Fellow Feelings
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The document discusses the poor management of a manager named Muthu and its negative impacts. It describes how Muthu's negligence in communicating with workers, not addressing their issues, putting extra loads without support, and believing rumors over facts created conflicts in the workplace. As a result, some workers stopped working and protested against Muthu, shouting "Muthu chor! Company chhod!" The document suggests Muthu lacked interpersonal and situation handling skills, which damaged productivity and relationships within the organization.
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الأسس = عصمت سيف الدولة = الجزء الأول من نظرية الثورة العربية
احذروا المغالطات والتشويه فإن بنظرية الثورة العربية للدكتور عصمت سيف الدولة سبعة أجزاء متكاملة مترابطة لا يصح بعثرتها جهلا أو تعمدا وهي كالتالي : الأسس (الأول والثاني) ثم المنطلقات ثم الغايات ثم الأسلوب ثم الطريق (الأول والثاني) // وما عدا ذلك فهي مؤلفات مستقلة عن نظرية الثورة العربية وإن كانت لا تتناقض معها ./.
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Comment1Communication is the key to avoid conflicts. The new dir.docx
Comment1
Communication is the key to avoid conflicts. The new director should have had a meet and greet with the employee. He or she should have shared the new ideas with the team to receive the input. There are many people throughout the organization that do not like change. A few factors that can result in communication conflict are lack of ommunication, power position, not setting expectations and goals, or the current situation.
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“Just being available and attentive is a great way to use listening as a management tool. Some employees will come in, talk for twenty minutes, and leave having solved their problems entirely by themselves". (Luppa, 2015).
Comment2
Work can be disrupted by factors such as reorganization, downsizing, absenteeism or turnovers. Work disruption has been to linked to negative outcomes (Huber, 2013). In this scenario, staff has been subjected to additional stress with the new changes that had not been communicated to them in advance. The staff has not contributed any input to the new changes. The staff resentfulness is a natural reaction because they are thrown to changes without prior warning. A performance driven team is stronger and successful when all the members work together towards a common goal. Working in groups requires building interpersonal relationships. “Things get done because of relationships among people, nurses need to build successful collaborative relationships among multiple levels of colleagues, key people, organizations and clients”(Huber, 2013, p. 132).
Several factors can lead to conflicts at work places. Such factors include poor communication, unfair treatment, unclear job roles, bullying and harassment, poor management, poor work environment and inadequate training (Fiala, 2017). “Conflict is an inherent element of change and is manifested in resistance to change” (Huber, 2013, p. 174). In this scenario, the director uses autocratic leadership style, which is centered on the boss. He or she has made decisions without consulting the subordinate staff and is expecting the decisions to be implemented promptly. Statistically few situations support this kind of leadership (Raza, n.d.). Poor communication is another conflict that has surfaced on this scenario. Failure of the director to prior communicate with the staff of the ...
MAC PPT (1).pptx
This document summarizes a situation of conflict between employees (Persons B and C) at an HP office in Nangloi, India due to workload and an approaching deadline set by Person A, their senior manager. Person C has been avoiding work and overburdening Person B, creating friction between them. This delays projects and decreases productivity and morale. To address this, the document recommends establishing better communication channels, redistributing some workloads, and improving interpersonal relationships between Persons B and C.
RespondThis is a discussion read below 200 words or more on .docx
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You must also include a Reference section at the end of the DQ response listing a minimum of one source which will always include the textbook. A more thorough analysis of the DQ will include one or more sources in the Reference section.
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I remembered working about five years ago, for a supervisor when I was an hourly employee in my organization. I was also in the Army National Guard, where I was doing a weekend a month and two weeks a year. Sometimes my commander would like for soldiers to come early and prepare for the weekend. I would leave on the shortest notice from my job and come back to work on Monday with orders justifying my absence for that Friday. The issue of not coming to work, because of my military duty led to the most significant conflict in my work environment. My supervisor and the human resources department gave me a tough time. The supervisor took away my vacation privileges and slander me to upper management. He made me look so bad that my work environment became hostile. I couldn’t perform my job and I feel at that moment that my career was at a dead end. The conflict eventually escalated to the point where I had an argument with my supervisor and another member of management. To solve the conflict, I called the military hotline and told them that my employer was discriminating against me for going to military duty. The main cause of this conflict was due to “authority relationships”. My supervisor wanted to be the only boss to tell me what to do and this caused authority issues. I knew that being angry wasn’t going to help with the situation. According to McClure, anger interferes with teamwork and productivity on the job, therefore causing a hostile and frightening workplace (McClure, 2000, p. 1).
I did have a functional conflict in the workplace between myself and another member of my organization. The conflict turned out to be a healthy and constructive disagreement. We were able to create a new idea that would’ve save the organization a lot of man hours and improve schedule on a project. Table 13.1 (Consequences of Conflict) shows that there are positive and negative consequences that can occur (Nelson & Quick, 2016, p. 473). The positive consequences of conflict that I’ve experienced in my workplace the most is motivating change and stimulating creativity. I’ve noticed that change usually comes out of either a functional or dysfunctional conflict. The conflict that occurred in the functional conflict was caused by “specialization”. The job was highly specialized and required skills from an employee that have been with the company for a long time. The older employee wanted to control the job and tell me that we are going to do the job his way. After hours of struggling with the job, we had a conflict that contributed to a new idea. That idea helped move the job along. “Work groups must make decisions about the allocation of resource ...
Management Communication Plan - Ashley Schuler
This document outlines a communication plan for managers with a focus on honesty and trust, and encouragement. It recommends managers facilitate open communication between employees, share information transparently, and form relationships by taking a personal interest. The document advises managers provide frequent, personalized recognition and praise to encourage employees. It warns that a lack of strong communication can undermine leadership, and emphasizes the importance of leaders implementing and modeling the plan.
Conflicts in Organization
Conflicts can be happen anywhere, at work place, home, school, and among people. In organizations its really important to resolve conflicts timely and wisely.
Human resource management
This document discusses the importance of creating a happy and trusting culture in the workplace to promote employee engagement and business success. It makes the following key points:
1. Employee happiness and needs vary over time and between individuals, so an organization must understand and address the diverse needs of its workforce.
2. Trust and genuine engagement are essential for building a strong organizational culture and must be prioritized.
3. Rumors and a lack of clear communication can undermine employee morale, so communication must be timely, consistent, and reach all levels of the organization.
4. Leadership must "walk the talk" and adhere to the same standards they promote in order to inspire trust and motivate the workforce.
Madan Informal Leader2
The document summarizes a situation in a workplace involving an employee named Madanmohan who likes to tell jokes and stories to his coworkers, making their work environment fun but unproductive according to their supervisor Bankelal. While Bankelal tries to discourage this behavior, the coworkers are highly productive and cohesive due to their bonding over Madanmohan's jokes. The document discusses the different perspectives of Bankelal and Madanmohan on what defines work success and productivity.
Madanmohan
The document summarizes a situation in a workplace involving an employee named Madanmohan who likes to tell jokes and stories to his coworkers, making their work environment fun but unproductive according to their supervisor Bankelal. While Bankelal tries to discourage this behavior, the coworkers are highly productive and cohesive due to their bonding over Madanmohan's jokes. The document discusses the different perspectives of Bankelal and Madanmohan on what defines work success and productivity.
Effective teamwork in a work place
This document discusses effective teamwork in the workplace. It defines key terms like team, teamwork, and collaboration. An effective team has characteristics like mutual dependence, sharing information, and producing high-quality work. Factors that promote teamwork include good leadership, clear communication, and having a common goal. Teamwork benefits include fostering creativity, blending strengths, and improving client satisfaction. The document concludes that understanding teamwork is necessary to enhance productivity but is not fully realized in most modern workplaces.
Organization Conflict1
This document discusses types of organizational conflicts including task, relationship, and process conflicts. It presents traditional, human relations, and integrationist views on conflict. Common causes of conflict are authority issues, lack of team spirit, and differences over goals or methods. While conflict can increase frustration, it also improves decision making and team dynamics when managed properly. The document recommends focusing on problems rather than people, encouraging different views, listening without blame, and handling conflicts skillfully to achieve goals.
Grapevine (1)
The document discusses grapevine communication within M.M Noorbhoy Construction, a Sri Lankan manufacturing company. Grapevine communication developed among employees due to feelings of anxiety during an economic recession and lack of confidence. Employees would gossip about manager attitudes, promotion rumors, and exchange opinions. This uncontrolled communication spread misinformation and negatively impacted the company. To address this issue, the company collected data on the root causes of grapevine communication and implemented new programs, hiring, and information sharing policies to manage rumors and reduce uncertainty among employees.
Ltut Common Challenges Presentation 2
The document discusses common challenges faced by organizations and managers during uncertain times, including employee disengagement, organizational paralysis, and a bunker mentality. It proposes tools and strategies to address these challenges, such as providing fresh perspectives through expert videos and articles, re-engaging employees through team meetings, and connecting leaders across the company through cross-functional roundtables. The document also raises implementation questions around creating awareness of the resources, holding team meetings and cross-functional roundtables, and next steps.
Shrm
This document summarizes the career of Lokesh Reddy and key issues he faced at Alfa Inc. It discusses how Lokesh excelled in his early career but faced humiliation and demotivation at Alfa Inc. due to the professional rivalry of Venkatesh and Rakesh. The document examines whether Lokesh's relationship with Venkatesh qualified as a mentor-mentee relationship and provides lessons on managing one's career growth and interpersonal relationships within an organization.
Engagement The Other Side
The document discusses the importance of employee engagement for organizations. It notes that disengaged employees can lead to negativity, low productivity, attrition, and mistakes. Companies with engaged employees perform 202% better and are 26% more productive. The document outlines five factors that contribute to engagement: commitment, pride in the organization, exerting discretionary effort, enthusiasm, and passion for work. It also provides suggestions for improving engagement, such as learning opportunities, recognition, communication, and building trust in leadership. Barriers to engagement mentioned include poor management, lack of career growth, and not feeling valued in one's work.
Whitepaper - Strong Professional Relationships Drive High Performance
Building strong professional relationships with colleagues can create high performing teams and improve productivity. To develop these relationships, employees should spend time understanding different perspectives, encourage open dialogue, and put the team's needs first. Organizations can foster relationship building by creating open workspaces that allow for casual interactions. Regular social activities alone may not strengthen relationships unless there is a clear goal, such as improving team performance, tied to the interactions. Developing a set of shared values and behaviors through a "trademark" can also help build relationships by promoting honest conversations around work. Strong relationships enable employees to challenge each other constructively and drive better performance.
Engaging on Employee Disengagement
Federal worker satisfaction and commitment are at their lowest levels according to surveys. Only 38% of employees believe survey results will lead to changes, and less than half participated. Scores on leadership questions decreased in 2013, with only 41% saying leaders generate high commitment. Beyond budget issues, engagement is low worldwide with only 30% of American employees actively engaged. Disengaged employees have lower productivity and innovation while actively disengaged employees may have conduct issues. Leaders must understand what motivates employees, model desired behaviors, and actively engage all levels to create shared accountability and engagement.
Venture Leadership
Angela Spears, president of Angela Spears Communication, discussed her more than 25 years of experience in broadcasting and public relations and her focus on "The Power of Your Voice". The session covered leadership styles such as authoritarian, participative, delegative, transactional, and transformational. Effective communication is key to successful leadership, and participants engaged in an activity where they had to strategize and barter with other teams to complete puzzles.
Making the Shift to a Hybrid Working Model: Are You Ready?
The votes are in and inevitably a majority of organizations will be shifting to some version of a hybrid working model in the latter part of 2021 / early 2022. In the rush to dust off office desks and prepare for a more collaborative, yet safe, working space, many leaders might be overlooking some of the crucial factors to make the transition smooth, and provide a productive and inclusive working environment for all employees once you get there. Additionally, leaders will need to think about how to encourage the optimal culture to drive productivity, managers will need to adopt different techniques to manage a distributed workforce, and employees will need to reassess how capable they are in thriving in this new world.
Managing Relationships at Work.pptx
The document discusses the importance of managing relationships in the workplace. Building positive relationships with managers, colleagues, and subordinates can improve productivity, morale, and retention. When dealing with difficult bosses or colleagues, it is important to communicate effectively, understand their perspectives, and resolve conflicts respectfully. Fostering good relationships requires improving communication skills, treating others with respect, and developing trust. Positive workplace relationships benefit both employees and the overall organization.
Similar to Fellow Feelings (20)
Work relations & the future of work by All Seasons Zenith
Work relations & the future of work by All Seasons Zenith
Comment1Communication is the key to avoid conflicts. The new dir.docx
Comment1Communication is the key to avoid conflicts. The new dir.docx
RespondThis is a discussion read below 200 words or more on .docx
RespondThis is a discussion read below 200 words or more on .docx
Whitepaper - Strong Professional Relationships Drive High Performance
Whitepaper - Strong Professional Relationships Drive High Performance
Making the Shift to a Hybrid Working Model: Are You Ready?
Making the Shift to a Hybrid Working Model: Are You Ready?
Fellow Feelings
- 2. Fellow Feelings Story related with workers and its impact on the organization. How the negligence of a manager creates conflict in the organization.
- 3. Improved the productivity Skill development among co-workers
- 4. Putting on extra loads{Lacks motivating factors} Focuses only on target Not intended to provide off day on critical situation also.
- 5. Ignoring the issues Lacking direct communication with his co-workers Not agreed to provide conveyance in any means
- 6. Lacks interpersonal skills(Less faith on the subordinates) Believes on rumors than facts
- 7. Impact of decisions{lacks situation handling ability} Contradictions in between Muthu & his co-workers Stopped working by few workers MUTHU CHOR ! COMPANY CHHOD ! HAYE ! HAYE ! HAYE! HAYE!
- 8. Conclusion
Editor's Notes
- After joining company and working for 3 years long,he realized that operational activities were not so effective among his co-workers .So , he used his skills of welding,machining to make works efficient and more effective.There he gaind confidence from workers.
- Comparatively,his group was allocated to do more works than other. Mr. Muthu became output centered treating workers as machines.But were not given credit and recognition that should be given in realistic form.
- Mr.Muthu was not directly communicative to workers and foreman was mediator.case of funeral attendance was not given prior,even a social factor.
- Some Funeral attending workers were rumored not to attend it and went for cinemas. forward memos hurriedly with unclear investigations.