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This document contains two discussion responses that discuss different types of conflicts. The first response describes an interpersonal conflict between two business partners due to differences in skills, abrasive personalities, and poor communication. This caused intrapersonal conflict for one partner who felt overwhelmed. The second response discusses person-role conflicts experienced as a salesperson where personal values clashed with sales goals. It also describes a functional conflict at a current organization where new ideas are resisted due to differences in skills and abilities between older and younger workers. Role analysis is used to resolve intragroup conflicts by clarifying expectations.
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05 managing conflict in organizations and dealing with unethical choices c...
There is a clear tendency to identify trouble makers based on individual’s perceptions or past experience. We often relate to someone else behavior, on single characteristics that are dominants. In other circumstances we are comparing behaviors in the same group assuming that all individuals belonging to that group shall behave the same way. This is forcing individuals to adapt their behavior in that group, not necessary producing the best outcome in term of performances or motivation.
Discussion - Week 2Top of FormDiscussion Tangible Versus In
Discussion - Week 2
Top of Form
Discussion: Tangible Versus Intangible Conflict Issues
In this Discussion, you are asked to identify a conflict situation about which you feel strongly. It may be a workplace conflict or a personal conflict at home or at school. The conflict may be interpersonal or between two different groups, but not more. Some examples of workplace conflicts might be whether you or a colleague will lead a project team when you were simply told to work together, or a clash over roles and responsibilities that have some overlap. Work conflicts may be over pay disparities, opportunities to be more visible, or unfair performance reviews, to name a few. Make sure that the conflict is about a content issue, not based on personality differences.
Documenting the details through writing them down and analyzing the conflict situation you identified will provide you an opportunity to put into practice the Stop – Think, Listen and Communicate (S-TLC) espoused in the textbook readings this week. As you plan what you want to communicate, keep in mind the basic communication rights and practice them with others, even as you would like for them to be practiced with you. Look also for the emotional content of the others involved in your conflict and identify opportunities to empathize with them. When people feel heard and understood, they are much more likely to be open to exploring options. These tactics create a safe space for learning, exploration, and change.
Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.). Upper Saddle River, NJ: Pearson Education.
To prepare for this Discussion, pay particular attention to the following Learning Resources:
Review this week’s Learning Resources, especially:
0. Five Stages of Conflict - https://dougnoll.posthaven.com/the-five-stages-of-conflict-escalation
0. Furlong, G. T. (2005). The conflict resolution toolbox: Models and maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada.
2. Chapter 8, “Model #5: The Dynamics of Trust” See attachment
Bottom of Form
Assignment:
Respond to at least two of your peers' postings in one or more of the following ways:
1. As you review the conflict scenario presented by your peer, consider what has not been said as well as what has been said. Share what impressions of intangibles you get that are not explicitly stated in the description that might be worth checking out?
1. Based on your review of your peer’s scenario, and using the description from the Dynamics of Trust model, discuss what shared goal might emerge?
1. Using de Bono’s Six Thinking Hats perspective, think about this conflict? Please share the Hat ,in an area in which you think it might be helpful for your peer to gain more information or insight?
1. 3 -4 paragraphs
1. No plagiarism
1. APA citing
1st Colleague - Natasha Mills
Natasha Mills
Tangible Versus Intangible Conflict Issues
Top of Form
One conflict sc ...
PAGE 2 Communication with CoworkersRunning .docx
PAGE
2
Communication with Coworkers
Running Head: COMMUNICATION WITH COWORKERS
Resolving Conflict with Coworkers: A Case Analysis on Face-Negotiation
by
XXXXXX
Resolving Conflict with Coworkers: A Case Analysis on Face-Negotiation
Throughout our professional careers, most people at some point are placed in a work setting with peers who represent a diversity of opinions, backgrounds, and lifestyles. The eight-hour workday demands that we spend more time with our co-workers than with our individual families. Variety may be the “spice of life,” but diversity, particularly in the extreme, may engender feelings of hostility, anxiety, fear, competition, and other negative emotions, which may reduce productivity.
In the family setting, we are individually committed to the resolution of problems because our love and commitment to the relationship demands it. However, in the office setting we rarely are privileged to choose those to whom we are yoked and are therefore less committed to the relationship when problems arise. In truth, many have been required to perform as a team with individuals with whom they have very little in common. We, in fact, are often forced to “marry” ideas with individuals in the professional family who may have character traits that we would never have chosen in a spouse.
Past experiences, religious beliefs, low self-esteem, and socioeconomic backgrounds play a role, which can make the communication processes difficult. These barriers, though may appear insurmountable, can be overcome when time and energy is devoted to the cause. A professional relationship can be built through nurturing just as a spousal relationship grows by the same means. We have a tendency to avoid communication, apologies and reconciliation, and fail to demand respect under the guise of “keeping the peace” when in reality this underlying turmoil remains unresolved and problematic.
There will always be an opportunity for conflict when there is more than one person present, but the opportunity for growth is just as real. In times of conflict, many of us find ourselves in a position of “saving face,” which can make communication arduous. This present study discusses the phenomenon of the face-negotiation theory and how it can be applied in the day-to-day communication process involved in our professional lives.
In this study, I will examine my personal experience with a co-worker at my office. Equivalent to a marriage, I argue that, it requires both of us working toward a common goal, yet we find our energies being expended on different priorities. Since I am in sales and my co-worker is in sales support, surprisingly our perspectives can differ greatly. This can be potentially erosive to the company’s bottom line as well as to morale and trust. Through this case study, I will use face negotiation theory to identify how face threats can cause irreversible effects on a relationship if not identified and managed. .
Week 3 Lecture 1 Problems in Person Perception”Salutations Clas.docx
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for him or her to unde.
wk-3-vid-lec.mp4Week 3 Lecture 1 Problems in Person Percept.docx
wk-3-vid-lec.mp4
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for .
Celebrating Ambiguity
Conventional wisdom teaches us to avoid ambiguity. Clarity of facts and process is highly valued, particularly by young agency people. Yet we know that ambiguity can be a stimulus to creative thinking.
Here are some thoughts on how ambiguity can work for your advertising agency.
I need to address the following. What is being done to address the
I need to address the following. What is being done to address the mental health disparities in the United States? What professional organization(s) are affiliated with mental health/disparities? I'll also need to do the abstract on this topic
5 pages
APA
12pt Times Roman
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&ved=2ahUKEwjqn-aesvbvAhWoMlkFHbyiDEYQFjAAegQIBBAD&url=https%3A%2F%2Fwww.healthypeople.gov%2F2020%2Fabout%2Ffoundation-health-measures%2FDisparities&usg=AOvVaw2W6UkFFjNMfCnwFxwcnhp6
Example 1
One of the most interesting concepts and ideas about behaviors in organizations that I personally could relate to as a student is motivation. In my opinion, motivation is one of the main reasons I’m able to keep going when studying. Organizational Behavior explores this topic and looks at it in different perspectives where it makes it easier to comprehend and implement. Parijat & Bagga (2014) have mentioned in their motivation theory research article that motivation in private or public enterprises is mandatory. It was also mentioned that “Humans are basically psychological beings and need inspiration whether extrinsic or intrinsic for achieving organizational as well their personal objectives and goals.” (Parijat & Bagga, 2014, p.1). If you compare two pieces of work, one done by a motivated person and the other done by a non-motivated person, you could easily notice the differences between them, the motivated one being more put-together and presentable, the other looking less interesting and rushed.
Example 2
This essay is a reflection of my learning throughout the organizational behavior course. I will be focusing on the topic attitude and job satisfaction which will split into three sections. The first section aims to discuss the knowledge gained during the course, the second section will focus on the ideas and concepts of behaviors with organizations. In the last section, I will discuss the difficulties I have faced throughout the course.
Example 3
On the other hand, The ideas and concepts about behaviors with organizations have made me relate to my personal life. One of the positive learning outcomes is that when I had the experience to become a vendor in an event. I have faced many problems, one of them was being bound to encounter angry customers. My behavior toward this problem while the angry customer was talking, I was attentive listening and understanding their feelings and point of view, later I apologized and tried to find a solution. The negative concept that is related to my personal life is during this pandemic crisis I am restricted from the freedom that made me stuck in a very limited space and this resulted in my stress and became very nervous. Therefore, I acknowledge that stress and nervousness are behavior to my attitude. I have faced one difficulty throughout this course which was not knowing the differences between attitude and behavior. This difficulty turned into beneficial knowledge ...
Recommended
05 managing conflict in organizations and dealing with unethical choices c...
There is a clear tendency to identify trouble makers based on individual’s perceptions or past experience. We often relate to someone else behavior, on single characteristics that are dominants. In other circumstances we are comparing behaviors in the same group assuming that all individuals belonging to that group shall behave the same way. This is forcing individuals to adapt their behavior in that group, not necessary producing the best outcome in term of performances or motivation.
Discussion - Week 2Top of FormDiscussion Tangible Versus In
Discussion - Week 2
Top of Form
Discussion: Tangible Versus Intangible Conflict Issues
In this Discussion, you are asked to identify a conflict situation about which you feel strongly. It may be a workplace conflict or a personal conflict at home or at school. The conflict may be interpersonal or between two different groups, but not more. Some examples of workplace conflicts might be whether you or a colleague will lead a project team when you were simply told to work together, or a clash over roles and responsibilities that have some overlap. Work conflicts may be over pay disparities, opportunities to be more visible, or unfair performance reviews, to name a few. Make sure that the conflict is about a content issue, not based on personality differences.
Documenting the details through writing them down and analyzing the conflict situation you identified will provide you an opportunity to put into practice the Stop – Think, Listen and Communicate (S-TLC) espoused in the textbook readings this week. As you plan what you want to communicate, keep in mind the basic communication rights and practice them with others, even as you would like for them to be practiced with you. Look also for the emotional content of the others involved in your conflict and identify opportunities to empathize with them. When people feel heard and understood, they are much more likely to be open to exploring options. These tactics create a safe space for learning, exploration, and change.
Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.). Upper Saddle River, NJ: Pearson Education.
To prepare for this Discussion, pay particular attention to the following Learning Resources:
Review this week’s Learning Resources, especially:
0. Five Stages of Conflict - https://dougnoll.posthaven.com/the-five-stages-of-conflict-escalation
0. Furlong, G. T. (2005). The conflict resolution toolbox: Models and maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada.
2. Chapter 8, “Model #5: The Dynamics of Trust” See attachment
Bottom of Form
Assignment:
Respond to at least two of your peers' postings in one or more of the following ways:
1. As you review the conflict scenario presented by your peer, consider what has not been said as well as what has been said. Share what impressions of intangibles you get that are not explicitly stated in the description that might be worth checking out?
1. Based on your review of your peer’s scenario, and using the description from the Dynamics of Trust model, discuss what shared goal might emerge?
1. Using de Bono’s Six Thinking Hats perspective, think about this conflict? Please share the Hat ,in an area in which you think it might be helpful for your peer to gain more information or insight?
1. 3 -4 paragraphs
1. No plagiarism
1. APA citing
1st Colleague - Natasha Mills
Natasha Mills
Tangible Versus Intangible Conflict Issues
Top of Form
One conflict sc ...
PAGE 2 Communication with CoworkersRunning .docx
PAGE
2
Communication with Coworkers
Running Head: COMMUNICATION WITH COWORKERS
Resolving Conflict with Coworkers: A Case Analysis on Face-Negotiation
by
XXXXXX
Resolving Conflict with Coworkers: A Case Analysis on Face-Negotiation
Throughout our professional careers, most people at some point are placed in a work setting with peers who represent a diversity of opinions, backgrounds, and lifestyles. The eight-hour workday demands that we spend more time with our co-workers than with our individual families. Variety may be the “spice of life,” but diversity, particularly in the extreme, may engender feelings of hostility, anxiety, fear, competition, and other negative emotions, which may reduce productivity.
In the family setting, we are individually committed to the resolution of problems because our love and commitment to the relationship demands it. However, in the office setting we rarely are privileged to choose those to whom we are yoked and are therefore less committed to the relationship when problems arise. In truth, many have been required to perform as a team with individuals with whom they have very little in common. We, in fact, are often forced to “marry” ideas with individuals in the professional family who may have character traits that we would never have chosen in a spouse.
Past experiences, religious beliefs, low self-esteem, and socioeconomic backgrounds play a role, which can make the communication processes difficult. These barriers, though may appear insurmountable, can be overcome when time and energy is devoted to the cause. A professional relationship can be built through nurturing just as a spousal relationship grows by the same means. We have a tendency to avoid communication, apologies and reconciliation, and fail to demand respect under the guise of “keeping the peace” when in reality this underlying turmoil remains unresolved and problematic.
There will always be an opportunity for conflict when there is more than one person present, but the opportunity for growth is just as real. In times of conflict, many of us find ourselves in a position of “saving face,” which can make communication arduous. This present study discusses the phenomenon of the face-negotiation theory and how it can be applied in the day-to-day communication process involved in our professional lives.
In this study, I will examine my personal experience with a co-worker at my office. Equivalent to a marriage, I argue that, it requires both of us working toward a common goal, yet we find our energies being expended on different priorities. Since I am in sales and my co-worker is in sales support, surprisingly our perspectives can differ greatly. This can be potentially erosive to the company’s bottom line as well as to morale and trust. Through this case study, I will use face negotiation theory to identify how face threats can cause irreversible effects on a relationship if not identified and managed. .
Week 3 Lecture 1 Problems in Person Perception”Salutations Clas.docx
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for him or her to unde.
wk-3-vid-lec.mp4Week 3 Lecture 1 Problems in Person Percept.docx
wk-3-vid-lec.mp4
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for .
Celebrating Ambiguity
Conventional wisdom teaches us to avoid ambiguity. Clarity of facts and process is highly valued, particularly by young agency people. Yet we know that ambiguity can be a stimulus to creative thinking.
Here are some thoughts on how ambiguity can work for your advertising agency.
I need to address the following. What is being done to address the
I need to address the following. What is being done to address the mental health disparities in the United States? What professional organization(s) are affiliated with mental health/disparities? I'll also need to do the abstract on this topic
5 pages
APA
12pt Times Roman
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&ved=2ahUKEwjqn-aesvbvAhWoMlkFHbyiDEYQFjAAegQIBBAD&url=https%3A%2F%2Fwww.healthypeople.gov%2F2020%2Fabout%2Ffoundation-health-measures%2FDisparities&usg=AOvVaw2W6UkFFjNMfCnwFxwcnhp6
Example 1
One of the most interesting concepts and ideas about behaviors in organizations that I personally could relate to as a student is motivation. In my opinion, motivation is one of the main reasons I’m able to keep going when studying. Organizational Behavior explores this topic and looks at it in different perspectives where it makes it easier to comprehend and implement. Parijat & Bagga (2014) have mentioned in their motivation theory research article that motivation in private or public enterprises is mandatory. It was also mentioned that “Humans are basically psychological beings and need inspiration whether extrinsic or intrinsic for achieving organizational as well their personal objectives and goals.” (Parijat & Bagga, 2014, p.1). If you compare two pieces of work, one done by a motivated person and the other done by a non-motivated person, you could easily notice the differences between them, the motivated one being more put-together and presentable, the other looking less interesting and rushed.
Example 2
This essay is a reflection of my learning throughout the organizational behavior course. I will be focusing on the topic attitude and job satisfaction which will split into three sections. The first section aims to discuss the knowledge gained during the course, the second section will focus on the ideas and concepts of behaviors with organizations. In the last section, I will discuss the difficulties I have faced throughout the course.
Example 3
On the other hand, The ideas and concepts about behaviors with organizations have made me relate to my personal life. One of the positive learning outcomes is that when I had the experience to become a vendor in an event. I have faced many problems, one of them was being bound to encounter angry customers. My behavior toward this problem while the angry customer was talking, I was attentive listening and understanding their feelings and point of view, later I apologized and tried to find a solution. The negative concept that is related to my personal life is during this pandemic crisis I am restricted from the freedom that made me stuck in a very limited space and this resulted in my stress and became very nervous. Therefore, I acknowledge that stress and nervousness are behavior to my attitude. I have faced one difficulty throughout this course which was not knowing the differences between attitude and behavior. This difficulty turned into beneficial knowledge ...
How to improve productivity using virtues language.
How to use common communications tools and accepted practices to guide each manager and employee towards accountability, trust and excellence.
Please answer the 4 questions at the end please do all of them at th.pdf
Please answer the 4 questions at the end please do all of them at the same time you can't answer
one and leave the other they are related to the same article thank you
Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
man.
smime.p7sWhole Foods Case study.pdfO.docx
smime.p7s
Whole Foods Case study.pdf
Organization Behavior WK 3 reading assignment.docx
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective fam.
RespondThis is a discussion read below 200 words or more on .docx
Respond
This is a discussion read below 200 words or more on both
You must also include a Reference section at the end of the DQ response listing a minimum of one source which will always include the textbook. A more thorough analysis of the DQ will include one or more sources in the Reference section.
Respond
I remembered working about five years ago, for a supervisor when I was an hourly employee in my organization. I was also in the Army National Guard, where I was doing a weekend a month and two weeks a year. Sometimes my commander would like for soldiers to come early and prepare for the weekend. I would leave on the shortest notice from my job and come back to work on Monday with orders justifying my absence for that Friday. The issue of not coming to work, because of my military duty led to the most significant conflict in my work environment. My supervisor and the human resources department gave me a tough time. The supervisor took away my vacation privileges and slander me to upper management. He made me look so bad that my work environment became hostile. I couldn’t perform my job and I feel at that moment that my career was at a dead end. The conflict eventually escalated to the point where I had an argument with my supervisor and another member of management. To solve the conflict, I called the military hotline and told them that my employer was discriminating against me for going to military duty. The main cause of this conflict was due to “authority relationships”. My supervisor wanted to be the only boss to tell me what to do and this caused authority issues. I knew that being angry wasn’t going to help with the situation. According to McClure, anger interferes with teamwork and productivity on the job, therefore causing a hostile and frightening workplace (McClure, 2000, p. 1).
I did have a functional conflict in the workplace between myself and another member of my organization. The conflict turned out to be a healthy and constructive disagreement. We were able to create a new idea that would’ve save the organization a lot of man hours and improve schedule on a project. Table 13.1 (Consequences of Conflict) shows that there are positive and negative consequences that can occur (Nelson & Quick, 2016, p. 473). The positive consequences of conflict that I’ve experienced in my workplace the most is motivating change and stimulating creativity. I’ve noticed that change usually comes out of either a functional or dysfunctional conflict. The conflict that occurred in the functional conflict was caused by “specialization”. The job was highly specialized and required skills from an employee that have been with the company for a long time. The older employee wanted to control the job and tell me that we are going to do the job his way. After hours of struggling with the job, we had a conflict that contributed to a new idea. That idea helped move the job along. “Work groups must make decisions about the allocation of resource ...
Work 1.jpegWork 2.jpegWork 3.jpegWork 4.jpegWork.docx
Work 1.jpeg
Work 2.jpeg
Work 3.jpeg
Work 4.jpeg
Work 5.jpeg
work 6.jpeg
work 7.jpeg
Work Grading.jpeg
Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
Interpersonal Communication in the WorkplaceLearning Ob.docx
Interpersonal Communication
in the Workplace
Learning Objectives
In this chapter, readers will explore interpersonal communication in business and professional
settings. By the end of this chapter, readers will be able to
• Identify workplace communication behaviors
• Explain how interpersonal communication can enhance professional success
• Understand the different types of formal and informal workplace relationships
• Describe how new and emerging technologies continue to change workplace
communication
• Apply suggestions for successful interpersonal business and professional communication to
interactions
6
Jupiterimages/Goodshoot/Thinkstock
Introduction Chapter 6
Introduction
To illustrate the intricacy of communication in a business and professional setting, consider the
following scenario that takes place between two coworkers, Patrick and Megan, and their boss,
Suzanne:
Patrick and Megan work as lawyers in a mid-sized law firm in Memphis, Tennessee. Neither
of them is from the area, so once they were hired, they immediately forged a close friendship.
They found that they both had common interests, such as watching football, baking, and
talking about their partners and kids. Because Patrick and Megan do not practice the same
type of law, they do not work together very frequently; however, they attend many of the same
meetings and are both sometimes a part of cases that their firm takes on. Though they do not
collaborate at work very often, they do frequently talk about their coworkers, the policies at
the firm, and their boss, Suzanne.
Suzanne is actually a frequent topic of conversation between Patrick and Megan. Sometimes,
they do not understand her managerial style, and they find themselves commiserating with
each other about decisions that she has made or policies that she has introduced. They feel
that talking to each other is better than complaining to Suzanne because, overall, they do
enjoy their jobs. Patrick and Megan are also careful to rarely have these conversations at
work; instead, they will e-mail, text, instant message, or chat on the phone about Suzanne.
Suzanne, however, has picked up on the fact that Patrick and Megan are very close and
believes that their friendship is actually a detriment to the organization. She sees their close-
ness as reducing overall employee morale, such as when she (and other employees) notice
them rolling their eyes at each other during meetings, or when she finds them frequently
talking in each other’s offices with their doors closed. Because of this, Suzanne has cautioned
newer attorneys in the firm from getting too close to Patrick and Megan, because she does
not want them to engage in the types of behaviors that they do.
Think about this situation from both sides. Patrick and Megan see their friendship as harmless. It
does not directly affect their work, and it offers them something to look forward to when they go
to work each day. They enj.
Running Head Apple Organization 3Apple organizationSt.docx
Running Head: Apple Organization
3
Apple organization
Student Name
Institutional Affiliation
Apple Organization
Apple delivers the best user experience evident in their products, but still, there are still crucial areas within the facets of the organization that needs improvement and design. Despite leading concerning innovation all over the world, Apple is in dire need of strong marketing vision to spearhead the company forward regarding development. It is important to acknowledge the fact that Apple has outstanding pricing strategies with commitments to designing each foundation of its hardware to produce compelling customer electronic experience.
Primarily one of the areas that need improvement in Apple is pricing. Despite the fact that Apple offers the best user experience in their products it is also however crucial to acknowledge the fact that their products are getting increasing exorbitant in developing economies. By all accounts, it is not possible for everyone to afford their products, therefore, cutting down the prices a little bit would contribute profoundly in leveraging the companies’ profits regarding distribution and sales.
Consequently, entering other markets is a big challenge for Apple. Innovations dealing with wireless headphones and Apple TV, for instance, has become a thing of the past since Apple is limited and reluctant in exploring other market basements. It is crucial to note that with the expertise and experience they have in their industry it appeals to logic if they persist in limiting themselves to specific products.
Besides distribution of cash, the international warranty also needs a lot of improvement and design. Currently, a different warranty is limited to specific areas for instance instead of services for assurance are offered in particular countries. Finally, Apple organization has not pushed the agenda of acquisition front until the now specific specification is vital in ensuring the improvement of the company.
Reference
Kaplan, R. S., & Norton, D. P. (1995). Putting the balanced scorecard to work. Performance measurement, management, and appraisal sourcebook, 66, 17511.
Running Head: Conflict Resolution in HR 1
Conflict Resolution in Human Resource Management
By (Writer’s Name)
Course
Professor
Name of the Institute
October 21, 2017
Part A
Briefly, describe the elements of Group Dynamics and give at least 2 examples of conflict resolution within an HR context.
Group Dynamics
Grouping of more than two person having mutual goals, values and are independent relationship refers as a group. There are different types of groups depending on their work, nature, and goals. In this question, we deal with the business group in human resource management. It is important to see that acceptance, leadership, purpose, and communication is four aspects which form a group. A common observation is that in routine, we see two or more then persons collaborate and communicate with each other f ...
Please answer the 4 questions at the end Causes and Outcomes of Co.pdf
Please answer the 4 questions at the end
Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
managers compensation may be based on how much money the company saves on transit. In this
case, the goal might be to eliminate ex.
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Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
man.
smime.p7sWhole Foods Case study.pdfO.docx
smime.p7s
Whole Foods Case study.pdf
Organization Behavior WK 3 reading assignment.docx
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective fam.
RespondThis is a discussion read below 200 words or more on .docx
Respond
This is a discussion read below 200 words or more on both
You must also include a Reference section at the end of the DQ response listing a minimum of one source which will always include the textbook. A more thorough analysis of the DQ will include one or more sources in the Reference section.
Respond
I remembered working about five years ago, for a supervisor when I was an hourly employee in my organization. I was also in the Army National Guard, where I was doing a weekend a month and two weeks a year. Sometimes my commander would like for soldiers to come early and prepare for the weekend. I would leave on the shortest notice from my job and come back to work on Monday with orders justifying my absence for that Friday. The issue of not coming to work, because of my military duty led to the most significant conflict in my work environment. My supervisor and the human resources department gave me a tough time. The supervisor took away my vacation privileges and slander me to upper management. He made me look so bad that my work environment became hostile. I couldn’t perform my job and I feel at that moment that my career was at a dead end. The conflict eventually escalated to the point where I had an argument with my supervisor and another member of management. To solve the conflict, I called the military hotline and told them that my employer was discriminating against me for going to military duty. The main cause of this conflict was due to “authority relationships”. My supervisor wanted to be the only boss to tell me what to do and this caused authority issues. I knew that being angry wasn’t going to help with the situation. According to McClure, anger interferes with teamwork and productivity on the job, therefore causing a hostile and frightening workplace (McClure, 2000, p. 1).
I did have a functional conflict in the workplace between myself and another member of my organization. The conflict turned out to be a healthy and constructive disagreement. We were able to create a new idea that would’ve save the organization a lot of man hours and improve schedule on a project. Table 13.1 (Consequences of Conflict) shows that there are positive and negative consequences that can occur (Nelson & Quick, 2016, p. 473). The positive consequences of conflict that I’ve experienced in my workplace the most is motivating change and stimulating creativity. I’ve noticed that change usually comes out of either a functional or dysfunctional conflict. The conflict that occurred in the functional conflict was caused by “specialization”. The job was highly specialized and required skills from an employee that have been with the company for a long time. The older employee wanted to control the job and tell me that we are going to do the job his way. After hours of struggling with the job, we had a conflict that contributed to a new idea. That idea helped move the job along. “Work groups must make decisions about the allocation of resource ...
Work 1.jpegWork 2.jpegWork 3.jpegWork 4.jpegWork.docx
Work 1.jpeg
Work 2.jpeg
Work 3.jpeg
Work 4.jpeg
Work 5.jpeg
work 6.jpeg
work 7.jpeg
Work Grading.jpeg
Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
Interpersonal Communication in the WorkplaceLearning Ob.docx
Interpersonal Communication
in the Workplace
Learning Objectives
In this chapter, readers will explore interpersonal communication in business and professional
settings. By the end of this chapter, readers will be able to
• Identify workplace communication behaviors
• Explain how interpersonal communication can enhance professional success
• Understand the different types of formal and informal workplace relationships
• Describe how new and emerging technologies continue to change workplace
communication
• Apply suggestions for successful interpersonal business and professional communication to
interactions
6
Jupiterimages/Goodshoot/Thinkstock
Introduction Chapter 6
Introduction
To illustrate the intricacy of communication in a business and professional setting, consider the
following scenario that takes place between two coworkers, Patrick and Megan, and their boss,
Suzanne:
Patrick and Megan work as lawyers in a mid-sized law firm in Memphis, Tennessee. Neither
of them is from the area, so once they were hired, they immediately forged a close friendship.
They found that they both had common interests, such as watching football, baking, and
talking about their partners and kids. Because Patrick and Megan do not practice the same
type of law, they do not work together very frequently; however, they attend many of the same
meetings and are both sometimes a part of cases that their firm takes on. Though they do not
collaborate at work very often, they do frequently talk about their coworkers, the policies at
the firm, and their boss, Suzanne.
Suzanne is actually a frequent topic of conversation between Patrick and Megan. Sometimes,
they do not understand her managerial style, and they find themselves commiserating with
each other about decisions that she has made or policies that she has introduced. They feel
that talking to each other is better than complaining to Suzanne because, overall, they do
enjoy their jobs. Patrick and Megan are also careful to rarely have these conversations at
work; instead, they will e-mail, text, instant message, or chat on the phone about Suzanne.
Suzanne, however, has picked up on the fact that Patrick and Megan are very close and
believes that their friendship is actually a detriment to the organization. She sees their close-
ness as reducing overall employee morale, such as when she (and other employees) notice
them rolling their eyes at each other during meetings, or when she finds them frequently
talking in each other’s offices with their doors closed. Because of this, Suzanne has cautioned
newer attorneys in the firm from getting too close to Patrick and Megan, because she does
not want them to engage in the types of behaviors that they do.
Think about this situation from both sides. Patrick and Megan see their friendship as harmless. It
does not directly affect their work, and it offers them something to look forward to when they go
to work each day. They enj.
Running Head Apple Organization 3Apple organizationSt.docx
Running Head: Apple Organization
3
Apple organization
Student Name
Institutional Affiliation
Apple Organization
Apple delivers the best user experience evident in their products, but still, there are still crucial areas within the facets of the organization that needs improvement and design. Despite leading concerning innovation all over the world, Apple is in dire need of strong marketing vision to spearhead the company forward regarding development. It is important to acknowledge the fact that Apple has outstanding pricing strategies with commitments to designing each foundation of its hardware to produce compelling customer electronic experience.
Primarily one of the areas that need improvement in Apple is pricing. Despite the fact that Apple offers the best user experience in their products it is also however crucial to acknowledge the fact that their products are getting increasing exorbitant in developing economies. By all accounts, it is not possible for everyone to afford their products, therefore, cutting down the prices a little bit would contribute profoundly in leveraging the companies’ profits regarding distribution and sales.
Consequently, entering other markets is a big challenge for Apple. Innovations dealing with wireless headphones and Apple TV, for instance, has become a thing of the past since Apple is limited and reluctant in exploring other market basements. It is crucial to note that with the expertise and experience they have in their industry it appeals to logic if they persist in limiting themselves to specific products.
Besides distribution of cash, the international warranty also needs a lot of improvement and design. Currently, a different warranty is limited to specific areas for instance instead of services for assurance are offered in particular countries. Finally, Apple organization has not pushed the agenda of acquisition front until the now specific specification is vital in ensuring the improvement of the company.
Reference
Kaplan, R. S., & Norton, D. P. (1995). Putting the balanced scorecard to work. Performance measurement, management, and appraisal sourcebook, 66, 17511.
Running Head: Conflict Resolution in HR 1
Conflict Resolution in Human Resource Management
By (Writer’s Name)
Course
Professor
Name of the Institute
October 21, 2017
Part A
Briefly, describe the elements of Group Dynamics and give at least 2 examples of conflict resolution within an HR context.
Group Dynamics
Grouping of more than two person having mutual goals, values and are independent relationship refers as a group. There are different types of groups depending on their work, nature, and goals. In this question, we deal with the business group in human resource management. It is important to see that acceptance, leadership, purpose, and communication is four aspects which form a group. A common observation is that in routine, we see two or more then persons collaborate and communicate with each other f ...
Please answer the 4 questions at the end Causes and Outcomes of Co.pdf
Please answer the 4 questions at the end
Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
managers compensation may be based on how much money the company saves on transit. In this
case, the goal might be to eliminate ex.
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- 1. 2 discussion responses 250words each one: The causes in the book that were at the root of the conflict stemmed from both structural and personal. My current company has two sides of the business. One is customer facing sales and the other is back office administrative duties and sales. It is a small company, so we each maintain one side of the business and share an administrative assistant (common resource). There are definite personal factors concerning skills and abilities. We each specialize in our own side of the business and one of the partners is trained and able to fill in on either side of the business as needed, while the other partner is not fully confident in the operations of the other side, and therefore, not able to fill in. Also, due to the specialization of areas, we are fully interdependent on each other to complete our work. Another cause of conflict is due to our personalities. We are both abrasive people, and this can be difficult for each other to deal with and our assistant. Lately, my partner and I have had communication barriers. We do talk often throughout the day, however, we have had multiple issues with communication because we are not fully listening to one another, instead we are anticipating what the other is going to say based on our previous experience working together.The form or forms of conflict that were displayed are intrapersonal conflict and interpersonal conflict. Interpersonal conflict most likely emerged due to our “individual differences, including personalities, attitudes, values and perceptions (Nelson & Quick, 2019, p. 227)―. Due to the inability for the other partner to fill in, it caused me to feel overwhelmed in my position at work and impeded on my work life balance. I am a mom, so it has been a real struggle trying to balance my family and home life, with my work life. This is also an example of interrole conflict.Some natural defense mechanisms that seemed to be manifested by the stress is fatigue, headaches and backaches. When we have disagreements, I can feel myself tense and feel the overwhelming stress almost immediately.ReferencesNelson, & Quick. (2019). ORGB6 Organizational Behavior. Boston: Cengage.Two: Person-role conflicts are when an individual playing a particular role within an organization, is expected to perform behaviors that tend to clash or become of a conflict with personal values. An example of this that is given in the text is that of a sales person who must accomplish a sales goal. In order to make this accomplishment, the sales person may offer customers the most expensive or high end products knowing the product is out of the budget of the customer. In my past role as a sales representative, I have experienced person-role conflicts similar to the example listed above (Nelson & Quick, 2019). I second example of this from my past retail experience was getting customer to apply for the company’s credit card. As a sales associated, I knew this was
- 2. crucial for those who are just beginning to start their credit or who was in the processes of purchasing their first home, but on the other hand for every card that I had a customer apply for would result in me receiving some type of reward or incentive.A type of conflict that is often times observed is a functional conflict. A functional conflict is a disagreement between two or more individuals involving new ideas, growth, or learning (Nelson & Quick, 2019). In my current organization, there are not many millennials. With the array of new technology and programs that I believe will make the workplace more easy flowing and result of being less time consuming than some of the processes and methods that are currently placed, the introduction of new ideas is what I often suggested and see would take the organization on a new trail. Many of the coworkers are not willingly open to new ideas and adjustments in which causes for my ideas to be widely over ruled. The root of this particular conflict is personal factors i.e. skills and abilities and cultural differences (Nelson & Quick, 2019). Functional conflict is a form of intragroup conflict in which the conflict is inside of the organization. When dealing with an intragroup conflict it is the responsibility of management to self-analyze and diagnose the situation at hand. The demonstration of role analysis is primarily how these conflicts are resolved in my organization. With this solution management evaluates the roles of all parties and clarifies expectations accordingly. This has resulted in the workplace becoming more functional because I am primarily the key person that works on more projects that are digital and tech savy which I really enjoy and love doing while those who may not be willing to take the next step are placed with task that are of the current process and procedures.Reference:Nelson, D. L. & Quick, J. C. (2019). ORGB6: Organizational behavior (6th Edition). Boston, MA: Cengage. ISBN-13: 978-1-337-40781-6