Introduction
A team within an organization is a group of managers, divisions, and employees who have achieved a high degree of cohesion and productivity, benefiting the enterprise. The primary reasons for the growth in the number of teams are that they enable a noticeable increase in productivity and quality of work, and enhance team morale. The use of teams in workshops and divisions contributes to the company’s success and productivity. One of the key components of an effective team, providing a quick and high-quality solution to work tasks, is communication as a strategic tool and conflict management.
Communication as a Strategic Tool
Christensen’s approach pays significant attention to internal communications, as ultimately, it is about the organizational behavior that forms the basis for understanding the role of communications. Consequently, the position of communication managers in the organization’s hierarchical structure must inevitably change. Their new position should be such that, on the one hand, they can maintain a critical distance from the issue.
On the other hand, they must ensure the possibility of confidential work and, accordingly, influence on the highest levels of the organization (Christensen, 2014). The position of this new specialist is clearly indicated in the organizational structure. A new approach to the role of a communications manager requires forms of communication that facilitate large-scale dialogue and flexible planning systems for creating and applying scenarios in specific situations promptly, ultimately benefiting the organization.
Conflict Management
The existence of the listed sources or causes of conflicts increases the likelihood of their occurrence; however, even with a large possibility of conflict, the parties may not want to engage in conflict interaction. Sometimes the potential benefits of participating in a conflict are not worth the cost. Having entered into a conflict, as a rule, each side does everything so that its point of view is accepted, its goal is achieved, and prevents the other side from doing the same.
Conflict management is necessary here: depending on its effectiveness, the consequences of the conflict will become either functional or dysfunctional (Wang & Wu, 2020). This, in turn, will affect the likelihood of subsequent conflicts. In accordance with the situation, taking into account the individual psychological characteristics of the conflict participants, the manager should apply various interpersonal styles of conflict resolution. At the same time, the strategy of cooperation should be the primary one, as it is most often what makes the conflict functional.
Management is responsible for creating a moral climate within the organization. Top-level managers should be responsible for determining the boundaries of loyalty in relation to possible illegal activities of the organization (Wnag & Wu, 2020). Since this boundary may become unclear or disappear during conflict, it should be clearly defined and understood to prevent confusion. Managers have the right to expect loyalty from employees in a conflict, but they must also offer a solution that eliminates obstacles to the workflow.
Conclusion
Employees need a pleasant and safe work environment to reduce workplace stress. Dangers, distractions, and annoyance can cause stress, especially if the employee cannot do anything to change them. Such stressors may include ineffective communication and frequent conflicts. Treating employees with care, respect, and attention is necessary, as well as doing everything possible to make them feel comfortable in the workplace. This list encompasses competitive conflict and communication management, ensuring organizational effectiveness and fostering productive employee interaction.
References
Christensen, M. (2014). Communication as a strategic tool in change processes. International Journal of Business Communication, 51(4), 359–385. Web.
Wang, N., & Wu, G. (2020). A systematic approach to effective conflict management for program. SAGE Open, 10(1). Web.