effort
Threats to personal standing

5. Name-calling
Insults
Intimidation
Devaluation with regard to age
Isolation
Preventing access to opportunities
Physical or social isolation
Withholding of information
Overwork
Undue pressure
Impossible deadlines
Unnecessary disruptions
Destabilization
Failure to give credit when due
Meaningless tasks
Removal of responsibility
Repeated reminders of blunders
Setting up to fail
Conflicts between individuals play out in many ways, as do the

6. bullying tactics in Table 7.10. Face-to-face confrontations are
the most visible and require the most direct, quick action. Other
interpersonal conflicts take place in the form of email
exchanges, comments made in meetings, questions and
arguments following presentations, text messages, and
sometimes hostile memos and letters. Telephone skirmishes are
also common in commerce. More recently, postings on
Facebook, in Twitter accounts, and through other social media
indicate the presence of conflict. Remember that anything you
post electronically, such as an email or text, is typically
considered the property of the company. As with any message
you put in writing, it can provide evidence of your misbehavior,
inappropriate use of language, and other transgressions.
Groups and Departments
Intragroup conflict refers to incidents between members of one
group. Disagreements about goals, methods of operation, and
who will be the leader create intragroup conflicts. The end
result can be poor decisions and ineffective group functioning,
when conflicts are not properly managed and resolved
(Bazerman & Neale, 1992). Intragroup conflict takes the forms
of confrontations during meetings, between group members in
other locations (face-to-face) and also by phone and email, and
through social media. Many times, informal communication or
gossip becomes part of the conflict process.
Intergroup conflict transpires between various groups or
departments. Besides conflicts between departments within
companies, other factions can emerge around any common point
between employees (e.g., ethnicity, gender, position of power,
etc.) and this can become the basis for various battles.
Intergroup conflicts emerge when disagreements about goals,
differences of opinion about which group should be assigned a
project or task, or budget allocations become the focus of
attention. Intergroup conflicts may be brought to the attention
of management through memos and emails, and by asking for
personal contacts with managers at high levels to present
grievances regarding the conduct of the other group or

7. department.
Conflicts Between Companies
Numerous conflicts emerge between companies over proprietary
matters. Often, conflicts involve advertising claims or other
business tactics deemed unfair or designed to compete in unfair,
illegal, or unethical ways. In those circumstances, company
leaders engage in private negotiations, issue public statements
and releases, and request the intervention of entities such as the
Better Business Bureau and Federal Trade Commission.
As an example of conflicts between organizations, the toy
company Mattel employed an individual named Carter Bryant
for many years. Bryant left the company and became part of
MGA Entertainment, where he designed and developed the
popular Bratz line of dolls to compete with Mattel's Barbie
brand. Mattel's executives claimed that Bryant came up with the
idea for the Bratz line while still employed at Mattel. After
intense confrontations, the matter went to court. Mattel won a
$100 million judgment against MGA Entertainment; however,
no punitive damages were assessed. Both sides claimed victory
as a result (WCCO, 2010).
A wide range of additional conflicts are possible beyond
disputes over products. Companies may dispute rights to other
properties, employment of rival workers, theft of trade secrets,
and clash over suppliers and retail outlets. The issues and
communication tactics vary by the type of engagement involved.
Conflicts With the Government
Conflicts between companies and with the government mayinvol
ve the use of formal mediation.
Many companies engage in various types of conflict with gover
nmental officials and
agencies. Disagreements over regulations, taxes due, and
meeting various regulatory requirements can spur clashes with i

8. ndividuals
from the government. These include encounters with local, state
, and
national officials, depending on the size and scope of the compa
ny and the
issue involved. Also, some company managers in international f
irms cope with governmental officials from other countries.
Domestically, conflicts arise with representatives of the Environ
mentalProtection Agency, Occupational Safety and Health Admi
nistration, InternalRevenue Service, Food and Drug Administrat
ion, and Federal TradeCommission. Communication venues with
these individuals include formalwritten reports, in-
person meetings, telephone conversations, emailcorrespondence,
courtrooms, and formal mediation situations. An increasingnum
ber of companies take disputes with governmental organizations
to thepublic through public relations releases and social media
campaigns.
Each of these four types of conflict requires an intervention. In
the case of an intrapersonal conflict, a counselor or adviser may
assist.Intragroup and intergroup conflicts may be resolved in a
variety of ways, most notably by the intervention of managers.
Conflictsbetween companies and with the government often resu
lt in reliance on attorneys to assist in reaching an acceptable sol
ution. Managerschoose the most appropriate method for dealing
with each problem as it arises.
Stages of Conflict
In 1967, Louis Pondy developed an often-
used model of conflict. A modified version appears as Figure 7.
1. Pondy's model notes the
presence of the conflict cycle, in which individuals or groups en
gage in a series of conflicts,
even when they are only spectators. Thiscauses them to become
increasingly sensitized to
the events, which in turn makes subsequent conflict more likely.
After a series of conflicts
has been resolved, the company enters a more tranquil period. D

9. uring that time, individuals and groups may become morepatient
with each other, and the net result will be reduced
numbers of potential and open conflicts. Managerial skill and in
tervention can break the cycle of increasing conflict.
Figure 7.1: An adaptation of Pondy's conflict model
This adapted version of Pondy's model shows the conflict cycle,
which starts with latent conflict or all thepotential sources of th
e conflict. The cycle continues with felt and perceived conflicts.
Then comes open conflict,which is the confrontation resulting f
rom escalation of the issue. After open conflict, resolution must
take place.The aftermath of the conflict then cycles back to late
nt conflict again.
Adapted from: L. R. Pondy (1967). Organizational Conflict: Co
ncepts and Models. Administrative Science Quarterly, 12(Septe
mber), 296–320.
As shown in Figure 7.1, latent conflict represents all the potenti
al sources of conflict at the individual or group level. These pot
entialsources may or may not erupt into open confrontations. So
me problems may exist for years without ever becoming manifes
t. Others maytake a "fast track" and quickly develop into alterca
tions. Table 7.11 lists the potential sources of conflict within an
organization. A lack ofcommunication or poor communication
can worsen latent conflicts. Misinterpreted messages often heig
hten personality issues and otherdisagreements. Posts on social
media can also exacerbate any latent sources of conflict.
Felt conflict occurs when people know something is wrong but c
annot pinpoint the source. It is not unusual to have the experien
ce ofwalking into a room and feeling immediately that somethin
g is wrong without knowing the actual problem. That point is th
e felt conflictstage.
Perceived conflict means that those near a conflict know the iss
ues and the people involved, yet do not feel discomfort from it.
In essence,the conflict is "someone else's problem." Often perce
ived conflicts appear in other departments or parts of the organi

10. zation.
When two individuals or parties become engaged in a conflict, p
erceptions play major roles. Inaccurate perceptions of the other
side'sposition or of the issue at hand lead to inaccurate mutual p
erceptions in which resolution becomes increasingly difficult (H
ynes, 2011). Inessence, as felt and perceived conflicts intensify,
perceptions become distorted. The tendency shifts toward inter
preting people andevents as either with one side or against that
side. Thinking reverts to more stereotypical and biased forms th
at favor a person'sviewpoint. This sets the stage for more-
open conflict.
Open conflicts appear as showdowns, confrontations, and other
outward signs. Often an open conflict results from ongoing esca
lation ofthe issue. As this takes place, communication between t
he parties decreases, issues become blurred by generalizations a
nd blanketstatements, such as "You always . . ." or "You never .
. ." Parties to the conflict lock into positions and tend to magni
fy differences andminimize similarities between the two sides.
Manifest conflict behaviors include yelling, loud arguments, an
d violence toward others at the individual level and work slowd
owns,strikes, and deliberate rules violations at the group level.
Evidence of conflict in meetings or presentational formats can b
e revealedthrough the questions audience or team members pose
. Controlling questions take the form of mini-
lectures in which one side of anargument or disagreement seeks
to dominate the other. Hostile questions aggressively point out t
he conflict at hand (Munter, 2012). Otherforms of manifest conf
lict are found in memos, emails, and phone exchanges between t
he parties. At that point, conflict resolution musttake place. A
manager or arbiter will need to step in.
Conflict resolution includes an understanding of the concerns of
the parties. Both concerns about personal outcomes and concer
ns aboutthe other side's outcomes affect the nature of the confli

11. ct. Figure 7.2 lists the potential responses.
Figure 7.2: Responses to concerns
Both concerns about personal outcomes and the other side's outc
omes affect the nature of the conflict andsubsequent responses.
When one side has little concern about the other's outcomes, tw
o responses are contending and inaction. Contending or competi
ngoccurs when one side fully pursues its outcomes with no regar
d for the outcomes of the other side. Other terms associated wit
hcontending are dominating and forcing (Rahim, 1985). Forcing
expresses a high concern for production with low concern for p
eople(Hall, 1986). With this approach, one sees stronger tactics,
such as threats, intimidation, and unilateral action.
Inaction or avoiding is withdrawal or remaining passive during t
he conflict.The passive party has little regard for its own outco
me and is not concernedabout the other's outcome. Some authors
equate inaction or avoiding with alow concern for people and a
low concern for production in the workplace(Blake & Mouton, 1
970). In response, one side retreats from the conflict.
A third response involves circumstances in which concerns for t
he other'soutcomes are high. Two possible actions are yielding a
nd problem-
solving.Yielding or accommodating involves seeking to help the
other side achieveits outcomes with little care about one's own
outcomes. Yielding can also betermed obliging or smoothing (R
ahim, 1985). It occurs when one party hasa high concern for peo
ple and low concern for production (Thomas &Kilman, 1974).
Problem-
solving or collaborating occurs when high concern for the other'
soutcomes accompanies high concern for one's own outcomes, a
nd when theparties share high concerns for both people and prod
uction (Blake &Mouton, 1970). The goal becomes a win-
win solution. Problem-
solving has also been labeled as an integrating approach.
When moderate levels of concern emerge for both personal outc
omes and the other side's outcomes, and concerns for people and

12. production are also moderate, the most common approach invol
ves compromising. A compromise becomes more likely when co
nsensuscannot be reached, the goals of the two parties are not st
rongly connected, and the two sides hold equal levels of power.
Managers normally have the responsibility of discovering the re
lative positions of the two sides to a conflict. In order to resolve
theconflict, managers try to identify the level of give-and-
take that will be possible by assessing the strength of commitme
nt each side has toits position. More effective negotiations or re
solutions then become possible. Then, the venue and method for
conflict resolution can bechosen. Individual meetings and grou
p settings can accommodate conflict resolution.
For Review
What are the five main responses possible in a conflict resolutio
n, based on levels of concern for others?
The Steps of Conflict Resolution
A manifest conflict often requires a cooling-
off period before any attempt at resolution can start. When emot
ions are high, reasonabledialog will be unlikely. When an arbite
r or manager surmises that both sides have sufficiently calmed d
own, conflict resolution cancommence. The steps of the conflict
resolution process are:
1. Identify the parties involved.
2. Identify the issues.
3. Identify the positions of the parties.
4. Find the bargaining zone.
5. Make a decision.
Managers identify the parties by investigating whether a conflic
t involves individuals or groups. Identifying the issues takes tim
e. Often aconflict becomes manifest through an unrelated issue.
When two employees become involved in a shoving match over
a space in theparking lot, the real conflict may be that one perso
n was passed over for a promotion that was given to the person
who "stole" hisparking space.
When identifying the positions of the parties, a two-
person or two-

13. group conflict should have a fairly straightforward analysis. Ma
nytimes, however, a problem or concern exhibits many facets, a
nd the net result will be that several people or coalitions have s
ome sort ofvested interest. In that circumstance, the moderator t
ries to determine the agendas of each party.
The bargaining zone may be kept confidential, presented openly
, or can be deciphered by a third party. In a conflict resolution, t
hebargaining zone represents the settlement range in a negotiati
on, or the boundaries of acceptable solutions for both sides. It c
onsists ofthe area in which give-and-
take can be carried out. At times, no such range may be found; o
ne side will win and the other will lose. Table7.12 suggests key
negotiation techniques when seeking to resolve a disagreement.
Table 7.12: Negotiation techniques during conflict resolution
Focus on ideas and information rather than personalities
Find areas of agreement
Deal with important rather than trivial issues
Discuss potential tradeoffs
Identify objective criteria when assessing solutions
Find ways to move on following a resolution
Source: Andrews, D. C., & Andrews, W. D. (2004). Managemen
t communication: A guide. Boston, MA:Houghton Mifflin Comp
any, 150–152.
Making the final decision determines the outcome of the conflic
t. A win-
win solution allows all sides to make gains in the conflictresolut
ion. Win-
win solutions can occur only when four conditions have been m
et (Zand, 1972):
1. The parties believe cooperation will be better than conflict.
2. The parties trust each other.
3. Status differences between the parties have been minimized.
4. Mutually acceptable solutions can be found.
A win-
lose solution means one side gains the advantage over the other.
A lose-

14. lose, or compromise, means both parties gain on someissues but
lose on others (Rackham, 1976).
When the result of a conflict resolution has been well handled,
benefits may appear. Table 7.13 lists some of the positive outco
mesassociated with dealing directly with conflict. These occur a
t the interpersonal, intergroup, and intragroup levels.
Table 7.13: Benefits of dealing directly with conflict
Individual
Stronger relationships with co-workers
Increased self-respect for taking action
Personal growth and development in understanding how you res
ponded
Organizational
Increased efficiency and effectiveness following effective resol
ution
Spurs creativity
Allows for synergy and teamwork among employees
Source: O'Rourke, J. S. IV (2010). Management communication:
A case-
analysis approach (4th ed.).Upper Saddle River, NJ: Prentice Ha
ll.
Conflict Outcomes
The goal of any conflict resolution should be to reach a function
al settlement. Three desired outcomes of conflict resolution are
(1)agreement, (2) stronger relationships, and (3) organizational
learning. Agreement has been achieved when both sides believe
asettlement was fair or equitable. Stronger relationships emerge
when both parties try to build trust and goodwill for the future.
Organizational learning takes place when an individual or group
achieves greater self-
awareness and/or better understands how to findcreative solutio
ns to problems. While desirable, these goals will be difficult to
achieve. Many times, the negative aftereffects of conflict, aslist
ed in Table 7.14, become the result.
Table 7.14: Potential negative aftereffects of conflicts

15. Anger, revenge, continuing attempts to make the other side look
bad
Noncompliance with orders and decisions
Reduced effort/passive resistance
Empire building, withholding information, territory defense
Increasingly legalistic approach to tasks and assignments
Withdrawal behaviors such as daydreaming or meeting in group
s to visit
New lobbying efforts
Sarcasm in front of the mediator
Increased sensitivity to statements and comments
Effective management of conflict includes two primary activitie
s. The first involves managers actively analyzing potential sourc
es ofconflict at all times. Then reducing, modifying, or removin
g the source can be accomplished. Second, managers should see
k to becomeadept conflict arbiters. Remember that impartiality,
a sense of humor, and a calm disposition are major assets in con
flict resolution.