This document discusses issues in organizations and problem solving in organizations. It addresses lack of coordination leading to misunderstandings and chaos. Conflicts can arise due to obstacles to goals, limited resources, lack of coordination, and policies. Signs of conflict include complaints, blaming, sabotage and low performance. Conflict resolution strategies include separating parties, negotiations, compromise, and discussion with delegates. Problem solving involves preparation, defining the problem, and finding solutions by identifying alternatives, evaluating them, selecting the best option, implementing it, and following up.
The document discusses an ADR plan for resolving workplace conflicts at XXX pharmaceutical company. It provides an overview of XXX, including that it has approximately 285 employees and a union presence. It examines XXX's current dispute resolution policies and procedures, finding that it encourages internal resolution and binding arbitration if needed. It interviews the HR director, who details the internal resolution process and goals of preventing conflicts and resolving them quickly. It provides recommendations to increase transparency of the process and establish clearer guidelines for handling complaints and investigations.
This document discusses how to manage teams to excel. It identifies several reasons why teams fail, such as lack of confidence, fear of conflict, lack of accountability, low commitment levels, and not focusing on results. It then provides strategies for overcoming each of these challenges, such as building confidence through vulnerability, promoting productive conflict over destructive fighting, establishing accountability through peer reviews and recognition, gaining clear goals and buy-in, fostering interdependence, and rewarding actions that promote results. The key is for the team leader to set the tone that the team is results-driven while also recognizing human faults.
Building high performance teame module (03) team managementumar farooq
This document discusses building high performance teams. It covers establishing team rules at the beginning to ensure all members understand expectations. It discusses conducting a SWOT analysis to understand strengths, weaknesses, opportunities, and threats. The importance of communication, coordination, and cooperation ("The 3 C's") are explained. Developing trust, commitment, and loyalty in a team is also discussed. The document outlines how to introduce change and address resistance. It concludes with discussing the expectations a leader should have for team members, including being contributors, communicating, cooperating, problem solving, and continuous learning.
In organizations, conflict is regarded as the presence of discord that occurs when the goals, interests or values of different individuals or groups are incompatible and frustrate each other’s attempting to achieve objectives. There are different views surrounding the origin of conflict in organizations and institutions. From the draw of creation mankind has been presented with conflict. Conflict appears to be inevitable;
once there is human interaction conflict seem to fester. This paper seeks to describe the concepts of conflict management, conflict in organizations and conflict management and
its effect.
The document discusses managing conflict within teams. It provides symptoms of team conflict including missed deadlines, gossip, and hostility. It also discusses causes of conflict such as poor communication, unclear goals, and lack of leadership. The document recommends addressing conflict by defining the problem, gathering data, analyzing the situation, choosing a solution, and implementing it. Managers are advised to understand team roles and dynamics, provide clear expectations, and act as a supportive leader to help teams resolve conflicts productively.
Workers' participation involves sharing decision-making power with employees in an appropriate manner to promote harmony between workers and management. It can take various forms from merely sharing information to involving workers in all strategic, policy, and operational issues. The major objectives of participation are to improve quality of work life by allowing greater influence for workers and to achieve industrial peace, efficiency, and productivity. Empowerment requires consistent support from top management and giving employees knowledge, skills, challenging work, and an opportunity to succeed in order to lead to organizational success.
Dear students get fully solved SMU MBA Fall 2014 assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
The document discusses an ADR plan for resolving workplace conflicts at XXX pharmaceutical company. It provides an overview of XXX, including that it has approximately 285 employees and a union presence. It examines XXX's current dispute resolution policies and procedures, finding that it encourages internal resolution and binding arbitration if needed. It interviews the HR director, who details the internal resolution process and goals of preventing conflicts and resolving them quickly. It provides recommendations to increase transparency of the process and establish clearer guidelines for handling complaints and investigations.
This document discusses how to manage teams to excel. It identifies several reasons why teams fail, such as lack of confidence, fear of conflict, lack of accountability, low commitment levels, and not focusing on results. It then provides strategies for overcoming each of these challenges, such as building confidence through vulnerability, promoting productive conflict over destructive fighting, establishing accountability through peer reviews and recognition, gaining clear goals and buy-in, fostering interdependence, and rewarding actions that promote results. The key is for the team leader to set the tone that the team is results-driven while also recognizing human faults.
Building high performance teame module (03) team managementumar farooq
This document discusses building high performance teams. It covers establishing team rules at the beginning to ensure all members understand expectations. It discusses conducting a SWOT analysis to understand strengths, weaknesses, opportunities, and threats. The importance of communication, coordination, and cooperation ("The 3 C's") are explained. Developing trust, commitment, and loyalty in a team is also discussed. The document outlines how to introduce change and address resistance. It concludes with discussing the expectations a leader should have for team members, including being contributors, communicating, cooperating, problem solving, and continuous learning.
In organizations, conflict is regarded as the presence of discord that occurs when the goals, interests or values of different individuals or groups are incompatible and frustrate each other’s attempting to achieve objectives. There are different views surrounding the origin of conflict in organizations and institutions. From the draw of creation mankind has been presented with conflict. Conflict appears to be inevitable;
once there is human interaction conflict seem to fester. This paper seeks to describe the concepts of conflict management, conflict in organizations and conflict management and
its effect.
The document discusses managing conflict within teams. It provides symptoms of team conflict including missed deadlines, gossip, and hostility. It also discusses causes of conflict such as poor communication, unclear goals, and lack of leadership. The document recommends addressing conflict by defining the problem, gathering data, analyzing the situation, choosing a solution, and implementing it. Managers are advised to understand team roles and dynamics, provide clear expectations, and act as a supportive leader to help teams resolve conflicts productively.
Workers' participation involves sharing decision-making power with employees in an appropriate manner to promote harmony between workers and management. It can take various forms from merely sharing information to involving workers in all strategic, policy, and operational issues. The major objectives of participation are to improve quality of work life by allowing greater influence for workers and to achieve industrial peace, efficiency, and productivity. Empowerment requires consistent support from top management and giving employees knowledge, skills, challenging work, and an opportunity to succeed in order to lead to organizational success.
Dear students get fully solved SMU MBA Fall 2014 assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Effectively dealing with conflict March 2011Timothy Holden
1) Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden with experience in banking and training. They provide training course design, delivery, and services for job seekers.
2) Effectively dealing with conflict can provide benefits like better understanding, improved relationships, and higher productivity for individuals and organizations. Conflict is caused by factors like personality clashes, poor leadership, workload issues, and lack of clarity or honesty.
3) Symptoms of unresolved conflict include tensions, poor communication, falling productivity and morale. Mediation and conflict resolution techniques aim to improve relationships and avoid formal legal processes.
The document outlines three steps for building an effective top executive team: 1) Get the right people on the team and remove those who are wrong for the team, as the CEO is responsible for the team's composition. 2) Ensure the team focuses only on work that truly requires a top-team perspective rather than trying to handle everything. 3) Address team dynamics and processes, such as building trust and accountability between members, to improve collaboration and performance. Examples show how following these steps can help teams overcome dysfunctions and drive better business outcomes.
1. The document discusses the topic of organizational conflict, defining it as a disagreement between two or more individuals that makes coordinating tasks difficult.
2. Sources of conflict included poor communication, workplace romance, jealousy, unequal workload distribution, and ambiguity in tasks assigned without clear directions.
3. The document outlines five approaches to conflict: competing, collaborating, compromising, avoiding, and accommodating. It also discusses the visible expression and potential outcomes of conflicts.
This document discusses factors that influence group effectiveness and methods for improving group performance. It identifies effort, knowledge/skills, and performance strategies as key determinants of effectiveness. It also emphasizes the importance of developing diagnostic skills to identify a group's strengths and weaknesses, and action skills to address weaknesses and build on strengths. Specific topics covered include task design, reward systems, group composition, size, interaction processes, decision-making procedures, and developing members' interpersonal styles and skills. The goal is to provide guidance for working more productively in groups.
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.
This document discusses managing conflict in project management. It defines conflict and identifies sources of conflict such as schedules, priorities, and workforce issues. It describes different conflict handling styles including avoiding, compromising, competing, accommodating, and collaborating. The document also discusses grievance handling, stress management, and how organizational changes can help reduce stress. Effective conflict and stress management are important for team health and project success.
Survivor syndrome & survivor guilt; looking after the people left behind Marc...Timothy Holden
This document discusses survivor syndrome, which refers to the negative psychological effects experienced by employees who remain with an organization after downsizing or layoffs. It outlines the definition of survivor syndrome and examines how HR can minimize its impact. This includes effective planning, communication, supporting surviving employees, and rebuilding trust. Case studies are also presented to demonstrate different approaches to downsizing. The document concludes with questions about survivor syndrome and how organizations can best support surviving employees.
Pay for performance compensation managementBiju Menon
This document discusses compensation and pay-for-performance systems. It notes that compensation is an important part of human resource management that can motivate employees. Pay-for-performance has become increasingly popular as companies use compensation to reward high performers. However, implementing pay-for-performance effectively is challenging as it requires clear connections between performance, effort, and rewards that are not always easy to define and measure.
Conflict arises when individuals or groups perceive threats to their goals. Sources of IT project conflict include schedules, priorities, and workforce issues. There are various conflict handling styles like avoiding, compromising, competing, accommodating, and collaborating. Grievances should be addressed by listening, discussing, and planning. Not dealing with grievances can harm projects. Reducing stress through improving work environments and reasonable schedules is important for team health and project success.
The document discusses integrated conflict management, which focuses on the causes of conflict within organizations. It encourages employees and managers to voice concerns and dissent early to integrate collaborative problem-solving into the organizational culture. Effective managers in modern organizations guide, align, and influence organizational processes more than construct and control them. Key communication processes discussed include coaching, conversation, negotiation, mediation, and facilitation. The document also examines diagnosing situations, symptoms of conflict, sources of difficulty at work, and choosing appropriate processes to transform conflict into cooperation.
This document discusses strategies for managing conflict at work. It identifies different types of conflict such as those arising from differing values or poor communication. It also outlines five strategies for handling conflict: avoiding, compromising, competing, accommodating, and collaborating. The document recommends assessing the situation before choosing a strategy and notes that collaboration requires the most effort but can result in win-win solutions. It also discusses the importance of addressing grievances, managing stress at both the organizational and individual level, and having skills like decision making, listening, and negotiation to effectively handle conflicts in the workplace.
The document discusses the role of public relations in strategic management. It states that PR must report directly to top management, interpret policies to the public, and convey public attitudes to management. PR helps develop the organization's mission statement, which commits the organization to values and provides a framework for PR goals. The document also outlines different roles PR can take, such as expert prescriber, communication facilitator, and problem-solving process facilitator. Finally, it discusses how PR manages reputational implications of decisions and deals with issues from media, interest groups, and online voices.
Cheryl was newly promoted to Vice President of Products and faced significant pressure to succeed. She identified priorities including developing a vision, strategic framework, and communications strategy. Cheryl determined her organization lacked the expertise to accomplish these goals internally. She researched executive coaches and consultants. Coaches provide support and accountability, while consultants offer specialized expertise. Cheryl decided to hire a consultant for strategic planning and change management, and an executive coach to help her develop as a leader.
The document discusses new flexible employment forms like telecommuting and compressed work weeks, and also covers downsizing which refers to reducing a company's workforce. It notes both the advantages and disadvantages of flexible employment and downsizing. Guidelines are provided for how companies can implement flexible work policies and conduct downsizing in a fair and ethical manner that considers employee support and communication to external stakeholders.
This document discusses team building interventions and techniques. It begins by distinguishing between work groups and teams, noting that teams have a higher degree of commitment to common goals and interdependence. It then covers various types of teams and characteristics of effective teams. The document outlines diagnostic meetings, team building activities, and process consultation interventions that focus on tasks, relationships, and processes. It also describes techniques like role analysis, interdependency exercises, and visioning that can be used in team building.
The document discusses methods for anticipating and adapting to organizational change, managing organizational conflict, and mitigating employee stress during a merger. It proposes that organizations can anticipate change by monitoring industry trends, evaluating strategies, and assessing customer needs. To adapt, leaders must guide employees through change by developing trust, providing support and training, and encouraging flexibility. Five steps are outlined to manage conflict: setting expectations for resolution, obtaining all perspectives, agreeing on issues, brainstorming solutions, and negotiating agreements. However, the document does not describe specific creative problem-solving methods to mitigate employee stress during a merger.
managing conflict in organization;A case study on Maruti Suzuki Ltd.Chaitrali Gijare
The document discusses conflict management and provides a case study on Maruti Suzuki Ltd. It outlines the 5 stages of conflict management: potential opposition, cognition and personalization, intention, behavior, and outcomes. It then analyzes the 2012 conflict at Maruti Suzuki's Manesar plant in India that resulted in the death of a senior HR executive and property damage. Possible causes of the labor unrest included wage disparities, lack of trust between workers and HR, poor communication between management and workers, and dissatisfaction among both permanent and contracted employees. The conclusion stresses the importance of HR increasing involvement at the floor level with workers to improve communication and prevent such conflicts.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
This document discusses change, conflict, and alternative dispute resolution methods for managing them. It defines change as becoming different or altering, while defining conflict as disagreement between opposing forces, ideas, or people. It describes negotiation, mediation, and arbitration as primary alternative resolution methods for managing conflicts arising from change. Mediation involves a neutral third party to help conflicting parties communicate, while arbitration provides a final, binding resolution. The best resolution method depends on the specific conflict and organization involved.
Effectively dealing with conflict March 2011Timothy Holden
1) Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden with experience in banking and training. They provide training course design, delivery, and services for job seekers.
2) Effectively dealing with conflict can provide benefits like better understanding, improved relationships, and higher productivity for individuals and organizations. Conflict is caused by factors like personality clashes, poor leadership, workload issues, and lack of clarity or honesty.
3) Symptoms of unresolved conflict include tensions, poor communication, falling productivity and morale. Mediation and conflict resolution techniques aim to improve relationships and avoid formal legal processes.
The document outlines three steps for building an effective top executive team: 1) Get the right people on the team and remove those who are wrong for the team, as the CEO is responsible for the team's composition. 2) Ensure the team focuses only on work that truly requires a top-team perspective rather than trying to handle everything. 3) Address team dynamics and processes, such as building trust and accountability between members, to improve collaboration and performance. Examples show how following these steps can help teams overcome dysfunctions and drive better business outcomes.
1. The document discusses the topic of organizational conflict, defining it as a disagreement between two or more individuals that makes coordinating tasks difficult.
2. Sources of conflict included poor communication, workplace romance, jealousy, unequal workload distribution, and ambiguity in tasks assigned without clear directions.
3. The document outlines five approaches to conflict: competing, collaborating, compromising, avoiding, and accommodating. It also discusses the visible expression and potential outcomes of conflicts.
This document discusses factors that influence group effectiveness and methods for improving group performance. It identifies effort, knowledge/skills, and performance strategies as key determinants of effectiveness. It also emphasizes the importance of developing diagnostic skills to identify a group's strengths and weaknesses, and action skills to address weaknesses and build on strengths. Specific topics covered include task design, reward systems, group composition, size, interaction processes, decision-making procedures, and developing members' interpersonal styles and skills. The goal is to provide guidance for working more productively in groups.
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.
This document discusses managing conflict in project management. It defines conflict and identifies sources of conflict such as schedules, priorities, and workforce issues. It describes different conflict handling styles including avoiding, compromising, competing, accommodating, and collaborating. The document also discusses grievance handling, stress management, and how organizational changes can help reduce stress. Effective conflict and stress management are important for team health and project success.
Survivor syndrome & survivor guilt; looking after the people left behind Marc...Timothy Holden
This document discusses survivor syndrome, which refers to the negative psychological effects experienced by employees who remain with an organization after downsizing or layoffs. It outlines the definition of survivor syndrome and examines how HR can minimize its impact. This includes effective planning, communication, supporting surviving employees, and rebuilding trust. Case studies are also presented to demonstrate different approaches to downsizing. The document concludes with questions about survivor syndrome and how organizations can best support surviving employees.
Pay for performance compensation managementBiju Menon
This document discusses compensation and pay-for-performance systems. It notes that compensation is an important part of human resource management that can motivate employees. Pay-for-performance has become increasingly popular as companies use compensation to reward high performers. However, implementing pay-for-performance effectively is challenging as it requires clear connections between performance, effort, and rewards that are not always easy to define and measure.
Conflict arises when individuals or groups perceive threats to their goals. Sources of IT project conflict include schedules, priorities, and workforce issues. There are various conflict handling styles like avoiding, compromising, competing, accommodating, and collaborating. Grievances should be addressed by listening, discussing, and planning. Not dealing with grievances can harm projects. Reducing stress through improving work environments and reasonable schedules is important for team health and project success.
The document discusses integrated conflict management, which focuses on the causes of conflict within organizations. It encourages employees and managers to voice concerns and dissent early to integrate collaborative problem-solving into the organizational culture. Effective managers in modern organizations guide, align, and influence organizational processes more than construct and control them. Key communication processes discussed include coaching, conversation, negotiation, mediation, and facilitation. The document also examines diagnosing situations, symptoms of conflict, sources of difficulty at work, and choosing appropriate processes to transform conflict into cooperation.
This document discusses strategies for managing conflict at work. It identifies different types of conflict such as those arising from differing values or poor communication. It also outlines five strategies for handling conflict: avoiding, compromising, competing, accommodating, and collaborating. The document recommends assessing the situation before choosing a strategy and notes that collaboration requires the most effort but can result in win-win solutions. It also discusses the importance of addressing grievances, managing stress at both the organizational and individual level, and having skills like decision making, listening, and negotiation to effectively handle conflicts in the workplace.
The document discusses the role of public relations in strategic management. It states that PR must report directly to top management, interpret policies to the public, and convey public attitudes to management. PR helps develop the organization's mission statement, which commits the organization to values and provides a framework for PR goals. The document also outlines different roles PR can take, such as expert prescriber, communication facilitator, and problem-solving process facilitator. Finally, it discusses how PR manages reputational implications of decisions and deals with issues from media, interest groups, and online voices.
Cheryl was newly promoted to Vice President of Products and faced significant pressure to succeed. She identified priorities including developing a vision, strategic framework, and communications strategy. Cheryl determined her organization lacked the expertise to accomplish these goals internally. She researched executive coaches and consultants. Coaches provide support and accountability, while consultants offer specialized expertise. Cheryl decided to hire a consultant for strategic planning and change management, and an executive coach to help her develop as a leader.
The document discusses new flexible employment forms like telecommuting and compressed work weeks, and also covers downsizing which refers to reducing a company's workforce. It notes both the advantages and disadvantages of flexible employment and downsizing. Guidelines are provided for how companies can implement flexible work policies and conduct downsizing in a fair and ethical manner that considers employee support and communication to external stakeholders.
This document discusses team building interventions and techniques. It begins by distinguishing between work groups and teams, noting that teams have a higher degree of commitment to common goals and interdependence. It then covers various types of teams and characteristics of effective teams. The document outlines diagnostic meetings, team building activities, and process consultation interventions that focus on tasks, relationships, and processes. It also describes techniques like role analysis, interdependency exercises, and visioning that can be used in team building.
The document discusses methods for anticipating and adapting to organizational change, managing organizational conflict, and mitigating employee stress during a merger. It proposes that organizations can anticipate change by monitoring industry trends, evaluating strategies, and assessing customer needs. To adapt, leaders must guide employees through change by developing trust, providing support and training, and encouraging flexibility. Five steps are outlined to manage conflict: setting expectations for resolution, obtaining all perspectives, agreeing on issues, brainstorming solutions, and negotiating agreements. However, the document does not describe specific creative problem-solving methods to mitigate employee stress during a merger.
managing conflict in organization;A case study on Maruti Suzuki Ltd.Chaitrali Gijare
The document discusses conflict management and provides a case study on Maruti Suzuki Ltd. It outlines the 5 stages of conflict management: potential opposition, cognition and personalization, intention, behavior, and outcomes. It then analyzes the 2012 conflict at Maruti Suzuki's Manesar plant in India that resulted in the death of a senior HR executive and property damage. Possible causes of the labor unrest included wage disparities, lack of trust between workers and HR, poor communication between management and workers, and dissatisfaction among both permanent and contracted employees. The conclusion stresses the importance of HR increasing involvement at the floor level with workers to improve communication and prevent such conflicts.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
This document discusses change, conflict, and alternative dispute resolution methods for managing them. It defines change as becoming different or altering, while defining conflict as disagreement between opposing forces, ideas, or people. It describes negotiation, mediation, and arbitration as primary alternative resolution methods for managing conflicts arising from change. Mediation involves a neutral third party to help conflicting parties communicate, while arbitration provides a final, binding resolution. The best resolution method depends on the specific conflict and organization involved.
Conflict ManagementWoods and King (2010) describe conflict as d.docxdonnajames55
Conflict Management
Woods and King (2010) describe conflict as "differences of opinion", which are natural (p. 224). The causes of conflict listed by Woods and King (2010) can all be broken down to the root of disagreeing. This doesn't mean that the disagreement is a negative, just that there is not an agreement.
What is conflict?
The implication is that conflict is not always negative. Conflict can be beneficial for the organization as well. Since conflict can be both rewarding and harmful, proper conflict management is necessary to be able to recognize the type of conflict, conflict resolution, and uses of conflict. Managers and leader tend to shy away from conflict or seek to minimize conflict because of how it is generally defined and perceived, but conflict can enable innovation and problem solving strategies within an organization. Conflict is thus a constant force and needs to be managed so that benefits are realized, not the harm.
Types of conflict?
If imagining a conflict scenario, we are most likely picturing two people arguing with each other about some topic. Our recent experience at home or work could influence exactly what we picture, whether the actors involved or the actual topic. Conflict is not always between two people. Conflict can be internal, between two people, within a group, between groups, or on a large scale between organizations.
Internal Conflict
Easily recognizable when conflict exist between or among multiple entities, a type of conflict that affects our decision making and not always apparent to those we interact with is internal conflict. This is the result of differences of opinion that an individual has about a topic or focus. The conflict could arise from opposing values, such as comparing your own values to the values of the organization, or when presented with a choice. Recalling our look at Victor Vroom, Vroom laid the groundwork for what would become Cognitive Dissonance Theory, or the presumption that individuals will adapt their behavior or make choices that reduce the feelings of discomfort that result from holding two conflicting beliefs.
An example to provide context can be found when a part-time employee is deciding whether or not to accept a supervisory role within an organization. Opportunities for advancement are generally perceived to be a positive attribute, but the selected employee may not see advancement within the organization as an opportunity or as a beneficial decision. The student seeking to work for income without being burdened by responsibility and a service employee that prefers the income and flexibility of their current role serve as examples of workers that may not be interested in advancement within the organization. Not advancing within the organization is representative of their opinion or attitude that they may construct their employment experience upon. This attitude is the basis for consistency between what the person knows and what the person does. To parti.
Managing team and organizational conflictMasum Hussain
This document discusses managing team and organizational conflict. It begins by defining team conflict and discussing its nature. It then provides a six-step procedure for dealing with conflict in teams that involves listening, understanding other perspectives, showing concern for relationships, finding common ground, generating new solutions, and reaching agreements. It also discusses types of team conflicts, sources of conflict, and effective ways to deal with team conflict. For organizational conflict, it covers types, causes, positive and negative outcomes, and effects on performance. Finally, it discusses conflict resolution, resolution of organizational conflict, and benefits of proper conflict management.
6–8 slides with speaker notes of 200–250 words per slides (excludi.docxevonnehoggarth79783
6–8 slides with speaker notes of 200–250 words per slides (excluding Title and Reference slides)
Details:
Weekly tasks or assignments (Individual or Group Projects) will be due by Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.
Working with organizations to improve the interactions of members and increase productivity through collaborative behavior is an essential role of the organization development human resources specialist. You will need to pick an organization to use for this project. The organization you choose may be your current employer, or alternatively, an organization in which you volunteer or one about which you can easily find information through the school library, the Internet, or other sources.
Research and address the elements of organizational effectiveness that will improve interactions in a presentation for senior leaders:
· Explain the concept of organizational effectiveness, as it relates to the interactions of members.
· Describe methods used to assess the behaviors and attitudes of organizational members, and apply 1 model in an analysis of your organization.
· Analyze methods used to improve the behavior and attitudes of organizational members.
· Propose processes to build teams and manage their different stages of development.
· Evaluate methods of managing conflict and change within the organization.
Organizational Behavior Principles
MGM335-1402A-01
Phase 3 Individual Project
Sean C Hall
Colorado Technical University
Dr. DM Arias
4/28/14
1
OBJECTIVES
Explain sources of conflict within an organization.
Discuss types of conflict that can arise when groups vie for resources.
Describe different models that address organizational conflict.
Develop recommendations for methods to address intergroup conflicts.
Organizational Behavior Principles
Challenges and Opportunities for OB Today’s challenges bring opportunities for managers to use OB concepts: - Responding to Economic Pressures - Responding to Globalization (Increased Foreign Assignments, Working with People from Different Cultures, Overseeing Movement of Jobs to Countries with Low-cost Labor) - Managing Workforce Diversity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work–Life Conflicts - Creating a Positive Work Environment Improving Ethical Behavior
3
Organizational Behavior Principles
Sources of conflict:
There are many causes or reasons for conflict in any work setting. Some of the primary causes are:
Poor Communication: different communication styles can lead to misunderstandings between employees or between employee and manager. Lack of communication drives conflict ‘underground’.
Different Values: any workplace is made up of individuals who.
F I N A L M A N A G E M E N T O F C O N F L I C TJennifer Rose
1. Conflict arises when the interests or goals of individuals or groups do not coincide and are incompatible. There are several types of conflicts including goal, cognitive, affective, and procedural conflicts.
2. Conflict can have both positive and negative outcomes for organizations. It can stimulate new solutions to problems but also induce stress if not managed properly.
3. Managers must be skilled at diagnosing conflicts and using appropriate approaches like resolving or preventing conflicts depending on the situation. When handled well, conflict in organizations can be constructive.
Running head CONFLICTS IN CARE DELIVERY1CONFLICTS IN CARE DE.docxsusanschei
Running head: CONFLICTS IN CARE DELIVERY 1
CONFLICTS IN CARE DELIVERY 7
Conflict in Care Delivery
Student Name
Professor Name
January 5, 2016
Introduction
Conflict is one of the issues that happens in any association uniquely hospitals where persistent human connections happen. Nurses assume distinctive parts, for example, mind supplier, instructor, and supervisor. These parts prompt to different sorts of cooperation among attendants and other human services colleagues, which fundamentally increment the likelihood for conflict to emerge in clinic settings among medical nurses. Conflict is a dynamic procedure that can be certain or negative, or healthy, inside workplace. Conflict is the results of experienced or saw varieties in like manner objectives, values, thoughts, states of mind, convictions, emotions, or activities. Conflict emerge for some reasons: it can start given rivalry among experts and varieties in monetary and expert qualities. Rare assets, change, ineffectively characterized parts and desires, the capacity to function as a group, interpersonal relational abilities, and assumptions about the level of execution in different attendants' parts are all wellsprings of conflict in health care associations.
Type of Conflict
The nurses in the health care organization face three type of conflicts: Organisational, Interpersonal, and, individual conflict. I have encounter the interpersonal conflict. Interpersonal conflict happens between people in the workplace. On the off chance that two individuals are on an identical power level, interpersonal differences may bring about the inconvenience. In any case, on the off chance that one individual has genuine or seen power over the other, the circumstance can prompt to struggle. Interpersonal conflict is strife that happens between people. Interpersonal conflicts happen when strain comes about because of contrasts between two or more individuals; frequently individuals dared to progress in the direction of shared objectives. Regular reasons for interpersonal conflict incorporate contrasts in social back- ground, sex, race, and qualities (Esther Chang, 2015).
Section level staff nurture often experiences interpersonal conflict as they manage the work of authorized pragmatic medical caretakers or nursing colleagues who hold a diverse impression of customer care needs and how they accommodated. Section level staff attendants are relied upon to distinguish and attempt to determine these contentions by elucidating parts and capacities. Struggle determination methods regularly incorporate communication with the managerial staff to deal with the struggle and work toward distinguishing issue arrangements. These collective interchanges may prompt to a framework change through a quality change prepare (Jerry M. Suls, 2010).
Stages of Conflict
1 Latent conflict. This stage includes the reckoning of contention. Rivalry for assets or insufficient correspondence can be indicators of c ...
Craig treisch - How to manage conflict in organizationsCraig Treisch
organizational conflict is difference between employee and organization. it normal in organization that conflict occur.craig treisch describe type of conflict and how to manage these conflict. craig treisch handle large team which work as complex solution from more than a decade.
Nur 447 apply leadership concepts/tutorialoutletPlunkettz
This document discusses conflict and conflict management in healthcare organizations. It covers types of conflict including individual, interpersonal, and intergroup conflicts. It also discusses the stages of conflict including latent, perceived, felt, and manifest conflict. Key strategies for managing conflict include understanding the causes, preventing conflict when possible, and using strategies like clear communication, delineating roles, and empowering staff rather than making them feel powerless. The overall goals of conflict management are to eliminate or decrease conflict while meeting patient and organizational needs and ensuring all parties feel satisfied with the resolution.
Dr. Rick Goodman lists some of the most common causes of conflict, and some tips for managing it. For more information on conflict management and workplace conflict resolution visit http://www.rickgoodman.com or http://advantagecontinuingeducationseminars.com/
Conflicts in the workplace can arise from many sources such as conflicting needs, styles, perceptions, goals, pressures, roles, values, and policies. Managers should resolve conflicts through open communication, active listening, establishing boundaries, demonstrating emotional intelligence, and implementing behavioral consequences if needed. Resolving issues early and addressing the root causes can help create a more positive work environment where employees feel comfortable communicating.
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This document discusses conflict management and resolution. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It also discusses the causes and outcomes of functional versus dysfunctional conflict. The document then examines the conflict process in five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. It provides examples of different conflict management styles like competing, collaborating, avoiding, accommodating, and compromising. The document concludes with tips for managing workplace conflict and a self-assessment to determine one's dominant conflict management style.
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Managing Conflict in Organizations discusses the types, causes, and resolution of conflicts within organizations. There are three main types of organizational conflicts: personal conflicts between individuals, intragroup conflicts within teams, and intergroup conflicts between departments. Common causes of conflicts include unclear managerial expectations, poor communication, misunderstandings, and lack of accountability. The document outlines several positive and negative outcomes of conflicts and provides strategies for resolving conflicts, such as defining problems, generating solutions, evaluating options, and implementing mutually agreeable resolutions. Proper conflict management can benefit both employees and organizations by improving productivity, morale, and reducing stress.
1) Conflict is inevitable when groups compete for limited resources and have differing interests, values or goals. It can occur at the individual, group, organizational or national level.
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Major costs of unresolved organizational conflict include decreased productivity, lower quality work, and increased health costs. Conflict can cause wasted time as employees avoid each other or vent to others. It can also lead to higher turnover rates as employees seek less stressful work. If left unaddressed, conflict can escalate and result in sabotage, theft, or lawsuits against the organization. Managers should address conflict directly through confrontation, negotiation, or third-party mediation to resolve issues efficiently and minimize costs to the business.
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Critical thinking esaimen
1. ISSUESIN ORGANIZATIONS
Lack ofCoordination
Coordinatingthework program
Often inanorganizationthatonceestablished, orwithinan organizationcan be saidwhenthere
isaverygoodprogram of workonce,ifthere is nocoordinationsooftencausesmisunderstandings,
which can certainlylead tochaoticimplementation aprogram.
Thechaosmayoccurwhen theperson in chargedid notknow theinterrestrictionsjob, whichoften
can onlybe obtainedthroughcoordination amongresponsible. This canlead
tooverlapbecausesomecommitteedo, insometasks, whilevacancies inothertasks
Coordination betweenHead
Worse yet, poor coordinationcanlead topoor communicationas well. Poor communication
betweentheleadership ofaprogrammayresult infuture programs. Sooftenhappenswrongand
misunderstandthem.
Thoughthe leadersbesidesdealingin the implementation ofthe work programis supposed to
haveculturalties, whilegood communicationbetween them.
Recruitment
For some periods of the organization, and for a variety of problems trainer organization is
perceived differently, because of the level of interest of interest in the organization that is
different for example.
However, the statement "the success of a period is a measure of success when post future but
when it can produce (the cadres) who is more successful period".
Then we can say in an organization is in a period when it can be said as the heyday, but it has
no meaning when the organization collapsed after it disbanded due to weakness or even lack
of an even tau cadre successor.
Maintain a trainer
Thistrainer, is closely linked to the development of the organization. When an organization to
recruit volunteers with great interest, allowing the organization to reach a broad community,
and it is a resource that cannot be underestimated.
After successfully recruiting volunteers with a huge interest, if it cannot empower, in order to
defend its cadres so often these cadres will experience natural selection. Therefore, efforts to
maintain a trainer often more important.
2. Conflict within an organization
In an organization, conflict is common thing and something that should be addressed, if this
phenomenon can be reduced, the robustness of an organization will increase and thus can
achieve a desired goal towards excellence. Conflict can be friction and conflict between the
two sides due to differences in values, wants, and feelings stand in order to meet your needs
and goals. It is a common phenomenon when there is interaction between two or more people
and always occur from time to time. Various efforts have been made to address the negative
effects of conflict and one of the popular approaches is the counseling approach.
Causes of Conflict.
In an organization of employment, conflicts occur not only between workers and employers,
or between one department to another department often occur even interpersonal conflict and
internal conflict. Among the causes of conflict are:
1. Obstacles to achieve a goal by one or more parties is a major cause of conflict within an
organization or between individuals. For example, the desire of a person or a department to
organize a seminar or event for personal gain or obstructed by other organizations for some
reason can result in conflict.
2. Lack of resources such as financial, physical labor and limited to equitable distribution to
all parties. Referring to the example above, the barrier to hold a seminar or a particular event
may be due to the provision of financial or limited manpower.
3. Lack of coordination between two or more parties as dependency information to the other
party to an end. For example, the goal of the personnel of an organization to make new
recruitment was stopped because there is no complete information on the manpower needs of
the department heads of the other parts. It should be able to interpersonal conflict due to
jealousy or cmburu with the success of others.
4. Policies and service structure adopted by an organization. Conflicts may occur in terms of
salary structure. For example, too much salary difference between employment or salary
structure similar in staffing structure but different workload. Similarly, the policy of an
organization is too concerned with profits without considering the comfort of work and
welfare of workers.
Signs of Conflict existence.
Signs of the easiest to determine the existence of a conflict between two or more parties is the
availability of complaints by any party.
Other signs that indicate a conflict in an organization is a mutual workers blame each other,
3. sabotage between individuals or departments, hate to individuals or department, often a
change in the employee or the employee is transferred and the low performance of the
organization.
Effect of Conflict
Conflict between two or more individuals and parties may have an impact on the parties
involved. This effect can be divided into two positive (constructive) and negative effects
(distruktif). For positive impact, the conflict can cause racing attitude to achieve a goal. By
having this attitude results or performance of the work will increase.
Apart from that conflict can also realize individual or the organization of vulnerability and in
the event they think positive, efforts to improve it will be done and this can increase
cooperation and harmony at work. Next it promotes constructive changes. In addition, the
conflict also encourage someone to consider the source of the problem in more detail,
increase the motivation to solve problems and understand the emotional and behavioral self-
sendiridan others in order to create an adjustment or balance.
Conflict can also produce negative effects. Can lead to attitude hatred, depression, hostility,
mutual distrust, blame game, lack of cooperation, sabotage and so on. This would certainly be
able to disrupt the harmony of interpersonal relationships and if it happens in an organization,
it would hamper efforts to achieve overall organizational goals. By the parties as a counselor
in the organization must play a role to prevent the conflict from occurring and to restore the
situation where there is conflict of negative effects.
Conflict Resolution
Counselor or certain superiors in an organization needs to know and master certain strategies
or methods to resolve a conflict, particularly that produce negative effects. Among the
strategies or techniques to be mastered by a counselor or a certain superiors are:
1. Separating the physical conflict. These measures will reduce promiscuity and this will
reduce the tension between them. This move has more disadvantages than advantages. It not
only can cause a lack of social interaction and cause no cooperation but also show negative
attitude that management does not want to improve the situation. However, this step is a good
step if it is for a while and serious forms of conflict as there is an opportunity to meet the
needs of both parties.
2. Diffusion method or consolidation to a greater awareness to the parties to a conflict.
Through this technique counselor will solve the little things that cause conflict and let the big
things. It aims to defuse the conflict or steal time to allow both parties are aware of their
mistakes and strive to improve the cause of the larger conflict. Disadvantages of this strategy
is a great source of conflict if left unchecked will cause it to be the focus and cause a worse
situation.
3. Bring the parties to a conflict to work towards melaui negotiations. This is the best step for
4. consultation and collaboration, both parties can see their stance on the matter giving rise to
the conflict and identify the most suitable option to resolve. This despite the best strategy, but
it is difficult to bring conflicting parties to the negotiating table if the values are significantly
different and stand or cause too much conflict.
4. Solution through compromise. Through this strategy the conflicting parties will tolerate
and are willing to make sacrifices through negotiations. For example, employers will raise
wages demanded by workers and employees are guaranteed to improve the quality and
quantity of production. This strategy is appropriate only if the requesting party and the
balance of power or influence. This means that should the parties request or otherwise do not
have the power, the solution is difficult to achieve.
5. Strategy discussions by delegates. Through this technique the conflicting parties will send
their representatives to the negotiating table. This will improve communication and interksi
and prone confrontation. Through this consultative discussion on the causes of conflict and
bargaining will occur. Usually this strategy is used by trade unions to demand something
from the employer as salary increases and comfort of the workplace.
6. Methods of competition. By this method one of the conflicting parties will try to meet the
goal and ignore the will of his opponents. Through this strategy of confrontation, argue that
the pressure will be done until one side loses lainmenyerah. This technique is usually used by
the employer of an organization and in situations where the influence or power between the
two sides balanced.
7. Adaptation methods. Through this method of letting the opponent do the solutions
according to his will. Usually this is done because the method is aware of errors and
mistakes, realize that the influence or power of his opponent too large, concerned with
harmony or immediate solutions and has a goal to collect something bigger in the future.
8. Brain squeeze technique (introduced by Dr.. Alex Osborn). Through this technique the
parties involved will come together and each member will jointly thinking and ideas towards
the solution of a conflict. Each member free to make their own ideas and only later criticized.
Usually this method is suitable for improving an organization's policies. Collected ideas and
discussed until only ideas are selected.
9. Checklist technique. Through this technique the parties concerned will list the things and
the need to impacts of each problem. Diprolehi items that will be compared with the real
problems that cause conflict and delivered to the subject or the parties concerned to determine
the solution. Drawback of this technique is a lot of wasted time, thinking that no details
relating to the real problems that cause conflict.
10. Gordon techniques, through this technique in a group discussion chaired by someone. The
chairman intentionally did not understand the problems that led to the conflict and bring the
5. discussion towards brainstorming. The Chairman will initiate discussions with the things that
cause conflict. The purpose of this technique is to get ideas but only to resolve the conflict.
Frequently the problem and the solution to Problem Solving in Organizations
A. Background
Organization is a means to reach our objectives, which is a container activities of the
people who work together in an attempt to achieve the goal. The existence of an organization
is influenced by several aspects such as the unification of the vision and mission and goals
are the same as the embodiment of the existence of a group of people to the community.
Organization or management company should be able to manage to win the
competition in the era of the all competitive in order to survive to grow and develop in
accordance with the company's goals. Every company, whether engaged in the production,
services and industry, in general, have a goal to make a profit.
In order to reach that goal, the company needs an effective management system that
will support the company's operations running continuously and the level of effectiveness of
employees also need to be considered. The company has several parts in general, which is
part of the marketing, finance, production, human resources, and administration. Each of
these sections carry out different activities but relate to each other. Levels of corporate
activity undertaken will change from a period to the next.
Management of these changes require coordination within a company and create a
container which is a tool of communication between parts of the organizational structure. At
the organizational structure there is a line relationship between managers and employees who
have a relationship line between the duties, authority, and responsibility.
Coordination is needed to obtain unity of action in achieving corporate goals.
Without coordination, the people or the existing functions will further pursue its own interests
at the cost of the company's goals.
Coordination between sections according to the company's activities will be one
contributing factor to the smooth and successful implementation of the company's activities
to achieve the goals set.
B. Problems
On paper I am writing this right time to discuss the problems that often arise in the
6. organization. Problems often arise in an organization and in demand by the members to go
through and finish it. Complex problems frequently occur in companies that ultimately
indirectly requires a manager to make a decision.
At this time a systematic approach to problem solving has been created consisting of
three types of business:
- Preparation
- Definitions
- Solution
In preparing for solving the problem, the manager looked at the company as a
system to understand the corporate environment and identify sub-systems within the
company.
In define problems, managers move from system to subsystem level and analyzing
the bagiansistem according to a certain order. In solving the problems managers identify
alternative solutions, mengevaluaasinya, you select the best, apply it, and make a follow-up
to ensure that the solution is running as it should.
C. Basis Theory
Organization is: The business people must be coordinated, composed of a number
of sub-systems are interconnected and interdependent, working together on the basis of the
division of labor, role, and authority and has the objective to be achieved.
Here are some characteristics / attributes of Organization:
1. Organization is a social institution that consists of a set of people with different patterns of
interaction established.
2. Organization developed to achieve certain goals by the organization because it is a social
creation that requires rules and cooperation.
3. Organization consciously and deliberately structured coordinated activities differentiated
according to a logical pattern. Coordination of the parts are interdependent tasks require the
assignment of authority and communication.
4. Organization is a social instrument has limitations that can be identified and the relative
existence has a relatively permanent basis.
Classical organization theory to clarify the management task consists of:
1. Technical; produce and organize activities.
2. Commercial; activities of buying materials and selling products.
3. Financial; spending activities.
4. Security; activity to maintain security.
5. Accountancy; accounting activities.
6. Managerial; perform management functions consisting of:
· Planning; planning activities
7. · Organizing; organize activities
· Coordinating; coordinating activities
· Commanding; activity briefing
· Controlling; surveillance activities
The variables considered in the scientific management:
1. The importance of the role of managers
2. Utilization and labor appointment
3.Employee welfare responsibilities
4. Climate conducive
Interpersonal Theory of Human
The approach taken is a psychological approach to subordinates, ie by knowing the
individual behavior of subordinates as a group of human relationships to support the level of
labor productivity. So there is a recommendation for managers that the organization is a
social system and should pay attention to social and psychological needs of employees in
order to get higher productivity.
Quantitative Flow Theory
Focus management decisions are based on calculations that can be accounted for
scholarship. This approach is known as management science pendkatan usual start it by the
following steps:
1. Formulate the problem
2. To model arithmetic
3. Get a settlement from the model
4. Reviewing the results of the model and fashion
5. Establish control over the results
6. Conduct implementation
D. Discussion of Issues
In solving the problem we are holding on to the three types of business to be done by
the business manager of the preparation, definition of business, and business solutions /
solutions.
- Enterprises preparation, preparing managers to solve the problem by providing orientation
system.
- Business definition, includes identifying the problem to be solved and then understand it.
- Enterprise solutions, including identifying alternative solutions, evaluate them, choose the
one that seems best, to implement the solution and make follow-ups to ensure that the
problem was solved. Computer-based information systems or CBIS can be used as system
support (support systems) when applying a systems approach.
1. Preparation of business
Three preparatory steps do not have to be implemented sequentially, because all three
8. together produce the desired framework for the problem.
The third problem consists of:
a) Looking at the company as a system
b) Know the system environment
c) Identify subsystems company
2. Definition of business
Definition of business includes first realized that a problem exists or will exist (problem
identification) and then simply learn to find solutions (understanding the problem). Definition
of business includes two steps:
a) Moving from system level to subsystem
b) Analyze the parts of the system in a certain order sustu
3. Solving efforts
Solving efforts include consideration of viable alternatives (feasible), the selection of
the best alternative, and its application.
With this fact, we define the problem as a condition that has the potential to cause
tremendous harm or produce a tremendous advantage. So solving the problem means action
to respond to the pressing problems or capitalize on opportunities due to poor profits. The
importance of problem solving is not based on the amount of time spent, but in consequence
the decision was the selection of a strategy or action.
Decision making is the act of choosing a strategy or action that managers believe
will provide the best solution to the problem. One key to solving the problem is to identify
the various alternative decisions. Solution to a problem must utilize the system to meet its
goals, as reflected in the performance standards system. This standard describes the expected
state, what is to be achieved by the system.
The next manager must have the updated information, the information that describes
the current situation, what is being achieved by the system. If the current state and the
expected state of the same, there is no problem and the manager does not take action. If these
two conditions are different, some are the cause and the problem should be solved.
The difference between the current state and the expected state describing the
solution criteria (criterion solution), or what is required to change the current state to the
expected state. After various alternatives, identified information system can be used to
evaluate each alternative.
This evaluation should take into account a variety of constraints (constraints) that
may be, both inter and external / environmental.
1. Internal constraints may be a limited resource, such as a lack of raw materials, working
capital, lack of qualified human resources, and others - others.
2. Environmental constraints may be pressure from various environmental elements, such as
governments or competitors to act in a certain way. Symptom is a condition produced by the
problem. Very often managers see the symptoms of the problem. Symptoms attract the
attention of managers through the feedback loop. However, symptoms are not entirely
revealed, that a problem is the cause of a problem, or the cause of an opportunity.
Each manager has a unique style of problem solving. Their style affects how they
9. feel involved in the problem, gather information, and use information.
1. Sensing trouble
Managers can be divided into three basic categories in terms of style sense problems
(problem solving styles) they are, that is how they deal with the problem.
• avoidance problem (problem avoider)
The manager took a positive attitude and assume that all is fine. He tried to block the
possibility of a problem by ignoring or avoiding her all the planning information.
• Troubleshooter (problem solver)
This manager also did not stop him looking for trouble. If there is a problem, the problem is
solved.
• Search Problem (problem seeker)
The manager enjoys problem solving and look for it.
2. Gather information
The manager can show one of two styles of gathering information (information-gathering
styles) or attitudes towards the total volume of information available to them.
• Regular Style (preceptive style)
This type of manager following the management by exception and filter out anything that is
not related to the area of interest.
• Receive Style (receptive style)
This type of manager would like to see it all, and then determine whether the information is
worth to him or anyone else in the organization.
3. Using the information
Managers also tend to prefer one of two styles use information (information-using styles),
namely the ways to use information to solve a problem.
• Style Semantics (systematic style)
Managers pay particular attention to follow a predetermined method, eg systems approach.
• Intuitive Style (intuitive style)
Managers do not prefer a particular method but adapt its approach to the situation.
Three phases of problem solving that is:
1. Intelligence
Intelligence is awareness of a problem or opportunity. In this case, the decision-
makers seeking internal and external business environment, examining the decisions that
need to be made, and the problems that need to be solved, or opportunities that need to be
considered.
Active intelligence means awareness for changes in the environment that demanded certain
actions.
2. Designing
In the design phase, the decision-makers to formulate a problem and analyzing a
number of alternative solutions.
3. Election
In the selection phase, the decision maker select solutions to problems or
opportunities that characterized the intelligence phase. This election was followed from the
previous analysis in the design phase and strengthen it through the information obtained in
the selection phase.
10. E. Cover
a. Conclusion
The conclusion that can be drawn from the discussion paper in the Systems Approach
to Solve Problems and Make Decisions are as follows:
1. Systematic problem solving process stems from John Dewey, a professor of philosophy at
Columbia University who identifies three series of judgments involved in solving a problem
that is adequately controversy:
• Recognize controversy
• Considering alternative claims
• Establish assessment
2. Problem solving implies action to respond to the pressing problems or capitalize on
opportunities due to poor profits.
3. Decision making is the act of choosing a strategy or action that managers believe will
provide the best solution to the problem.
4. Each manager has a unique style of problem solving. Their style affects how they feel
involved in the problem, gather information, and use information.
b. Suggestion
It is better if we are in establishing a truly oriented groups in the plan and taken into
consideration in order to achieve and fulfill the vision and mission of the company in the
organization. Hopefully, in the case of problems of the above papers can provide shade and
inspiration to us so that we can get better at making the organization and the organization and
hopefully this paper can be useful as a reference to provide solutions in terms of problem
solving and decision making.