Conflict is present in every workplace. In fact it is the single most preventable cause of lost revenue.
In this short paper we describes how employers of all sizes can mitigate the impact of conflict in the workplace, through specific proactive efforts designed to reduce the presence of conflict in the first place...positively impacting the bottom line.
Conflict is present in every workplace. In fact it is the single most preventable cause of lost revenue.
In this short paper we describes how employers of all sizes can mitigate the impact of conflict in the workplace, through specific proactive efforts designed to reduce the presence of conflict in the first place...positively impacting the bottom line.
10 ways to manage employee conflict and improve office communication .the workplace environment and team productivity disputes between employees are inevitable. But if left unresolved, they can disrupt your department’s productivity, sap morale and even cause some
good employees to quit.That’s why Business Management Daily has prepared this “workplace survival”
special report for managers, employees and HR professionals: Workplace
Conflict Resolution: 10 ways to manage employee conflict and improve office communication, the workplace environment and team productivity. Learn how to resolve workplace conflict on everything from refereeing staff
rivalries to dealing with a boss who’s throwing more than just a temper tantrum to managing co-worker resentment when you get a promotion.
What is "conflict" and what are the general attitudes towards it in the workplace? Conflict is always a bad thing --Conflict is always a good thing --A certain level of conflict is productive, but too much is undesirable. Conflict often spills over into becoming destructive. Therefore, discover how to recognize the signs and symptoms of destructive conflict.
10 ways to manage employee conflict and improve office communication .the workplace environment and team productivity disputes between employees are inevitable. But if left unresolved, they can disrupt your department’s productivity, sap morale and even cause some
good employees to quit.That’s why Business Management Daily has prepared this “workplace survival”
special report for managers, employees and HR professionals: Workplace
Conflict Resolution: 10 ways to manage employee conflict and improve office communication, the workplace environment and team productivity. Learn how to resolve workplace conflict on everything from refereeing staff
rivalries to dealing with a boss who’s throwing more than just a temper tantrum to managing co-worker resentment when you get a promotion.
What is "conflict" and what are the general attitudes towards it in the workplace? Conflict is always a bad thing --Conflict is always a good thing --A certain level of conflict is productive, but too much is undesirable. Conflict often spills over into becoming destructive. Therefore, discover how to recognize the signs and symptoms of destructive conflict.
Running head; DELTA PACIFIC COMPANY 1
DELTA PACIFIC COMPANY 6
Delta Pacific Company
Your Name
School name
Abstract
This paper is aimed at addressing the problems that accompanied the changes which Delta Pacific Company made to contain the crisis of low globalization in the company.
Introduction
Delta Pacific Company was founded in 1970. The company was initially started to be a computer hardware manufacturer. Delta Company experienced problems from the globalization which had trapped a lot of companies in the west. Globalization rendered the company irrelevant because the demands of the global market could not be met. The products of Delta Pacific Company could only be used locally and would not compete with the rest of the products of the same kind in the world market. The order morphs form globalization of products to consultancy. The company opted to provide consultancy services in a bid to control the globalization; this completely finished the company and sent it to its knees.
Delta Pacific Company was thriving when it was a computer hardware manufacturer, this was before globalization. The products produced (computer hardware) were competitive in the local market. The managing team was confined to one objective; they were not flexible to change with the trends of business, the reason they got stranded when globalization took course. The mistake done by this company was making it a consultancy company. It confused them more because the company was defeated to advance their production to fit the global market by they were opting to offer consultation. The crumbling of the company brought panic among those associated with it, mostly the stakeholders who got worried about the returns that did not show any light of re-establishing. It is an unfortunate time for a company to lose the trust of the stakeholders because those are the people who hold the company together.
The biggest challenge to the Delta Pacific Company was globalization. The needs of the market had changed and they could not go with the market and lead it to come down. The actions taken by the company to curb globalization is the same reason it crumbled. The proper actions were not taken to raise the company; rather, they complicated things more to an extent they could not raise again. Globalization had made the computer hardware useless as they could not get market in the international market. The aftermath of this was the stake holders losing hope of the company picking itself again. The turn of events could have caused a quick change of business to Consultation Company, which proved to be another nightmare to the company.
Fielder’s Contingency Model, Matching Leadership Style to a Situation Para 3 which was created by Freud Fiedler outlines that there does not exist a specific style of l.
Jack Welch, the legendary CEO of General Electric wrote "Winning" which gives a straightforward and pragmatic look at how to succeed in business. This is a summary of Jack Welch's business philosophy as given in his book "Winning" .
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Part 1 (Use APA citations)This week’s Shared Practice requires y.docxkarlhennesey
Part 1 (Use APA citations)
This week’s Shared Practice requires you to consider what rewards have motivated you to perform in your professional career. Then, you reflect on your experiences to determine how you frame your primary motivation and purpose.
With these thoughts in mind:
Post a description of a positive professional experience when you felt motivated to perform at your best and a description of a challenging professional experience when you did not feel very motivated to perform. Be sure to include what were the sources of motivation in both experiences. Then explain what each experience taught you about the influence of intrinsic and extrinsic motivation on your performance and the motivations that are the main sources of job satisfaction for you.
As you are analyzing your motivations and sources of job satisfaction, consider the advice that was reportedly given to U.S. President John F. Kennedy:
"A great man is one sentence."
—Clare Boothe Luce
After you post your descriptions, write your one sentence that captures how you define your purpose or main priority on which you want to focus to make your organization, community, or the world a better place. Think about the legacy you want to leave or how you want to be remembered, or what makes you want to get out of bed each day.
Hint: Your sentence should emphasize how you want other to see you. For example, your sentence might be: Jane Rivera founded a company that gave back to the community and served a role model for young entrepreneurs. Or, Travis Williams’ family and friends could always count on his unconditional support.
Provide your assessment of why you chose your sentence and what it means to you.
Part 2
Read a selection of your colleagues’ postings.
Respond to two or more colleagues’ posts in one or more of the following ways:
· Consider how motivational techniques shared by your colleague might work for you, but potentially not work for others. Explain your rationale.
· Share suggestions to a colleague regarding how she or he can work to accomplish the purpose captured in their sentence or observations you have made or examples you have seen of others who seem to be driven by a similar purpose.
1st Person to Respond to:
“People are motivated by good relationships with bosses, collaborators, and customers” (Maccoby, 2010). Working in a behavioral health setting, things change daily. You are not in control of these changes, because you are funded by Medicaid, which means as a company, we must follow these changes, or we face consequences. It is my job to do a quarterly check, where I must complete an audit on each client to make sure everything is in order and nothing is missing. I have a deadline to meet, so I push myself to get it done as early as possible. In doing so, I can get overwhelm easily, because I am checking over 150 charts to make sure everything is in order with no mistakes. Instead it motivates me to check every detail carefully, because I know as a comp ...
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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2. Company overview
The organization has one main objective, to collect data through surveys.
They do this by interviewing people in the public. Interviewers ask for
people’s opinions within a diverse demographic landscape. The quotas are
diverse. They range in age from seven to sixty and include a multitude of
ethnicities. The organization is present in twenty three designated market
areas (DMA’s) from New York to Los Angeles.
A manager represents each market. The bigger the market, such as New York,
Chicago, or Houston, the more management needed to have a lucrative
marketplace. In each market they conduct interviews from kiosks. They have
lease agreements in malls and movie theaters. If a market is small such as
Lexington, Kentucky where only one location exists (one kiosk) then only one
manager and eight employees are needed in that location.
When a DMA has two kiosks, there is one manager, a supervisor and sixteen
employees and so forth.
The busiest days of business are the weekends. That is when the public is out
in force and they are able to do the most interviews. Saturday is their busiest
day. Each Tuesday they send their availability to their clients. The availability
represents how many interviews they can do in a given DMA. The clients
such as, IPSOS, Nielsen Research Group, Marketcast and Lieberman in return
will give them more or less their requested availability; number of interviews
to complete.
Creating a plan of action
My client worked closely with many of the managers; in fact she interviewed
and hired over half of them. The client knew that her recommendations
would directly affect her DMA’s, their relationships with their staff and their
attitudes towards the company. It was important for her to rally their support
and convince them she was doing the best in their interest as well as the
organizations interest as well.
She had to take immediate action for the upcoming weekend. There was no
reason to postpone the inevitable, plus she didn’t have time. She had to accept
the leadership role she had been given and produce results (Selcow and
Glickman 2008). It was on a Monday when she received the news from the
owners. That evening she sent out emergency emails and called all the
managers to have an emergency meeting Tuesday morning. Monday
afternoon she started to put together a loose plan of action. Ehmke (2012)
remark, “Implementing strategic change is the corner stone when faced with
uncertainty.” The plan of action included:
3. 1. Reducing staff in half
2. Canceling kiosk leases
3. Asking assistant managers and supervisors to take unpaid leave
4. Cutting lower DMA managers and/or assistants pay
5. Cutting bonuses
6. Temporarily canceling reward incentives
7. Terminating all expenses
She noticed her plan of action included all negatives. It was important to
produce positives in a crisis situation. She knew that any action she took
would have repercussions; however, if she didn’t take any action there would
be greater consequences. The worse outcome would be everyone losing his or
her jobs and she couldn’t let this happen.
While she prepared for the Tuesday meeting she was pleased to know “a
team environment” already existed. This was the backbone of the
organization. Weick & Quinn (1999) claim team models embrace continues
change. Leaders provide change by changing their behavior in order to direct
change. (Weick & Quinn 1999). It was imperative for her to transition from a
regional manager to a true leader.
The organization has had slumps in the past and they have gone through
many changes, especially with the introduction of technological advances.
Four years prior they were using paper surveys to conduct their paper
surveys. Overnight, they went digital, thanks to their clients. In one way, it
was a blessing as it reduced manager’s workloads, as they did not have to
wait for the surveys to be delivered by mail, they didn’t have to sort out the
hundreds of color-coded surveys by hand, and they didn’t have to rush to
FED EX or DHL to send them by deadline. However, they had to learn new
systems, learn to work with new departments, and rethink their strategies.
All of the managers attended the emergency phone meeting. She didn’t waste
time and explained the situation. There was silence on the phone. My client
doesn’t recall exactly what she said, but she told everyone that they had to
pull together, think positive, and ride out the storm. Everyone was in
agreement; at least she thought that was the case. Weick (1998) refers to this
stage as enacted sense making. It is the stage that involves making sense of
information. In order to manage a crisis, we cannot blame outside influences,
rather we have to accept that we are part of it and work together to manage it.
McConnell & Drennan (2006) illustrate crisis planning is critical in order to
prevent an organization from collapse. Unfortunately, the organization did
not have that option to fall back on.
Other reactions included ambivalence as examined by Piderit (2000) and
cynicism as described by Fleming & Spicer (2003). She could understand
managers having mixed emotions about the future, however she had to put
4. out fires as quickly as possible. Those managers who were cynics were
reprimanded. The last thing she needed was for the collective to be divided.
After the Q & A session, she asked for suggestions to be sent via email and
then she proceeded to call each manager personally to discuss their thoughts,
concerns, and opinions.
Literature review examined
To establish the literature review, I used Toulmin (1958) argument model
because it provides the framework to highlight the process that demonstrates
why change is warranted. Toulmin’s model also provides clear reason for
explaining the process and allows the analysis to be supported. Figure 1
outlines the model.
Claim: The organization has to make quick and decisive changes
Reason: Organizational structural change is crucial for the organization to
tolerate its current condition
Evidence: Past experiences and peer reviewed literature
Warrant: It will take leadership and a team attitude to be successful
Figure 1: (2006 cited in levy and Ellis, Williams and Colomb (2003))
I made the claim that the organization has to make quick and decisive
decisions and that it will take leadership and team cohesion to be effective.
As Palmer & Dunford (2008) state it is the change agent who is responsible to
provide the necessary outcome. As my client was elected leader by default
she was in position as the change agent to make the required changes. She
acknowledged she was in full control with the support of the owners, but
more importantly she needed the support of the managers. DiBella (1993)
acknowledges leaders have to involve the persons who will be most affected
by change to maintain loyalty. She was very concerned that some of the
managers would be difficult to work with. She did not have time to gain all of
their trust. She needed them to trust her, take directives and act. Leaders
produce change (Kippenberger 2000) and ultimately change will have an
5. impact on the culture of an organization. She could already see this taking
effect. She started to receive numerous emails from the managers. There were
many concerns about people losing their jobs, not receiving raises and
changes in responsibility.
She couldn’t provide immediate answers to their questions, as she didn’t have
any. Staniforth (1994) explains that no one has the right answers to explain
what the outcomes will be. She only asked them to trust her and her decisions
and work together as a team. A team model provides participants of an
organization to be representatives of change. Employees can make
recommendations and know that their voice is being heard (Caldwell 2003).
It was essential to motivate the managers and it was essential that the
managers motivate their teams. Smith & Rupp (2003) argue that it takes
strong leadership to motivate people.
I personally believe that people have to motivate themselves. Leaders can
provide the resources, such as incentives for motivation, but it is up to the
people to implement the motivation. I also believe that in order for managers
to be successful at motivating their employees they have to believe in the
cause. Managers cannot second-guess what they are doing or why they are
doing it. They have to know and trust the big picture. In this case the big
picture was survival, by making quick decisive decisions that had an impact
on the culture and structure of the organization.
Devising the plan
During that week my client devised a plan. She knew she had to cut costs, but
maintain production, even if that production would be cut in half and at the
expense of quality. After having numerous discussions with city managers
she created a plan of action. Orton (2000) claims an organizations decision
process is designed by enactments. Orton (2000) further claims that
organizations can go through a redesign process to be able to restructure and
reorganize itself thus making it more solid and flexible. This was her goal, to
redesign and restructure each market to make it stronger and flexible to the
elements.
After going through each individual DMA budget reports, she noticed her top
three highest costs were salaries, kiosk leases, and offices space. She could not
cut salaries and she could not break leases, but she could get rid of office
space. The organization did not need them; they actually were not being
utilized in many cities. The fact that the organization held onto city offices
was a surprise to many. Most managers were working from home. In fact five
out of the twenty managers she spoke with said they never even went to their
local DMA office.
6. The first change she put on her list was to terminate office space as soon as
possible. The savings would be in the ten of thousands. The second plan of
action included managers to manage, but also conduct interviewers - the
same job of her employees (the interviewers). Any DMA that had a
supervisor or assistant manager would do the same. This would be an added
responsibility, but she knew the managers were capable. This would allow
each city to lose their worse employee or an employee per kiosk. Therefore, a
DMA that had four locations or four kiosks would lose four employees. If a
DMA found itself with more employees than there was work, the manager
would have to make the decision to whom they would lay off.
My Client digresses, “I believe that by allowing managers to think for
themselves and make their own decisions in their DMA allows them to be
empowered and not feel that they are not in control.” It is important during
crisis situations that managers do not feel helpless; if they do they will
become cynics as described by Fleming & Spicer (2003) and may retaliate and
jump ship making the crisis worse.
The third plan of action included purchasing Ipad’s for each city manager.
This would allow them to be completely mobile. They would have access to
electronic quotas, instant emails, and direct communication with different
departments internally and externally, and instant messaging.
Communication was key to the development of each DMA. The organization
was paying managers a monthly stipend of $100 a month for the cell phones.
Her strategy was to reduce that to $40 a month, allow them to use the Ipad for
personal use as they covered any additional cost outside of work. She
believed the Ipad’s would pay for themselves in 9 months. She also believed
this would be good news for the managers. The underlining factor they were
to be given IPads as tools to succeed was seen as a reward.
My client purposed her action plan to the owners and the other regional
directors that Thursday of the week when she received the news. Everyone
embraced the proposed changes and wanted to implement them immediately.
They were surprised at how simple the plan of action was and were asking
why they didn’t have an action plan in place before the crisis. I didn’t have
any answers and neither did my counterparts.
A crisis is a low probable situation and happens when least expected (Pearson
& Clair 1998). As I mentioned before, my client believed the leaders (owners)
of the organization thought they were invincible. “It won’t happen to me!”
This attitude only will get an organization in trouble. Paraskevas (2006)
explain in order to prevent a crisis from occurring all actors including the
CEO and President must be involved to learn and anticipate changes in the
environment.
Results
7. The next day, my client had a meeting with the managers before the
upcoming weekend. It was on a Friday. She sent the managers an email
describing the changes and its impact. During the meeting she was paying
attention to their reactions. No one was displeased with the news. In fact,
there was a feeling of relief. The common denominator amongst the group
was. “We’re losing our jobs!”
As Weick (1988) described if people are to make sense of the situation around
them then they are able to make progress. That is what she wanted, to see the
managers make sense of the problem and its solution.
Another result was an open discussion with their clients (NRG, etc.). They
needed to establish some sort of safety net. This dialogue was extremely
significant, as it would create minor guarantees, such as a minimum
guarantee of available work that would be supplemented if not met. They
also established future lease agreements where they would have the first
rights to conduct interviews in their movie theaters or mall kiosk (retail space)
at a fixed rate.
Conclusion
From all the negativity that comes from a crisis, surprising positive results can
develop and blossom into progressive business development. If we continue
to develop and have an action plan and a set of clear strategies, then it is
possible to be progressive and thrive in an unstable environment.
Carmeli & Schaubroeck (2008) explain it is extremely important to learn from
our failures. The organization failed to have a proper crisis plan. What is
worse is that they anticipated an event like this would occur, but did nothing
to prepare for it. They rode out the storm. Their clients began giving them
more and more work and they established new relationships with new clients
(IPSOS). However, this does not diminish the fact that they were ill prepared.
There were many unexpected lay offs that could have been prevented,
contacts singed that did not need to be signed. As Carmeli & Schaubroeck
(2008) admit, it is important that we change our behavior to prevent crises
from happening in the first place.
The organization is a high reliability organization that is able to manage in an
unbalanced environment where their survival depends upon their client’s
demands. As Bigley & Roberts (2001) reflect, “We are flexible when faced
with challenges and adapt quickly to outside influences.”
Employees will be resistant to change, especially when their role changes and
they have to take on more responsibility (Smith & Rupp 2003). However, I
believe people are resilient when faced with difficulty and it is human nature
8. not to give in, but on the contrary, to continue to push forward in the hope that
hard work will prevail.
If we want to be resilient we have to be prepared and have a clear strategy
that will allow us to be competitive, but more importantly, give us longevity
(Carmeli & Markman 2010).
I think, it is of the upmost importance to keep a record of what happens
during a crisis. This will allow for critical reflection that will hopefully enable
us to prevent future problems from happening. As a practitioner I would like
to see a record of literature from companies that have gone through similar
issues. Naturally, all organizations do not share their misfortunes or lack of
crisis prevention, however for those that do, I imagine will be a benefit to us
all.
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