Carter McNamara stated that “A job is a collection of tasks and responsibilities that an employee is responsible to conduct.” (McNamara, 2008). Thus, a team is needed in an organization to complete the job. However, Paul Glen indicated that “Complete satisfaction just isn’t part of the human condition. We are a restless and ambitious species.” (Glen, 2003) thus, conflict is sure to arise. However, the concept of conflict negotiation within teamwork helps in approaching conflict management. As a manager or leader it is a fundamental duty to maintain the goal of the company by resolving conflict through negotiation.
On a personal basis I feel that I am quite able to handle the situations arising from conflict and negotiation issues. My Face-to-Face Communication Style is generally subdued to make people understand through logic and proper judgment. To achieve this goal listening is needed and I am a good listener. This makes me accepted to all. To back this listening skill I make it necessary in Giving Feedback, otherwise, listening would surely fail. Now comes the second part of Working with others that involve proper Power orientation and Conflict negotiation Skills. It is obvious that I maintain a Formal organizational relation with both the superiors and subordinates. This makes me accessible to both the parties and it incorporates trust. (Taylor, 1993). Thus, I would not judge myself a highly Power-Oriented but a moderate method is more acceptable for me. However, the most Preferred Type of Power is situational as it is most important and effective to exhale power on situations needed only and not always. Logically, I maintain this impression of a person with integrity and of trust making me accessible and these places me at the negotiating position. My Preferred Conflict-Handling is making the members of a team to understand that the other party also possesses a standpoint and it is helpful to listen to the other party and understand the thought process. Once this is clarified, the main aspects of conflict seize to exist and creative conflict arises out of general conflict. (Robbins & Judge, 2009)
As a conflict manager in a leadership role the issue relating to the case of Atlantic Scaffolding Company and United Brotherhood of Carpenters and Joiners of America (CASE 16-CA-26108) would be an interesting one. “While there is no dispute that Respondent’s general foremen are supervisors and excluded from the protection of the Act, the parties do not agree as to the supervisory status of the foremen.” (National Labor Relations Board, 2008) The process of advocacy and inquiry is one of the fundamental standpoints of in conflict management. Here the conflict manager in a leadership role gathers enough information about the conflict and places them in front of the conflicting parties. This clarifies misunderstand generated between the parties and resolves the issue mostly by making suggestion by the conflict manager or way-out formulated by the parties themselves. This is the most logical way out otherwise it would cause harm for both the parties with stoppage of job and waste of production time.
It is essential to make the parties understand that they work as a team. Team learning is the fundamental aspect of modern organization. It involves in-house training and creating environment of collaboration and teamwork. It is a very important part of the management and this creates a fraternity that enables the organization to work efficiently with speed. Once teamwork ethics are well taught it becomes easy for a company to achieve its goals and conflict resolution and negotiation would no longer be needed.
References
Glen, P. (2003). Job Satisfaction: It’s Highly Overrated. 2009. Web.
McNamara, C. (2008). Employee Task and Job Analysis. Web.
National Labor Relations Board. (2008). Atlantic Scaffolding Company and United Brotherhood of Carpenters and Joiners of America. CASE 16-CA-26108. Web.
Robbins, S. P., & Judge, T. A. (2009). Organizational behavior. Upper Saddle River, NJ: Prentice Hall.
Taylor, B. (1993). In Search of Identity: Clarifying Corporate Culture. 2009. Web.