An Essay on Conflict Management and Negotiation
Chapter One
Preamble of the Study
Conflict management can best be understood by first knowing what conflict is. The term conflict refers to perceived incompatibilities ensuing usual from some form shape of interference or opposition. Conflict management, then, is the employment of strategies to right these perceived differences in a positive manner. For many decades, managers had been taught to view conflict as a terrible force. However, conflict may also without a doubt be either functional or dysfunctional. Whereas dysfunctional conflict is unfavourable and leads to diminished productivity, functional conflict may virtually encourage larger work effort and assist project performance. Borisoff and Victor (1998) factor out, “We have come to recognize and to renowned the benefits dealing with conflict affords. Because of our differences, we communicate, we are challenged, and we are pushed to find innovative solutions to problems.”
Chapter Two
Literature Review
SOURCES OF CONFLICT
According to each Daft and Terry, several elements might also create organizational conflict. They are as follows:
- Scarce Resources. Resources can also email encompass money, supplies, people, or information. Often, organizational gadget are in competition for scarce or declining resources. This creates a situation where conflict is inevitable.
- Jurisdictional Ambiguities. Conflicts may additionally also surface when job boundaries and assignment duties are unclear. Individuals may additionally disagree about who has the duty for duties and resources.
- Personality Clashes. A personality conflict emerges when two people simply do not get along or do not view things similarly. Personality tensions are caused by differences in personality, attitudes, values, and beliefs.
- Power and Status Differences. Power and status conflict may occur when one individual has questionable influence over another. People might engage in conflict to increase their power or status in an organization
- Goal Differences. Conflict can also manifest because people are pursuing one of a kind goals. Goal conflicts in individual work units are a natural part of any organization.
- Communication Breakdown. Communication-based boundaries may also be derived from differences in speaking styles, writing styles, and nonverbal communication styles. These stylistic variations regularly distort the conversation process. Faulty communication leads to misperceptions and misunderstandings that can lead to long-standing conflict. Additional obstacle to communication might also emerge from the cross-gender and cross-cultural variation of participants
There are many approaches to get to the bottom of conflict, some of them being avoidance, yielding, and problem solving, and compromising. Mr. Nobles is taking part actively in the integration process. The best conflict management strategy available to Noble at this time would be problem solving. Problem solving serves the nice skill for fighting conflict resolution because it is excessive on cooperation and assertiveness. The decision from this technique outcome in a win-win scenario because the agreement is supposed to fulfill every of the parties involved. This type of method excels when the worries of either sider are too important to compromise, which they are in this situation. Problem solving is additionally used to reap commitment through consensus, merge two different perspectives and to mend relationships (Langton, 2010).The integration of these companies has no longer been profitable at this point and by merging the two exclusive views into one culture through the use of problem solving, it ought to amplify the possibilities of profitable integration and suit expected profits.
Negotiation can take a wide variety of forms, from a skilled negotiator appearing on behalf of a precise agency or role in a formal setting, to an casual negotiation between friends. Negotiation can be contrasted with mediation, where a neutral third party listens to each side’s arguments and tries to assist craft an agreement between the parties. It can additionally be in contrast with arbitration, which aspect make an argument as to the merit o of their case and the arbitrator decides the outcome. In arbitration, both sides make an argument as to the merits of their case and the arbitrator decides the outcome. This negotiation is additionally sometimes referred to as positional or hard-bargaining negotiation. Negotiation theorists usually distinguish between two sorts of negotiation. Different theorists use extraordinary labels for the two commonplace sorts and distinguish them in exclusive ways.
Chapter Three
Recommendation and Conclusion
Recommendation
Negotiator should adopt effective conflict management strategies that will improve on both parties having conflict, and they should ensure a free flow of communication between them
Conclusion
Negotiation in conflict management is imperative in the essence that it is an alternative to other conflict resolution mechanisms that require time and financial input which can be prevented through negotiations. Further, negotiations deliver collectively parties in conflict who share and air their views and concerns about the variations held. In essence negotiation serves to reconcile conflicting parties via ensuring that the settlement arrived at is as a result of direct contribution of the negotiating parties as discussed (Sturm & Guldin , 2007; Yousefi et al , 2005).
References
- Hudson, K., Grisham, T., Srinivasan, P and Moussa, N.;. (2005). Conflict Management, Negotiation, and Effective Communication: Essential Skills for Project Managers. Cloisters Square, perth, Australia.: Sinclair Knight Merz Pty Ltd.
- Pistone , R. A. (2007). Case Studies: The Ways to Achieve More Effective Negotiations. Pepperdine Dispute Resolution Law Journal, 7(3), 1-50. Retrieved from http://digitalcommons.pepperdine.edu/drlj
- Sturm, S., & Galdin, H. (2007). Conflict Resolution and Systematic Change. Journal of Dispute Resolution, 1(3), 1-24.
- Yousefi, S., Hipel, K. W., & Hegazy, T. (2005). Attitude-Based Strategic Negotiations for Conflict Management in Construction Projects. Project Management Journal, 41(4), 99-107.
- https://courses.aiu.edu/CONFLICT%20MANAGAMENT/Sec%201/SEC%201%20CONFLICT.pdfLewicki, Saunders and Barry, Negotiation, McGraw-Hill, 2014 (7th ed.)
- McShane and Glinow, Organizational Behaviour: Emerging Knowledge, Global Reality, McGraw-Hill, 2015 (7th ed.)
