A Study on Managing Conflict among Women Employees in IT Sector BangaloreDr. Amarjeet Singh
Conflict management is used to resolve the problems between the interpersonal skills in the organization. Now a days the conflict arises due to the non-understanding between each and every one. The communication is also the major thing to get into conflict inside the organization. Conflict is a situation when two or more people face disagreements. The conflict resolution is the process which reach a peace full resolution to a dispute. In this paper we are going to see the conflict resolution for women employees in the IT sector by using the descriptive tool.
This document discusses managerial decision making. It covers the characteristics and types of decisions managers face, the steps in rational decision making, and barriers to effective decision making. It also addresses making decisions individually, in groups, and in organizations. Key points include:
- Programmed vs nonprogrammed decisions
- Steps in rational decision making: identifying the problem, generating alternatives, evaluating alternatives, choosing, implementing, and evaluating
- Barriers like psychological biases, groupthink, and goal displacement
- Encouraging creativity through techniques like brainstorming
- Models of organizational decision processes like bounded rationality and incrementalism
Communication with others can occur through encoding messages and transmitting them via channels to receivers for decoding. There are also factors like feedback and noise that can influence communication. A transmission model of communication describes this process. Communication also occurs through cyber means and small groups. Argumentative communication exists on a continuum from opinions to facts, and influences decision making in both casual and formal interactions.
Does Distributed Development Affect Software Quality? An Empirical Case Study...Daniel Agaba
This document summarizes a study that examines the impact of distributed development on software quality using data from the development of Windows Vista. The study compares failures of components developed by distributed teams to those developed by collocated teams.
The study finds only a small difference in failures between distributed and collocated components, and the difference becomes negligible when controlling for team size. It also examines complexity and maintenance characteristics and finds little difference between distributed and collocated components. Further, the Windows Vista development process utilized practices that may mitigate challenges of distributed development.
Conflict Resolution (Comprehensive) PowerPoint Presentation 149 slides with 8...Andrew Schwartz
The document discusses conflict, including defining it, explaining its causes and escalation, and methods for managing and resolving it. It notes that two main causes of conflict are a lack of communication and unmet expectations. When faced with conflict, the biological response is fight or flight, and conflict escalation should be avoided, as it becomes harder to deescalate over time. The document outlines a four step process for managing conflict and discusses various conflict resolution methods like avoidance, accommodation, problem solving, and compromise.
This document discusses the nature and management of conflicts. It defines conflict as a struggle between opposing parties, views, or goals. It outlines 5 stages of conflict escalation from initial discomfort to crisis. It then provides techniques for resolving conflicts at each stage, from direct communication at early stages to mediation during crises. Finally, it lists 4 preventive measures organizations can take to avoid conflicts, such as clearly defining goals, implementing fair reward systems, promoting trust and communication, and ensuring coordination between units.
ORGANIZATIONAL COMMUNICATIONDr. Christopher MayesConflict can .docxLacieKlineeb
ORGANIZATIONAL COMMUNICATION
Dr. Christopher Mayes
Conflict can be disastrous for an organization if not handled properly. Do you think that internal or external conflict is more dangerous for an organization?
Casey McCloskey
Hello Everyone,
A crisis can affect any organization at any given time. The crisis can come from a natural disaster, human induced, or intentional by the organization. However, the crisis comes about, there are four phases an organization must approach. According to Chadha, the four crisis management phases are,
1. Mitigation
2. Preparedness
3. Response
4. Recovery
Mitigation means to create a game plan to set in motion when a crisis hits. Determine who needs to be informed first and create an open line of communication.
Preparedness refers to making sure the plan is in place when it is needed and periodically reviewing it.
Response is the actions an organization takes when a crisis has happened. Things like putting out correct information, virtual work set up, and stakeholder communications need to be addressed.
Recovery means what the organization does to bounce back from the crisis. Like, how the organization gathers together, how they fix the crisis, and the type of communication they offer their stakeholders. This is the most difficult phase of a crisis because trust or reputation of the organization may have been lost in the crisis. It takes careful actions and time to create a trust with their consumers again.
Chadha, P. (2020). The Four Phases of Crisis Managment.
AGB. Retrieved from https://agb.org/blog-post/the-four-phases-of-crisis-management/
Jennifer Gelert
Good afternoon, Professor Mayes, and class,
I must admit I was trying to make a connection between our readings that deal with crisis communication and organizational conflict. Especially when the words ‘organizational conflict’ was not stated. I figured the best place to start was with the term ‘organizational conflict.’ Herrity (2022) shares that organizational conflict is an internal misunderstanding or disagreement. A lack of cohesion and collaboration in the workplace is lost. If everyone is at odds with each other, it could be challenging to get everyone in agreement with the company’s goals. It is important to understand the five phases of organizational conflict. Noticing when things are escalating allows for stepping in before things get out of hand (Resource Center, n.d.)
The five phases are:
1. The Latent Stage – This is the stage that has the potential for conflict. Competition for resources, wanting control of an activity that clearly is in someone else’s domain and two parties working on a project who cannot reach consensus on what they should do.
2. The Perceived State – One or more of the parties are becoming aware of actual conflict. This would be an appropriate time to try and improve communications.
3. The Felt Stage – Emotions are coming into play. It may be that there are inconsistent demands or organiz.
The document discusses techniques for managing social conflicts. It begins by defining conflict as the confrontation of views between individuals or groups over a problem, rather than the problem itself. It describes three elements in any conflict: the individuals, the problem, and the crystallization of views. Crystallization, where views become rigid and closed off, is identified as the negative aspect of conflict.
The document then outlines three techniques for managing conflicts: fighting, stifling, and solving. Fighting involves confrontation that exacerbates differences and leaves problems unresolved. Stifling postpones conflicts without resolving underlying issues. Solving aims to harness collective intelligence to find comprehensive solutions that address problems. The document advocates for the solving technique to productively manage
A Study on Managing Conflict among Women Employees in IT Sector BangaloreDr. Amarjeet Singh
Conflict management is used to resolve the problems between the interpersonal skills in the organization. Now a days the conflict arises due to the non-understanding between each and every one. The communication is also the major thing to get into conflict inside the organization. Conflict is a situation when two or more people face disagreements. The conflict resolution is the process which reach a peace full resolution to a dispute. In this paper we are going to see the conflict resolution for women employees in the IT sector by using the descriptive tool.
This document discusses managerial decision making. It covers the characteristics and types of decisions managers face, the steps in rational decision making, and barriers to effective decision making. It also addresses making decisions individually, in groups, and in organizations. Key points include:
- Programmed vs nonprogrammed decisions
- Steps in rational decision making: identifying the problem, generating alternatives, evaluating alternatives, choosing, implementing, and evaluating
- Barriers like psychological biases, groupthink, and goal displacement
- Encouraging creativity through techniques like brainstorming
- Models of organizational decision processes like bounded rationality and incrementalism
Communication with others can occur through encoding messages and transmitting them via channels to receivers for decoding. There are also factors like feedback and noise that can influence communication. A transmission model of communication describes this process. Communication also occurs through cyber means and small groups. Argumentative communication exists on a continuum from opinions to facts, and influences decision making in both casual and formal interactions.
Does Distributed Development Affect Software Quality? An Empirical Case Study...Daniel Agaba
This document summarizes a study that examines the impact of distributed development on software quality using data from the development of Windows Vista. The study compares failures of components developed by distributed teams to those developed by collocated teams.
The study finds only a small difference in failures between distributed and collocated components, and the difference becomes negligible when controlling for team size. It also examines complexity and maintenance characteristics and finds little difference between distributed and collocated components. Further, the Windows Vista development process utilized practices that may mitigate challenges of distributed development.
Conflict Resolution (Comprehensive) PowerPoint Presentation 149 slides with 8...Andrew Schwartz
The document discusses conflict, including defining it, explaining its causes and escalation, and methods for managing and resolving it. It notes that two main causes of conflict are a lack of communication and unmet expectations. When faced with conflict, the biological response is fight or flight, and conflict escalation should be avoided, as it becomes harder to deescalate over time. The document outlines a four step process for managing conflict and discusses various conflict resolution methods like avoidance, accommodation, problem solving, and compromise.
This document discusses the nature and management of conflicts. It defines conflict as a struggle between opposing parties, views, or goals. It outlines 5 stages of conflict escalation from initial discomfort to crisis. It then provides techniques for resolving conflicts at each stage, from direct communication at early stages to mediation during crises. Finally, it lists 4 preventive measures organizations can take to avoid conflicts, such as clearly defining goals, implementing fair reward systems, promoting trust and communication, and ensuring coordination between units.
ORGANIZATIONAL COMMUNICATIONDr. Christopher MayesConflict can .docxLacieKlineeb
ORGANIZATIONAL COMMUNICATION
Dr. Christopher Mayes
Conflict can be disastrous for an organization if not handled properly. Do you think that internal or external conflict is more dangerous for an organization?
Casey McCloskey
Hello Everyone,
A crisis can affect any organization at any given time. The crisis can come from a natural disaster, human induced, or intentional by the organization. However, the crisis comes about, there are four phases an organization must approach. According to Chadha, the four crisis management phases are,
1. Mitigation
2. Preparedness
3. Response
4. Recovery
Mitigation means to create a game plan to set in motion when a crisis hits. Determine who needs to be informed first and create an open line of communication.
Preparedness refers to making sure the plan is in place when it is needed and periodically reviewing it.
Response is the actions an organization takes when a crisis has happened. Things like putting out correct information, virtual work set up, and stakeholder communications need to be addressed.
Recovery means what the organization does to bounce back from the crisis. Like, how the organization gathers together, how they fix the crisis, and the type of communication they offer their stakeholders. This is the most difficult phase of a crisis because trust or reputation of the organization may have been lost in the crisis. It takes careful actions and time to create a trust with their consumers again.
Chadha, P. (2020). The Four Phases of Crisis Managment.
AGB. Retrieved from https://agb.org/blog-post/the-four-phases-of-crisis-management/
Jennifer Gelert
Good afternoon, Professor Mayes, and class,
I must admit I was trying to make a connection between our readings that deal with crisis communication and organizational conflict. Especially when the words ‘organizational conflict’ was not stated. I figured the best place to start was with the term ‘organizational conflict.’ Herrity (2022) shares that organizational conflict is an internal misunderstanding or disagreement. A lack of cohesion and collaboration in the workplace is lost. If everyone is at odds with each other, it could be challenging to get everyone in agreement with the company’s goals. It is important to understand the five phases of organizational conflict. Noticing when things are escalating allows for stepping in before things get out of hand (Resource Center, n.d.)
The five phases are:
1. The Latent Stage – This is the stage that has the potential for conflict. Competition for resources, wanting control of an activity that clearly is in someone else’s domain and two parties working on a project who cannot reach consensus on what they should do.
2. The Perceived State – One or more of the parties are becoming aware of actual conflict. This would be an appropriate time to try and improve communications.
3. The Felt Stage – Emotions are coming into play. It may be that there are inconsistent demands or organiz.
The document discusses techniques for managing social conflicts. It begins by defining conflict as the confrontation of views between individuals or groups over a problem, rather than the problem itself. It describes three elements in any conflict: the individuals, the problem, and the crystallization of views. Crystallization, where views become rigid and closed off, is identified as the negative aspect of conflict.
The document then outlines three techniques for managing conflicts: fighting, stifling, and solving. Fighting involves confrontation that exacerbates differences and leaves problems unresolved. Stifling postpones conflicts without resolving underlying issues. Solving aims to harness collective intelligence to find comprehensive solutions that address problems. The document advocates for the solving technique to productively manage
2Conflict Development cycleThe stages or steps in the conf.docxlorainedeserre
2
Conflict Development cycle
The stages or steps in the conflict-development cycle are as follows:
1.Latent conflict. At the latent stage, all of the basic conditions for future conflict exist but have not been recognized as a problem by potential adversaries. The most likely sources of substantive disagreement in an organizational setting are competition for scarce resources, role conflicts, and incompatible expectations.
2.Perceived conflict. The cause or causes of the conflict are recognized by one or both of the parties. Some latent conflicts are never perceived as conflicts per se and do not cross the threshold of awareness.
3. Felt conflict. At this point, tension starts to build between the participants. Feltconflict differs from perceived conflict in that at least one of the parties begins to experience discomfort, stress, or anxiety.
4.Manifest conflict. The struggle begins in earnest, and the behavior of the participants makes the existence of the conflict obvious to others who are not directly involved in the dispute. Manifest conflict takes the form of overt behavior such as apathy, withdrawal, minimum job performance, sabotage, and open aggression.
5.Conflict resolution. Attempts to resolve the conflict can range from approaches that simply ignore it to strategies designed to confront it head-on and resolve it in such a way that all parties can achieve their goals.
6.Conflict aftermath. The conflict is ended by resolution or suppression. This establishes new conditions that may lead to more effective cooperation or to a new conflict, which could be much worse than the previous one.7
Reference
More, H. W., Vito, G. F., & Walsh, W. F. (2011). Organizational behavior and management in law enforcement (3rd ed.). Upper Saddle River, NJ: Prentice Hall. ISBN-13: 9780135071526
URL:
http://gcumedia.com/digital-resources/pearson/2011/organizational-behavior-and-management-in-law-enforcement_ebook_3e.php
...
B5 mediation skills for quick intervention managing conflict with angry clie...ocasiconference
The document provides an overview of a workshop titled "Putting out the Fire: Mediation Skills for Quick Intervention". The workshop aims to teach executive directors mediation principles and techniques to help resolve conflicts as they arise. The workshop will explore the nature of conflict, the role of a mediator, and core mediation skills like interest-based problem solving and active listening. It will also introduce a "Quick Intervention Model" to help mediate conflicts on the spot using these skills.
This document summarizes a case study involving conflict between faculty members at a dental school. The chair of the Restorative Dentistry department, Dr. Middleman, is facing conflicts between individual faculty members, between tenure-track and non-tenure track faculty, and between faculty and administration. The conflicts stem from the implementation of new clinical and research faculty tracks to address limited resources, as well as differences in workloads and opportunities between faculty tracks. Managing the conflicts will require effective communication and an understanding of conflict management strategies.
This document discusses strategies for managing conflict as a faculty leader. It outlines various communication techniques for conflict resolution, including transparent communication, open discussion, and active listening. It also describes potential management approaches to conflict, such as avoidance, accommodation, competition, negotiation, and collaboration. The document then presents a case study involving conflicts between faculty members and the administration at a dental school due to limited resources. Faculty leaders are encouraged to recognize the sources and potential outcomes of conflicts, develop strong communication skills, and consider different management strategies to resolve issues constructively.
The document analyzes conflict management styles in teams at three IT companies - Cognizant Technology Solutions, Wipro, and Syntel Inc. It discusses the conflict management process and strategies like mediation, arbitration, control, acceptance, and elimination. It also examines ways people deal with conflict, including withdrawing (like a turtle) or forcing their solutions (like a shark). The objective of the project was to identify and compare conflict management styles in the teams of each company and perform correlation analysis on the collected data about their conflict management styles.
The document discusses conflict management in healthcare organizations. It begins by defining conflict and describing its causes and effects. It then explains different types and levels of conflict that can occur between individuals, groups, and organizations. The document outlines several models of conflict processes and various strategies for managing and resolving conflicts, including avoiding, accommodating, compromising, problem solving and collaborating. It emphasizes the importance of open communication and a participatory leadership style for addressing conflicts in hospital settings.
Lecture 4_Managing People and Pharmacy Operations (Part I).pdflaonedikgang1
The document discusses conflict resolution in the workplace. It describes five models of conflict management: avoiding, competing, accommodating, collaborating, and compromising. The most productive approach is collaborating, which involves both assertiveness and cooperation to find a win-win solution. Effective conflict resolution requires determining each side's role, agreeing on a solution, allowing all parties to have input, meeting on neutral ground, and defining the problem. Managing conflict well builds strong relationships, maintains morale, achieves goals, and improves employee retention.
Tackling Wicked Problems Through Deliberative EngagementJonathan Dunnemann
The document discusses the need for deliberative engagement to address "wicked problems", which have no technical solutions due to competing values and tensions. It outlines three stages of public problem-solving - divergent thinking, working through tensions ("the groan zone"), and convergent thinking - and notes that current models focus only on divergent thinking. It recommends that municipalities build deliberative capacity at three levels: internally, in public processes, and broadly in their communities. This involves incorporating recognition of complex problems and limits of expertise into decision-making, using deliberative techniques like dialogue to work through issues, and empowering public involvement in solutions.
This document provides an overview of conflict resolution strategies and their benefits. It discusses what conflict is and provides examples of conflicts in the workplace. Two common resolution strategies are described in depth: avoiding conflict and collaborating. Avoiding aims to postpone conflict by not addressing issues, while collaborating involves all parties working together to find a joint solution. Resolving conflicts benefits work efficiency and relationships by promoting understanding between parties. The document also outlines what to do if a conflict cannot be resolved, such as involving a third party or accepting disagreement.
Negotiation Skill and Conflict Management.pptxNarinderBhasin
The document discusses conflict management and negotiation in the workplace. It begins by defining conflict and describing its potential positive and negative effects. It then discusses various causes of conflict, including personality clashes, misunderstandings, and disagreements over resources, authority, values and work methods. The document outlines models of conflict development and resolution, including Pondy's model and the Thomas model of conflict-handling styles. It provides strategies for preventing, managing and resolving conflicts, such as open communication, understanding different perspectives, and using mediators or arbitrators. The summary concludes by noting that conflict is most common during strategic planning, leadership changes and mergers/acquisitions, and is often caused by differing visions, egos or misunderstandings between
Conflict occurs when disagreements exist over issues or goals, or when emotional tensions cause friction between individuals or groups. There are different types and levels of conflict, including substantive, emotional, intrapersonal, interpersonal, intergroup, and interorganizational. Conflict can be functional when it improves decision making, but dysfunctional when it harms relationships. Successful conflict management involves understanding the causes and stages of conflict, then applying appropriate resolution techniques like compromise, problem solving, or altering structural variables to address the underlying issues fueling the conflict.
Conflict is inevitable in work and personal lives. While some conflicts are constructive, others are damaging. It is important to understand different personalities and take steps to manage conflicts in a win-win manner for all parties. There are various types of conflicts, from interpersonal to intergroup, that can be resolved through communication and finding solutions agreeable to both sides. Conflict resolution aims to end conflicts peacefully through understanding issues, exploring alternatives, and using third-party mediators if needed. Teaching conflict resolution skills to students and adults helps promote empathy, reduce aggression, and create more positive school and community environments.
Conflict is defined as a situation where the goals, values or resources of individuals or groups are incompatible. It occurs when there are differences in needs, perceptions, goals or values between parties. There are various types of conflict including interpersonal, intragroup, and organizational. Conflict follows a five stage cycle: tension development, role confusion, injustice collecting, confrontation, and adjustment. Unresolved conflict can be damaging to organizations by distracting from goals and breeding stress, distrust and lowered productivity. Effective conflict management aims to transform conflicts into peaceful outcomes through relationship-building and understanding between conflicting parties.
QUESTION 1Communications can be classified via four methods..docxnanamonkton
QUESTION 1
Communications can be classified via four methods. Which of the following is NOT one of these methods?
Listening
Verbal
Nonverbal
Written
QUESTION 2
Continuous Improvement is a process of the safety management system that emphasizes the contributions people make to __________ and permanent solutions to problems.
short-range
medium-range
long-range
External
QUESTION 3
__________ is any condition in the workplace that, by itself or by interacting with other variables, could cause death, injuries, property damage, or other losses.
A hazard
An accident
An oversight
A miscalculation
QUESTION 4
What form of communication is best to use in the majority of situations that will arise on the job?
Filter free interaction
One-on-one, positive reinforcement
Oral, then written, followed by feedback
One-on-one and face-to-face
QUESTION 5
In the discussion on "Communication Filters," the author of your textbook lists three of the most common filters. Which of the following is NOT one of these filters?
Knowledge
Bias
Mood
Feedback
QUESTION 6
A __________ environment does not exist.
healthy
clean
zero-risk
noisy
QUESTION 7
Which of the following are NOT included in the hidden costs of accidents?
Lost time by supervision
Medical and compensation insurance costs
Costs of breaking in a new worker
Damages to tools and equipment
QUESTION 8
Safety and health efforts should be __________, budgeted, measured, and evaluated.
fixed
complex
planned
motivation
QUESTION 9
Which of the following is NOT one of the nine elements of a safety management system?
Management leadership and commitment
Analyzing the work and the workplace periodically
Hazard recognition, evaluation, and control
Training and orientation
QUESTION 10
Most safety experts agree that most mishaps in the workplace involve human errors of __________ or commission.
planning
omission
involvement
Attitude
QUESTION 11
Safety costs money, and many managers refuse to invest their money on something that produces no profits. How would you go about convincing your manager he or she is wrong? Give an example of your proof. (Minimum of 200 words)
...
This document summarizes a presentation on conflict management. It defines conflict, discusses sources of conflict in the workplace, and models for understanding conflict such as interpersonal, intra-group, and inter-group conflict. It also outlines strategies for managing conflict constructively, including collaboration, compromise, and avoiding escalation. The document analyzes an episode of The Office television show that depicts multiple workplace conflicts and an attempted but unsuccessful conflict resolution by the character Michael Scott.
The document presents information on conflict management. It defines conflict and lists common causes. It describes different types of conflict including internal, interpersonal, intrasender, intersender, interrole, person-role, and intergroup. It outlines stages of conflict as latent, perceived, felt, and manifest. Finally, it discusses strategies for conflict resolution including collaborating, compromising, accommodating, competing, and avoiding.
Ambiguity.Dilemma.Conflicts - The powerful force blocking growth of the orga...Shridhar Lolla
Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
And the truth is that business innovation happen and decisive competitive edge is created when real problems are solved. Most companies are now asking where is that exact problem solving which has the potential to make big business impact.
Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
The document discusses a destructive conflict the author is having with two roommates. It provides context for the conflict, including that it started with a minor issue blown out of proportion by the author's friend that led to arguments and intervention from their RA. The author will analyze this conflict using concepts and theories of conflict to describe and understand it.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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2Conflict Development cycleThe stages or steps in the conf.docxlorainedeserre
2
Conflict Development cycle
The stages or steps in the conflict-development cycle are as follows:
1.Latent conflict. At the latent stage, all of the basic conditions for future conflict exist but have not been recognized as a problem by potential adversaries. The most likely sources of substantive disagreement in an organizational setting are competition for scarce resources, role conflicts, and incompatible expectations.
2.Perceived conflict. The cause or causes of the conflict are recognized by one or both of the parties. Some latent conflicts are never perceived as conflicts per se and do not cross the threshold of awareness.
3. Felt conflict. At this point, tension starts to build between the participants. Feltconflict differs from perceived conflict in that at least one of the parties begins to experience discomfort, stress, or anxiety.
4.Manifest conflict. The struggle begins in earnest, and the behavior of the participants makes the existence of the conflict obvious to others who are not directly involved in the dispute. Manifest conflict takes the form of overt behavior such as apathy, withdrawal, minimum job performance, sabotage, and open aggression.
5.Conflict resolution. Attempts to resolve the conflict can range from approaches that simply ignore it to strategies designed to confront it head-on and resolve it in such a way that all parties can achieve their goals.
6.Conflict aftermath. The conflict is ended by resolution or suppression. This establishes new conditions that may lead to more effective cooperation or to a new conflict, which could be much worse than the previous one.7
Reference
More, H. W., Vito, G. F., & Walsh, W. F. (2011). Organizational behavior and management in law enforcement (3rd ed.). Upper Saddle River, NJ: Prentice Hall. ISBN-13: 9780135071526
URL:
http://gcumedia.com/digital-resources/pearson/2011/organizational-behavior-and-management-in-law-enforcement_ebook_3e.php
...
B5 mediation skills for quick intervention managing conflict with angry clie...ocasiconference
The document provides an overview of a workshop titled "Putting out the Fire: Mediation Skills for Quick Intervention". The workshop aims to teach executive directors mediation principles and techniques to help resolve conflicts as they arise. The workshop will explore the nature of conflict, the role of a mediator, and core mediation skills like interest-based problem solving and active listening. It will also introduce a "Quick Intervention Model" to help mediate conflicts on the spot using these skills.
This document summarizes a case study involving conflict between faculty members at a dental school. The chair of the Restorative Dentistry department, Dr. Middleman, is facing conflicts between individual faculty members, between tenure-track and non-tenure track faculty, and between faculty and administration. The conflicts stem from the implementation of new clinical and research faculty tracks to address limited resources, as well as differences in workloads and opportunities between faculty tracks. Managing the conflicts will require effective communication and an understanding of conflict management strategies.
This document discusses strategies for managing conflict as a faculty leader. It outlines various communication techniques for conflict resolution, including transparent communication, open discussion, and active listening. It also describes potential management approaches to conflict, such as avoidance, accommodation, competition, negotiation, and collaboration. The document then presents a case study involving conflicts between faculty members and the administration at a dental school due to limited resources. Faculty leaders are encouraged to recognize the sources and potential outcomes of conflicts, develop strong communication skills, and consider different management strategies to resolve issues constructively.
The document analyzes conflict management styles in teams at three IT companies - Cognizant Technology Solutions, Wipro, and Syntel Inc. It discusses the conflict management process and strategies like mediation, arbitration, control, acceptance, and elimination. It also examines ways people deal with conflict, including withdrawing (like a turtle) or forcing their solutions (like a shark). The objective of the project was to identify and compare conflict management styles in the teams of each company and perform correlation analysis on the collected data about their conflict management styles.
The document discusses conflict management in healthcare organizations. It begins by defining conflict and describing its causes and effects. It then explains different types and levels of conflict that can occur between individuals, groups, and organizations. The document outlines several models of conflict processes and various strategies for managing and resolving conflicts, including avoiding, accommodating, compromising, problem solving and collaborating. It emphasizes the importance of open communication and a participatory leadership style for addressing conflicts in hospital settings.
Lecture 4_Managing People and Pharmacy Operations (Part I).pdflaonedikgang1
The document discusses conflict resolution in the workplace. It describes five models of conflict management: avoiding, competing, accommodating, collaborating, and compromising. The most productive approach is collaborating, which involves both assertiveness and cooperation to find a win-win solution. Effective conflict resolution requires determining each side's role, agreeing on a solution, allowing all parties to have input, meeting on neutral ground, and defining the problem. Managing conflict well builds strong relationships, maintains morale, achieves goals, and improves employee retention.
Tackling Wicked Problems Through Deliberative EngagementJonathan Dunnemann
The document discusses the need for deliberative engagement to address "wicked problems", which have no technical solutions due to competing values and tensions. It outlines three stages of public problem-solving - divergent thinking, working through tensions ("the groan zone"), and convergent thinking - and notes that current models focus only on divergent thinking. It recommends that municipalities build deliberative capacity at three levels: internally, in public processes, and broadly in their communities. This involves incorporating recognition of complex problems and limits of expertise into decision-making, using deliberative techniques like dialogue to work through issues, and empowering public involvement in solutions.
This document provides an overview of conflict resolution strategies and their benefits. It discusses what conflict is and provides examples of conflicts in the workplace. Two common resolution strategies are described in depth: avoiding conflict and collaborating. Avoiding aims to postpone conflict by not addressing issues, while collaborating involves all parties working together to find a joint solution. Resolving conflicts benefits work efficiency and relationships by promoting understanding between parties. The document also outlines what to do if a conflict cannot be resolved, such as involving a third party or accepting disagreement.
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The document discusses conflict management and negotiation in the workplace. It begins by defining conflict and describing its potential positive and negative effects. It then discusses various causes of conflict, including personality clashes, misunderstandings, and disagreements over resources, authority, values and work methods. The document outlines models of conflict development and resolution, including Pondy's model and the Thomas model of conflict-handling styles. It provides strategies for preventing, managing and resolving conflicts, such as open communication, understanding different perspectives, and using mediators or arbitrators. The summary concludes by noting that conflict is most common during strategic planning, leadership changes and mergers/acquisitions, and is often caused by differing visions, egos or misunderstandings between
Conflict occurs when disagreements exist over issues or goals, or when emotional tensions cause friction between individuals or groups. There are different types and levels of conflict, including substantive, emotional, intrapersonal, interpersonal, intergroup, and interorganizational. Conflict can be functional when it improves decision making, but dysfunctional when it harms relationships. Successful conflict management involves understanding the causes and stages of conflict, then applying appropriate resolution techniques like compromise, problem solving, or altering structural variables to address the underlying issues fueling the conflict.
Conflict is inevitable in work and personal lives. While some conflicts are constructive, others are damaging. It is important to understand different personalities and take steps to manage conflicts in a win-win manner for all parties. There are various types of conflicts, from interpersonal to intergroup, that can be resolved through communication and finding solutions agreeable to both sides. Conflict resolution aims to end conflicts peacefully through understanding issues, exploring alternatives, and using third-party mediators if needed. Teaching conflict resolution skills to students and adults helps promote empathy, reduce aggression, and create more positive school and community environments.
Conflict is defined as a situation where the goals, values or resources of individuals or groups are incompatible. It occurs when there are differences in needs, perceptions, goals or values between parties. There are various types of conflict including interpersonal, intragroup, and organizational. Conflict follows a five stage cycle: tension development, role confusion, injustice collecting, confrontation, and adjustment. Unresolved conflict can be damaging to organizations by distracting from goals and breeding stress, distrust and lowered productivity. Effective conflict management aims to transform conflicts into peaceful outcomes through relationship-building and understanding between conflicting parties.
QUESTION 1Communications can be classified via four methods..docxnanamonkton
QUESTION 1
Communications can be classified via four methods. Which of the following is NOT one of these methods?
Listening
Verbal
Nonverbal
Written
QUESTION 2
Continuous Improvement is a process of the safety management system that emphasizes the contributions people make to __________ and permanent solutions to problems.
short-range
medium-range
long-range
External
QUESTION 3
__________ is any condition in the workplace that, by itself or by interacting with other variables, could cause death, injuries, property damage, or other losses.
A hazard
An accident
An oversight
A miscalculation
QUESTION 4
What form of communication is best to use in the majority of situations that will arise on the job?
Filter free interaction
One-on-one, positive reinforcement
Oral, then written, followed by feedback
One-on-one and face-to-face
QUESTION 5
In the discussion on "Communication Filters," the author of your textbook lists three of the most common filters. Which of the following is NOT one of these filters?
Knowledge
Bias
Mood
Feedback
QUESTION 6
A __________ environment does not exist.
healthy
clean
zero-risk
noisy
QUESTION 7
Which of the following are NOT included in the hidden costs of accidents?
Lost time by supervision
Medical and compensation insurance costs
Costs of breaking in a new worker
Damages to tools and equipment
QUESTION 8
Safety and health efforts should be __________, budgeted, measured, and evaluated.
fixed
complex
planned
motivation
QUESTION 9
Which of the following is NOT one of the nine elements of a safety management system?
Management leadership and commitment
Analyzing the work and the workplace periodically
Hazard recognition, evaluation, and control
Training and orientation
QUESTION 10
Most safety experts agree that most mishaps in the workplace involve human errors of __________ or commission.
planning
omission
involvement
Attitude
QUESTION 11
Safety costs money, and many managers refuse to invest their money on something that produces no profits. How would you go about convincing your manager he or she is wrong? Give an example of your proof. (Minimum of 200 words)
...
This document summarizes a presentation on conflict management. It defines conflict, discusses sources of conflict in the workplace, and models for understanding conflict such as interpersonal, intra-group, and inter-group conflict. It also outlines strategies for managing conflict constructively, including collaboration, compromise, and avoiding escalation. The document analyzes an episode of The Office television show that depicts multiple workplace conflicts and an attempted but unsuccessful conflict resolution by the character Michael Scott.
The document presents information on conflict management. It defines conflict and lists common causes. It describes different types of conflict including internal, interpersonal, intrasender, intersender, interrole, person-role, and intergroup. It outlines stages of conflict as latent, perceived, felt, and manifest. Finally, it discusses strategies for conflict resolution including collaborating, compromising, accommodating, competing, and avoiding.
Ambiguity.Dilemma.Conflicts - The powerful force blocking growth of the orga...Shridhar Lolla
Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
And the truth is that business innovation happen and decisive competitive edge is created when real problems are solved. Most companies are now asking where is that exact problem solving which has the potential to make big business impact.
Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
The document discusses a destructive conflict the author is having with two roommates. It provides context for the conflict, including that it started with a minor issue blown out of proportion by the author's friend that led to arguments and intervention from their RA. The author will analyze this conflict using concepts and theories of conflict to describe and understand it.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
Liberty university coms 560 final paper
1. Liberty-University CMOS 560 Module 8
Final Exam
Get help Liberty-University CMOS560 Module 8 Final Exam. We provide assignment, homework,
discussions and case studies help for all subject Liberty-University for Session 2015-2016
COMS 560 Module 8 Final Exam
Question1
In thisdysfunctional/destructive conflictcycle,the conflictbogsdowninthe differentiation
stage whencompetitiveinterestsleadtodivergence ratherthanintegration.Inthiscycle,
the participantsare so concernedwithwinningthattheyare unable torespondto integrative
messages,if indeedthose messagesevenmake itintothe conflictinteraction.
Question2
Accordingto Cahnwhichof the followingisnotone of the communicationconsiderationsfor
determiningwhentoengage inassertiveornonassertive communicationbehavior.
Question3
An alternative todisputeresolutionthatisillustratedbyapersonwhocuts throughthe red
tape on behalf of individualswhofeel abusedbythe largersystem(oftengovernmental
2. agencies) inwhichtheyworkstudyorseeksupport.
Question4
The stage of conflictmanagementwhereatleastone personinthe conflictpointsto
somethingasthe “beginning”of the conflictisknownas:
Question5
The type of stressthat occurs wheytoo manytasks andresponsibilitiespileuponus and
we are unable toadapt to the changesor cope withall that ishappeningatonce:
Question6
Thistheoryof conflictsaysthatpeople experience conflictbecauseof theirintrapersonal
states:
Question 7
A conflictwhenatleastone personisan interdependentrelationshipthinksthatthere isa
conflictbutaftertalkingtothe other(s) involved,findsthere isnoconflictiswhatkindof
conflict?
3. Question8
Whichof the followingare positivestresscopingmechanisms:
Question9
The stage of conflictwhere ongoinginteractionpatternsoccursandwhenthe participants
use constructive ordestructive strategiesandtacticspresentingbothsidesof the story,
movingbackand forth,and escalatingandde-escalating.
Question10
The objective of usingcollaborationinconflictsituationsis:
Question11
Whichof the followingconflictstrategiesbelowwouldbe classifiedanegative model.
SelectedAnswer:Arbitration
Question12
Thistype of faceworkmaybe definedas:statementsmeanttoameliorate (improve) the
effectof face-threateningmessages:
Question13
Problematicconflictsituationshave whichof the followingcharacteristics:
4. Question14
What type of negotiationcombinesformal bargainingtechniqueswithmayskillstaughtin
basicinterpersonal communicationcoursessuchaseffectivelistening,assertiveness,
supportive communicationandcollaboration.
Question15
Thistheoryof conflictsaysthatpeople evaluatetheirinterpersonalrelationshipsintermsof
theirvalue,whichiscreatedbythe costsand rewardsassociatedwiththe relationship.
Question16
The stepsto reconciliationinclude:
Question17
Whengeneratingsolutionstoconsiderinsolvingaconflict,this technique grantstothe
otherthose issuesthatthe othergivestoppriority.
Question18
“He’sgot the bestcase”, The jury’sstill outonthat one”,You’re accusingme of what?”,
“She’sthe guiltyparton thisone”.Are all examplesof conflictbeingdescribedasa
metaphorof:
Question19
5. Whichof the followingisnotpart of the six stepprocesstosuccessful interpersonal conflict
resolution?
Question20
The assumptionthatpeople trytominimize theirlossesandmaximize theirgainsisknown
as:
Question21
From a communicationperspective,we define __________________ as the abilitytoforce
one’swill (i.e.wants,needs,ordesires) onanotherpersonthroughthe use of verbal or
nonverbal actsdone ina way that violatessociallyacceptable standards,carriedoutwith
the intentionorthe perceivedintentionof inflictingphysical orpsychological pain,injuryor
suffering.
Question22
Thistheoryof conflictsaysthatconflictisthe normal state of affairswithinanysituationand
isnecessaryforgrowthand adaptation.
Question23
The communicationof __________ inconflictsituationsoccurswhenatleastone dominates
or triesto force hisor her decisiononthe other.
6. Question24
A defensive climate forconflictresolutionconsistof all butone of the following
Question25
Whichof the followingreasonsare notthe reasonsCahngivesforpeople notpracticing
forgiveness.
Question26
The communicationapproachthatbreaksthe problemdownintoitssmallestpiecesand
thendealingwitheachpiece one ata time iscalled:
Question27
The communicationof ________occurs whennoone totallywinsorloses,eachgetting
something(perhaps) of whatshe orhe wanted.
Question28
The Stage of conflictwhenthose involvedagree tosome resolutionoroutcome tothe
conflict.
Question29
The conflictstrategythat promoteshighpersonal stress/low relationshipstressis:
Question30
7. Totake a meta-conflictperspective means:
Question31
Whichof the followingactivitiesmaybe consideredpositive approachestoanger
management:
Question32
A supportive climateforconflictresolutionconsistof all butone of the following:
Question33
Stressorscan include:
Question34
The objective of usingcompetitioninconflictsituationsis:
Question35
These define ourexpectationsaboutthe waywe shouldbehave towardsothersaswell as
theywaytheyshouldbehave towardus.
Question36
Angeroutsare people whohave ahard time admittingthatthe are angry. Theirresponse to
angeris generallyavoidantandpassive.The sulkaround,expectyoutoreadtheirminds
8. and evenbecome angrier.
Question37
A conflictstrategyisa preferredsetof behaviorsfordealingwithconflictsituationswhilea
conflictstyle referstoanoverall planforhandlingaconflictsituation.
Question38
A formulaforeffectiveI-statementsis:“Ifeel...whenI.. . because I (think,believe)...I’d
like (want,wish) …”.
Question39
Effective
conflictmanagementconsists of actingandreactinginproblematicsituationsinsucha way
as to convertpotentiallydestructive interpersonal conflictsintoproductive ones.
Question40
Assertingyourself appropriatelymeanstakingseriouslyyourbasiccommunicationrights,
whichderive fromthose rights,concerns,orinterestscommontoall communicators.
Question41
Forgivenessisabehavioral processinwhichwe take actionstorestore a relationshipor
create a newone while reconciliationisacognitive processthatconsists of lettinggoof
feelingsof revenge anddesirestoretaliate
9. Question42
It isnot an overstatementtosaythatforgivenessisthe mostimportantpartof conflict
management.
Question43
The transactional model of communicationviewscommunicationas a processof sending
and receivingmessagesbetweentwoindividualswhile the linearmodelviews
communicationasa processbywhichpeople make orcreate meaningtogether.
Question44
The S-TLC systemof respondingtoconflictstandforStop,Talk,ListenandCommunicate.
Question45
Probablythe mostimportantskill inconflictisthe abilitytouse I-state-mentsthat
personalizethe conflictbyowninguptoour feelingsratherthantomake themthe
responsibilityof the otherperson.
Question46
Qualification,solicitingdisclosure,empathy,andacceptingresponsibilityare all
communicationtacticsusedtoenacta strategyof collaboration.
Question47
Distrustdevelopswhenapersonisbenevolentorhonesttowardanotherindividual andthat
10. personcomesto believe the caringactionstranscendanydirectbenefitthe otherreceives
as a resultof caring.
Question48
Coupleswhotrusteachotherare more optimisticandtendtoreport thattheirpartner’s
motivesare positive,eventothe extentof sayingthatthe otherperson’smotivesweremore
positive thantheirown.
Question49
Stressisusuallynotthe cause of conflictbutratherthe resultof conflict.
Question50
A face threatis takesplace whenone individual doesnotfeel acceptedbythe other.
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