Smsvn conflicts
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The document discusses organizational and team conflicts within companies. It identifies common causes of conflicts as unclear responsibilities, conflicting interests, limited resources, and interpersonal relationships. The document also categorizes different types of power like formal authority, ability to give rewards or penalties, expertise, and personal influence. Finally, it outlines conflict resolution strategies such as problem solving, compromise, forcing decisions, avoiding difficult issues, and withdrawing from conflicts.
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Describe the types of conflict that seems to exist within the Bluebirds organization. What are the causes? The problems in the bluebird’s organization are many, first there is recognition conflict, and then they have payment conflict. All the conflicts are caused from poor communication. In every organization, communication is very important and has the ability of putting away unnecessary conflicts that may come anytime. For example, the team owner needs to respect the work of the manager and let him do his job. However the manager also needs to have some communication skills and should bring together the team by letting them know reasons for each and every decision he made in the organization’s endeavors.
Is the situation characterized by the functional or dysfunctional conflict, or both? Explain.
The situation is characterized by functional conflict. The situation is based on things that need to be addressed if the team is going to play like it is supposed to. They have to sit together, and let each one say what they have to In order to express their needs. They have to swallow their pride and let the different parties explain their arguments. It is based on functional conflict because the things bringing the misunderstandings are real problems that should be addressed.
Assume that Trudy has hired you as a consultant to help her address the situation. Describe the steps that you could take.
If I was hired by Trudy, my first task could be to bring all the involved parties together, remind them of the role they were employed to play in the organization, then give them time to express their problems. All this is going to happen with a prior meeting with each party before bringing them together. This is to make everyone calm down and not argue from a disappointment view and working as a team.
Organizational
Structure and
Culture
Organizational
Structure
Formal system
of work roles
and relationships
Govern how
associates and
managers
interact
Organizational
Culture
Shared values
and norms
Influence
behavior
ELEMENTS OF
ORGANIZATIONAL STRUCTURE
Structural
Characteristics
� Tangible, physical
properties
� Determine basic shape and
appearance of hierarchy
~ height
~ span of control
~ departmentalization
Structuring
Characteristics
� Policies and approaches
� Directly prescribe behavior
of managers and associates
~ centralization
~ standardization
~ formalization
~ specialization
STRUCTURAL
CHARACTERISTICS
Span of Control
HeightDepartmentalization
DEPARTMENTALIZATION:
FUNCTIONAL ORGANIZATION
CEO
VP Research
&
Development
VP Finance VP Operations
VP
Marketing
VP Human
Resources
Adapted from Exhibit 13-2: Simplified Functional Organization
Benefit: deep specialization knowledge in each functional area and economies of scale
within functional areas
Weakness: members in each function may become isolated from other departments
CEO
Head of .
Chapter 3Team Communication and Difficult Conversations.docx
Chapter 3
Team Communication and Difficult Conversations
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Team Assignment
This Photo by Unknown Author is licensed under CC BY-NC
©McGraw-Hill Education.
2
Your Team and Roles
Each of you must assume one of the following roles for the meeting
1. -- Marketing Manager - to represent the customers and the messaging/branding of the company
2– Finance Manager – to represent the financial interests of the company
3– Human Resources Manager – to represent the employees of the company and their needs
Also, each member must take assume one of the following roles:
Meeting facilitator and coordinator
Create and distribute agenda via email before the meeting.
Create and distribute meeting minutes after the meeting
©McGraw-Hill Education.
Practicing Team Communication
Business Meetings
The scenario:
Your boss has come to you and asked for a solution to the following problem: Your company's email contact list is down by 30% over the past year because your customers are opting out. You must develop a plan to address the problem. Plan a meeting. Design an agenda and a team to address the problem.
You can choose your company together.
Source: https://www.usbusiness-news.com/2018-consumers-more-aware-than-ever-of-ability-to-opt-out-of-marketing-communications-new-research-finds.
©McGraw-Hill Education.
Your Assignment
1. Create a team.
2. Assign team roles.
3. Via email, the team must find and agree on a meeting time outside of class when you can all participate.
4. Create and send out an agenda out before the meeting
5. Meet to develop a response to the case study scenario.
Be sure to represent your position’s interests within the meeting. Develop a list of potential solutions to the problem for the CEO.
6. Develop and send minutes out after the meeting.
©McGraw-Hill Education.
Your Assignment
By the assignment due date, you need to submit the following items, as a team.
Team participants and roles
Meeting agenda(s)
Meeting minutes
Meeting email invitations and scheduling email (screenshoot).
If any team member doesn’t attend the meeting, or participate in the allocation of duties, he/she will not receive credit for the assignment.
©McGraw-Hill Education.
TEAM FACILITATORS
Tips and Advice
©McGraw-Hill Education.
Barriers to Team Effectiveness
Ineffective communication
Lack of effective chartering and goal setting
Lack of clarity and understanding of roles
Low morale
Low productivity
Lack of trust
©McGraw-Hill Education.
In a recent survey, business professionals cited ineffective communication (66 percent) as the biggest barrier to team effectiveness. Other major barriers included lack of effective chartering and goal setting (56 percent), ...
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Smsvn conflicts
- 1. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONFLICT Conflict is inevitable Conflict in IT projects is usually high Conflict can be good can be bad or VERY BAD. => So… what will we do when there is a conflict? 1
- 2. Organizational Conflict Prepared by Nam Trung – 17/10/2013 AGENDA Organizational conflicts Team conflicts Types of power Conflict Resolutions 2
- 3. Organizational Conflict Prepared by Nam Trung – 17/10/2013 ORGANIZATIONAL CONFLICTS Definition of Responsibility Unclear Conflict of Interest Not Enough Resources Interpersonal Relationships 3
- 4. Organizational Conflict Prepared by Nam Trung – 17/10/2013 DEFINITION OF RESPONSIBILITY UNCLEAR Unclear who is responsible for what area work Decisions are made that appear to cross boundaries of responsibility 4
- 5. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONFLICT OF INTEREST Personal interests and goals fit within the structure of the organization? Personal goals >< Organizational goals 5
- 6. Organizational Conflict Prepared by Nam Trung – 17/10/2013 NOT ENOUGH RESOURCES Resources: money, time, materials and human. Valuable resources need to be protected, shared, distributed fairly among departments, teams 6
- 7. Organizational Conflict Prepared by Nam Trung – 17/10/2013 INTERPERSONAL RELATIONSHIPS Prejudices, attitutes, characteristics 7
- 8. Organizational Conflict Prepared by Nam Trung – 17/10/2013 TEAM CONFLICTS PMI’s most reasons of team conflicts: Schedules Project priorities Resources Technical opinions Others: Working Styles Cultural And Gender Differences Personality Clashes Poor Communication 8
- 9. Organizational Conflict Prepared by Nam Trung – 17/10/2013 WHO IS RESPONISBILITY TO RESOLVE CONFLICTS In a Organization? In a Team? The one who has power 9
- 10. Organizational Conflict Prepared by Nam Trung – 17/10/2013 TYPES OF POWER Formal Reward Penalty Expert Reference 10
- 11. Organizational Conflict Prepared by Nam Trung – 17/10/2013 TYPES OF POWER - FORMAL The formal authority or power derived from the position. 11
- 12. Organizational Conflict Prepared by Nam Trung – 17/10/2013 TYPES OF POWER - REWARD Rewards: Salary, promotion, bonus, better assignment 12
- 13. Organizational Conflict Prepared by Nam Trung – 17/10/2013 TYPES OF POWER - PENALTY 13
- 14. Organizational Conflict Prepared by Nam Trung – 17/10/2013 TYPES OF POWER - EXPERT The power delivered from special knowledge or expertise 14
- 15. Organizational Conflict Prepared by Nam Trung – 17/10/2013 TYPES OF POWER - REFERENT 15
- 16. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONFLICT RESOLUTIONS Problem Solving Compromise Forcing Smoothing Withdrawal 16
- 17. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONFLICT RESOLUTIONS - PROBLEM SOLVING Find the root cause Discuss to find the solution Everyone is happy 17
- 18. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONFLICT RESOLUTIONS - COMPROMISE Everybody loses and gains something All parties get some sort of satisfaction 18
- 19. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONFLICT RESOLUTIONS - FORCING Can lead to low morale 19
- 20. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONFLICT RESOLUTIONS - SMOOTHING Avoid areas of disagreements, and focuses on commonalities A way to avoid tough discussions 20
- 21. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONFLICT RESOLUTIONS - WITHDRAWING No action is taken, just avoid the conflict. Useful when conflict gets very heated 21
- 22. Organizational Conflict Prepared by Nam Trung – 17/10/2013 CONCLUSIONS Conflict exists for many reasons. Conflicts are necessary for health relationships, for sharing of ideas and vital to the growth of a group or organization. Proper management of conflict can lead to an established trust and collaboration. 22
- 23. Organizational Conflict Prepared by Nam Trung – 17/10/2013 23