Conflict/Negotiations Scenario Analysis
Conflict/Negotiations Scenario Analysis
University of Phoenix
Cheri Modica
Conflict/Negotiations Scenario Analysis
Conflict management in the workplace is a problem that all leaders, managers, and employees have to deal with at one time or another. The basic components of conflict management include improving communication, teamwork and a systematic approach to resolving disagreements productivity (McShane, 2003, p. 394). In 2002, while working as a human resources representative for the Benefits Department, the department was faced with some issues as our director was forced to leave the organization due to a personal conflict with the human resource executive director. After the director left the department had no direction and the only support the human resource team had was the immediate supervisor. Unfortunately, for everyone including the supervisor, the executive director was targeting everyone that had ever worked with our former director. With the above mentioned, our supervisors ' title changed as needed on a daily basis. For example, if the need prevailed for benefits expertise and knowledge then she would be placed back in her position otherwise she would be treated as one of the representatives. This became an emotional roller coaster for everyone involved as we did not feel supported and was very confused. Meanwhile, the executive director decided to name the payroll manager interim director to the Benefits Department which made thing worse literally. It became evident that this person had no benefits knowledge which meant she made our jobs so difficult by pressing on unimportant issues and bending rules. However, the benefits staff tried to work with the interim director and explain to her how things worked on our side but it was useless. As a result of the conflicts of no support from the interim director, several staff members filed grievances against both the executive director and the interim director. The staff
University of Phoenix
Cheri Modica
Conflict/Negotiations Scenario Analysis
Conflict management in the workplace is a problem that all leaders, managers, and employees have to deal with at one time or another. The basic components of conflict management include improving communication, teamwork and a systematic approach to resolving disagreements productivity (McShane, 2003, p. 394). In 2002, while working as a human resources representative for the Benefits Department, the department was faced with some issues as our director was forced to leave the organization due to a personal conflict with the human resource executive director. After the director left the department had no direction and the only support the human resource team had was the immediate supervisor. Unfortunately, for everyone including the supervisor, the executive director was targeting everyone that had ever worked with our former director. With the above mentioned, our supervisors ' title changed as needed on a daily basis. For example, if the need prevailed for benefits expertise and knowledge then she would be placed back in her position otherwise she would be treated as one of the representatives. This became an emotional roller coaster for everyone involved as we did not feel supported and was very confused. Meanwhile, the executive director decided to name the payroll manager interim director to the Benefits Department which made thing worse literally. It became evident that this person had no benefits knowledge which meant she made our jobs so difficult by pressing on unimportant issues and bending rules. However, the benefits staff tried to work with the interim director and explain to her how things worked on our side but it was useless. As a result of the conflicts of no support from the interim director, several staff members filed grievances against both the executive director and the interim director. The staff
References: Kreitner, Robert, & Kinicki, A. (2004). Organizational behavior (6th Edition). New York: The McGraw-Hill Companies. McShane, S. L., & Von Glinow, M. (2004). Organizational behavior: Emerging realities for the workplace. New York: The McGraw-Hill Companies.