Ronald Reagan Leadership - 808 Words

There are many definitions of a leader and how their leadership skills can be described. One of the theories developed to study leadership is trait approach. Also known as great man theories, it was developed to explain how traits influenced leadership. This theory suggested that certain people were born with special traits that made them great leaders. (Bass,1990; Jago,1982). For this applied leadership mini paper I chose Ronald Reagan as my leader. Through this paper I would like to enlighten how the Trait approach theory helps me to analyze him as a successful leader. â€Å"In his lifetime, Ronald Reagan was such a cheerful and invigorating presence that it was easy to forget what daunting historic tasks he set himself. He sought to†¦show more content†¦Ã¢â‚¬Å"The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.† ― Ronald Reagan References: DSouza, Dinesh. Ronald Reagan: How an Ordinary Man Became an Extraordinary Leader. New York: Touchstone, 1997. Print. Bates. M. (2002, May23). Ronald Reagan- A real leader with real legacy. [Online document]. Retrieved from [http://www.freerepublic.com/focus/news/687263/posts] McCarthy.D (2008, February19). Ten leadership lessons from Ronal Reagan. [Online document, blog]. Retrieved from [http://www.greatleadershipbydan.com/2008/02/ten-leadership-lessons-from-ronald.html] Childers, Dennis. The World Desperately Requires Leaders like President Reagan. Yahoo! Contributor Network., 4 Sept. 2007. Web. 18 Oct. 2012. [http://voices.yahoo.com/the-world-desperately-requires-leaders-like-president-513016.html?cat=9]. Connerly, W. (2000). American Civil Rights Institute. Ronald Reagan Lecture Series. Retrieved from http//:ACRI NEWS -Remarks by Ward Connerly, at Ronald Reagan Lecture Series, Ronald Reagan PresidentialShow MoreRelatedLeadership Qualities Of Ronald Reagan1629 Words   |  7 Pages Leadership Of Ronald Reagan When looking for an individual with very clear management styles as well as leadership skills that made a significant impact on both the United States and internationally, the first person that came to mind was Ronald Reagan. Not everyone can be both a manager with the ability to direct successfully and a leader with extraordinary proficiencies, but Reagan had the gift. It is not so hard to find a manager with leadership qualities or to find leaders with effective managerialRead MoreThe Leadership Styles of John F. Kennedy and Ronald Reagan Essay980 Words   |  4 PagesThe purpose and the intent of this paper are to compare and contrast the leadership styles and scope of influence of two historical leaders. 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Willy Wonka and the Chocolate Factory as Judeo-Christian...

Willy Wonka and the Chocolate Factory as Judeo-Christian Allegory nbsp; nbsp; In the classic childrens film, Willy Wonka and the Chocolate Factory, which is based on the novel Charlie and the Chocolate Factory, the author and writer of the screenplay, Roald Dahl presents the viewer with a strikingly vivid metaphor that compares fundamental Judeo-Christian beliefs with, thats right, candy. The basic figures in the religion are given representational roles in the film that do not hide, but instead sugar coat their meaning. Even the basic concepts of the religion are cleverly placed in the film so that their symbolism is both recognizable and utilitarian. Overall, the film metaphorically presents the dichotomy of†¦show more content†¦The fifth golden ticket is eventually found by young Charlie Bucket, played by Peter Ostrum. Charlie is a pure hearted poor child who survives on cabbage water in a small house with his mother and four grandparents, including Grandpa Joe played by Jack Albertson. nbsp; The viewer first sees Wonka forty-five minutes into the film as he greets the contest winners at the gates of his factory. The winners are allowed to bring with them one member of their own family, and Charlie has brought his Grandpa. The group then enters the factory and begins the tour. On the way however, a certain disaster befalls each of the contest winners: Augustus falls into a chocolate river and is carried away by a pipe; Violet snatches a piece of unperfected chewing gum and turns into a blueberry; Veruca, while dancing and exclaiming give it to me now is dropped down a garbage chute that leads to the furnace; upon the presentation of the prototype for Wonka-Vision, Mike decides that he wants to be the first person to be sent by

Management Principles Market Entry Strategies Free Essays

Executive Summary This report has been written to seek to explore the management principles, which may be applied by businesses when they seek to enter new international markets. The report shall be split into three parts, which will focus on different elements of this. Firstly, the various market entry strategies, which are available to firms who are intending to become international businesses, shall be briefly described. We will write a custom essay sample on Management Principles: Market Entry Strategies or any similar topic only for you Order Now Secondly, three market entry strategies shall be discussed (including their definitions, the basic decisions required to implement these and the positive or negative aspects of each of these strategies). Finally, an analysis of a market entry strategy, which has been used by IBM to move their business into China from the United States (U.S.) shall be analysed and discussed. Then a number of conclusions shall be drawn in relation to market entry strategies and how they have been utilised by firms to date. Introduction This report has been written to seek to explore the management principles, which may be applied by businesses when they seek to enter new international markets. The report shall be split into three parts, which will focus on different elements of this. Firstly, the various market entry strategies, which are available to firms who are intending to become international, shall be briefly described. Secondly, three market entry strategies shall be discussed (including their definitions, the basic decisions required to implement these and the positive or negative aspects of each of these strategies). Finally, an analysis of a market entry strategy, which has been used by IBM to move their business into China from the United States shall be analysed and discussed. The first of these topics shall now be briefly discussed. Market entry strategies available for a firm intending to become international. When an organisation has made a decision to enter an overseas market, there is a variety of options open to it (Meyers et al. 2009). These options will be varied depending upon the cost, risk or the degree of control, which can be exercised over them (McDonald, Burton and Dowling, 2002). However, the easiest way which a firm may enter a new market is by using a form of entry strategy derived from exporting (Morsink, 1998). This may be implemented by using either a direct or indirect method such as, an agent or countertrade (Morschett, Schramm-Klein and Swoboda, 2010). However, there are more complex ways through which firms may seek to enter new international markets (Porter, 1980) these may be derived from the undertaking of joint ventures, or export processing zones (Roberts and Hite, 2007). Cunningham(1986) identified five strategies, which have been used by firms when they are seeking to enter foreign markets, these are: Technical innovation strategy. This is when a firm see ks to create an image so that they are perceived to have superior products. Product adaptation strategy – This is when a business modifies an existing product. Availability and security strategy – This is when a firm seek to overcome transport risks by countering perceived risks. Low price strategy – This is when a firm use a low price to penetrate the new market. Total adaptation and conformity strategy – This is when a firm use a foreign producer to manufacture their products (Cunningham, 1986: 9). Therefore, from the above, we can ascertain that there are a number of market entry strategies, which may be used by firms to seek to enter new international markets. In the next section of this report, three of these shall now be discussed in more detail. Three market entry strategies, which firms may use to become international businesses There are three main entry strategies, which may be used by firms to enter international markets. These are direct, indirect or foreign based (Dunning, 1985).Each of these has a number of advantages and disadvantages. For example, a direct strategy involves the sharing of risk and knows, may be only means of entry into an international market or may be source of supply for third country (Dunning, 1985). Each of these is advantageous and may be implemented through an agent, distributor, government or an overseas subsidiary. However, the disadvantages associated with this approach are that partners may not have full control or management within a company, it may be impossible to recover capital, there could be disagreements between purchasers or third parties or partners may have different views on the exported benefits of the goods or services in question (Ferrell and Hartline, 2008). In comparison, indirect approaches involve trading companies, export management companies, piggy backing or countertrading (Glowik and Smyczek, 2011). Furthermore, foreign based market entry strategies enable companies to set up their operations in other countries. So there are a variety of ways in which organisations can enter foreign markets.Three of these methods shall now be outlined in more detail. The first of these is the use of export processing zones. This is often defined as a zone within a country, exempt from tax and duties, for the processing or reprocessing of goods for export (Croft, 1994). This is a foreign market entry strategy, which is derived from the use of licensing, joint venture, contract manufacture or ownership (Griffin, 2008). In order to determine if this is the best approach, a firm will need to ascertain if there is a demand for their product, they will need to identify potential partners and they will need to ascertain if their earnings will be advantageous from adopting this market entry strategy. The advantages of using this approach are that the host country obtains know how, there is capital, technology or employment opportunities created within the country in question, there could be foreign exchange earnings and this helps foreign internationalization is enabled more easily (Gwartney, Stroup, Sobel and MacPherson, 2009). However, the disadva ntages of this approach are that partners do not have full control or management of their business, it may be impossible to recover capital, there could disagreements between parties as they may have different views on exported benefits or other business topics (Lane, 2006). The second approach, which may be used to enter a foreign market, is often based on bartering. Bartering is defined as the direct exchange of one good for another (Kotler and Armstrong, 2008). In order to determine if this is the best approach, a firm will need to ascertain if there is a demand for their product, they will need to identify potential partners with whom they may barter goods and they will need to ascertain if their earnings will be advantageous from adopting this market entry strategy (Schultz, Robinson and Petrison, 1998). The disadvantages of this approach are that it may involve short-term investments, capital or employment movements, transaction costs and benefits, the business is not part of economy so it may be aliened, laws may be different or create more bureaucracy (Smith, 2011). However, they are simple to administer, there is no currency and they are commodity based valuation or currency based valuation, so there are also a number of advantages to adopti ng this approach. The third method, which may be used by firms to enter a foreign market, is referred to as countertrade (Williamson, 1975). Countertrade is when a customer agrees to buy goods on condition that the seller buys some of the customer’s own products in return (Kotler and Armstrong, 2008). In order to determine if this is the best approach, a firm will need to ascertain if there is a demand for their product or a demand for their partners, they will need to identify potential partners from which they make purchases and they will need to ascertain if their earnings will be advantageous from adopting this market entry strategy (Williamson, 1985). The advantages of this are that it is a method of obtaining sales by retaining a seller and it is an effective method of breaking into a closed market. However, the disadvantages are that there may be usage differences or variety differences between products and locations, it is difficult to set a market price and there may be inconsistenc ies in the delivery and specification of the product or service quality (Glowik and Smyczek, 2011). Each of these three market entry strategies may be employed by companies who wish to enter foreign markets. However, what has been interesting is the recent shift in companies moving to China (Hira and Hira, 2008). This shall be discussed using IBM as an example (Highbeam.com, 2005). Analysis of the market entry strategy of IBM to move their business into China from the United States. In recent years, according to Hira and Hira (2008), a number of multi-national companies, which have been based in the United States, have started to move their operations to China. This is sometimes referred to as off shoring. Off shoring is when companies seek to move parts of their operations to other countries. One example of this is the U.S. company named IBM, which is moving their business China. In this scenario, the market entry strategy, which is being adopted by IBM, is based on knowledge transfer and a foreign market entry strategy (Glowik and Smyczek, 2011). Additionally, IBM is adopting a total adaptation and conformity strategy as they are using a foreign producer to manufacture their products (Cunningham, 1986). This is a big move for IBM, which is a multinational technology and consulting corporation with headquarters based in Armonk, New York in the U.S. They produce and market computers, to both businesses and domestic consumers. The manufacture and develop b oth hardware and software, and provides infrastructure, hosting and consulting services in areas covering many divisions from mainframe computers to nanotechnology (Shelly, 2010). Originally IBM had twenty-five 25 research and development (RD) centers in the US, Europe and Asia. However recently it has decided to establish two major research and development centres in Beijing and Shanghai of China. This move has been undertaken to seek to take advantage of the emerging markets and economies in China and to encourage the technology development in an open standard and open source code (hHghbeam.com, 2005).This has brought a number of advantages to IBM due to the low labour costs, the high technological centres which already exist in China and a general reduction in their overheads due to the lower operating costs (Thomson and Sigurdson, 2007). Therefore, this move has been advantageous to them in a number of ways. However, they have also been able to take advantage of entering this new market as their products and services are now being utilized in China too (Engardio, Roberts and Bremner, 2004). To this end, this move has been good for IBM. However, one must also consider that there may be a number of disadvantages for this company in the future such as, the company may not attain full control or management of their business or it may be impossible to recover capital should these new investments in China fail (Lane, 2006). However, to date IBM seems to be reaping the benefits of this move, only time will tell if this has been beneficial overall. Conclusions From the above, we can ascertain that there are a number of market entry strategies, which may be used by firms to seek to enter new international markets. Each of these has a number of positive or negative aspects which must be considered carefully by businesses before they enter new markets as is shown by IBM who have moved their business into China from the United States. References Croft, M. J. (1994), Market segmentation: a step-by-step guide to profitable new business, New York: Routledge. Cunningham, M.T. (1986) â€Å"Strategies for International Industrial Marketing†. In D.W. Turnbull and J.P. Valla (eds.) Croom Helm 1986, Davidson, W. (1982). Global strategic management. New York. Wiley. Dunning, J. H. (1985). Multinational enterprises, economic structure, and international competitiveness. New York. Wiley Engardio, P., Roberts, D. and Bremner, B. (2004) ‘The China Price’, Business Week, 3911, pp. 102. Ferrell, O. C. Hartline, M. D. (2008), Marketing Strategy, Mason: Thomson Higher Education. Glowik, M. Smyczek, S. (2011), International Marketing Management: Strategies, Concepts and Cases in Europe. Germany: Oldenbourg Wissenschafts Verlag GmbH. Griffin, R. W. (2008), Management. 9th edition, Boston, MA: Houghton Mifflin Company. Gwartney, J. D., Stroup, R. L., Sobel, R. S. MacPherson, D. (2009), Economics: Private and Public Choice. Mason, OH: South-Western Cengage Learning. Highbeam.com (2005). IBM to Set Up 4 RD Centers in China. [online]: http://business.highbeam.com/436093/article-1G1-129005819/ibm-set-up-4-rd-centers-china Accessed on 08/08/2013 Hira, R. Hira, A. (2008), Outsourcing America: the true cost of shipping jobs overseas and what can be done about it. New York: AMACOM books. Kotler, P., Armstrong, G. (2008), Principles of marketing, New Jersey: Prentice Hall. Lane, H. W. (2006), International Management Behavior, Fifth Edition, Malden, MA: Blackwell Publishing. McDonald, F., Burton, F. Dowling, P. (2002). International business. Cincinnati: South Western College Publishers. Meyer, K. E., Estrin, S., Bhaumik, S. K., Peng, M. W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic management journal, 30(1), 61-80. Morschett, D., Schramm-Klein, H., Swoboda, B. (2010). Decades of research on market entry modes: what do we really know about external antecedents of entry mode choice?. Journal of International Management, 16(1), 60-77. Morsink, R. L. A. (1998), Foreign direct investment and corporate networking: a framework for spatial analysis of investment conditions. Cheltenham: Edward Elgar Publishing Limited. Porter, M. E. (1980), Competitive Strategy: Techniques for Analysing Industries and Competitor, New York: Free Press Roberts, J. T. Hite, A. (2007), The globalization and development reader: perspectives on development and social change. London: Blackwell Publishing Ltd. Schultz, D. E., Robinson, W. A. Petrison, L. (1998) Sales promotion essentials: the 10 basic sales promotion techniques — and how to use them. New York: McGraw – Hill. Inc. Shelly, G. B. (2010). Discovering Computers 2010: Living in a Digital World, Complete. Boston, MA: Course Technology Cengage Learning. Smith, T. J. (2011), Pricing Strategy: Setting Price Levels, Managing Price Discounts Establishing Price Structure. Natorp boulevard: South – Western Cengage learning. Thomson, E. Sigurdson, J. (2007), China’s science and technology sector and the forces of globalization. London: World Scientific Publishing Co. Pte. Ltd. Williamson, O. E. 1975. Markets and hierarchies – analysis and antitrust implications. New York: The Free Press Williamson, O. E. 1985. The economic institutions of capitalism: firms, markets, relational contracting. New York: The Free Press How to cite Management Principles: Market Entry Strategies, Essay examples

Threats Related to the Global Team-Free-Samples for Students

Question: Discuss about the Challenges Managing Global Team. Answer: This assignment sheds light over the three objective viz. threat, impacts and measures that play a pivotal role in the management of global teams. The assignment helps to serve the various points related to the three main objective of the work with regard to assorted challenges that are faced by concerned individuals in the management of global teams. Moreover, there are several impact on a company that arises from the issues derived from managing global teams. The same has been critically analysed from the viewpoint of various renowned authors. Furthermore, it is noticed that several authors have complied with the fact that managing global teams are one of the most critical challenges faced by organizations, while some scholars have denied to this opinion, thus creating assorted arguments. However, after analyzing various viewpoints of assorted scholars it is forked out, that uncountable challenges are faced by firms while managing global teams and the same affects the performance o f the company to a certain extent as well. Introduction In this assignment, the various benefits, risk and the remedies of a global team will be discussed. This assignment highlights on the various challenges faced by the managers or stakeholders while managing the global team (Bird and Mendenhall, 2016) Global team refers to a group of individual skill and efficient workers who perform at the company, renowned globally (Crane and Matten, 2016). Global team is a very responsible and quality server, who perform their duties and helps the company to flourish (Browne et al., 2016). In this assignment, the main challenges faced while managing the global team are highlighted below: The prime objective of this study is to get an overview of the threats and issues related to the global team. In this case, various threats and risk that the global team may face will be discussed. The secondary objective of the study is to find the impacts of the threats over the global team. Moreover, the impacts of the threats over the global teams will be discussed and a scenario based on assumption regarding the impact can be seen. Apart from that, the study also aims to identify the prime measures of global team. In this regard, various measures and steps to be taken will be discussed and how those measures may bring change in the working of the global teams. Literature review In this part of the assignment, all the three mentioned topics will be discussed, by which it will be easy to look into the current scenario and find the challenges of the global teams and the remedies to serve to them for ensuring better performance. Threats experienced in managing global teams In every global company there are some threats related to it as well as some future risk that may arise under certain condition. According to Bird and Mendenhall (2016), there are mainly four challenges faced by the global teams. They are: Lack of clarity: In a global team there are members from different countries who have different native tongues, which makes a problem of communication gap between the workers and efficient flow of the work stops. According to Henderson, Stackman and Lindekilde (2016), key messages get a common phenomenon lost in translation. Poor phone connection and multitasking team members can find it difficult to converse in a conference call. On the contrary to this, Browne et al.,(2016) mentioned that clear communication skills must be develop among the various team members without breaking the flow of the team, which will bring them opportunity to understand the various points discussed in meeting. Slow decision making: Decisions regarding the global managing teams should be very accurate and quick. Slow decision making hampers the functioning flow of the global teams. According to Birdand Mendenhall(2016), in a day, only few hours are considered as awake time, when the workers have some time in common, when a meeting can be scheduled and attained by the members of the team. Also with the lack of clarity between members, the decision making process can go in snail pace. As per the viewpoint of Toubiana, Oliver and Bradshaw (2016), video conferencing should be introduced in teams that will provide them a better opportunity to deliver their message with proper expression and emotion, which will help to tackle the complex situations. Also a one-to-one meeting must be arranged so that the communication gap gets narrow among the team members. Disjointed conflict resolution: When the workers mainly deal with their clients and colleagues, they deal via email. But at times when they need to face their clients and colleagues verbally, the members find it difficult to communicate. According to the viewpoint of Collings (2016) tongue messages should not be sent via email in terms of communicating or delivering a complex message. On the contrary, Boutellier, Gassmann and Von Zedtwitz (2016) argued that body language and tone plays a great role at times when every member is trying to communicate with one another, or else it would be hard to manage delicate situations that may slow the work flow process. Face-to-face meetings will speed up the business and execution of orders faster. Conflicting corporate culture: The culture of a company plays a great role in constant interaction and strong bonding among the tea members. In accordance with Crane and Matten (2016) a close relationship between the team members may bring effect in the working, implementation of laws among the team and bring the team to a downfall as due to close interaction of members, the team may not find a will to work instead of spending time with their colleagues. Similarly, Galliers and Leidner (2014) mentioned that actions should be taken against the members to ensure their comfort regarding their leisure time by arranging get together and creating team playing atmosphere within the organization that may help to develop the wellbeing corporate culture. Factors impacting companies while tackling issues related to managing of global teams In this part of the assignment the discussion will be held over the various impacts of certain factors that will show both the good and bad impact on the company scenario in terms of handling global teams. Start Small: Often companies plan to achieve big goals by starting big and huge business transactions and organizing plans, which ultimately brings trouble over the company for that period. On the other hand Galliers and Leidner (2014) suggested the method of choosing a small start with a limited goal and objective which can be easily achieved buy the team members. Provide a Stable Organizational Context: During that period of time when changes and reforms in the organization takes place at that time managers focus on those reforms other than focusing on the global projects. According to Moran, Abramsonand Moran(2014), managers needs to analyze the situation and the affects that the company might face when the global projects are not been considered or looked by the managers, for which the team cannot complete the task allotted to them. Assign Oversight and Support Responsibility to a Senior Manager: Project teams often hesitate and struggle to handle some situations regarding the global project. Distance project have thus caused a break in the flow of operation to be executed and order to be followed. Contrary to this Erez et al.,(2013) stated that single location projects are providing a better result as compared to other global project as the single location project are being operated under the senior executive manager, who provides information and knowledge of the work and operates the team in an efficient way. Appoint a Lead Site: In this global innovation era, every site will see the project in their own perspective. That is why all sites do not carry the same weight and the resource it provides. According to Pirkkalainen and Pawlowski (2014), there should be a leading site, where one can acquire the genuine information they are seeking for. Invest Time Defining the Innovation: Single location project are known for their inappropriate outlook, as the one that has been estimated and the result obtained varies. In accordance to Erez et al., (2013) collocation projects serves better as they shares a vast knowledge between the two locations and teams. When a projected is divided due to the time zones, cultures, and languages, the team members find it difficult to cope up with other teams working on the same project. Allocate Resources on the Basis of Capability, Not Availability: Allocation of resources is a great point to consider, as resources play a great role in the uprising of the company. According to the viewpoint of Nielsen (2010), availability approach distributes the projects to make the best use out of the human resources. Selection of team should be carried out in terms of the individual ability of the team member. Build Enough Knowledge Overlap for Collaboration: Collaboration helps a company to overlap several risks and issues at once, which shows their insufficient knowledge regarding market operation. According to Nielsen (2010), a company should not depend upon its competitor in order to avoid the various risk and issues related to the operating market, agreeing to collaborate bounds the limitation of the company to a certain extent. Limit the Number of Subcontractors and Partners: In most of the global projects that are undertaken by the global company, a part of it is allocated to the subcontractors and partners of the company, which will help them maintain a proper relationship. On the other hand Nielsen and Nielsen (2013) said, maintaining external relationship with the subcontractors and partners consumes time, energy and resources. Instead of investing on the external parties and keeping extra burden, the company must allocate other team to the work, in order to bring efficient working skill among the team members. Do not Rely Solely on Technology for Communication: Execution of global projects is only achieved by proper communication. Without communicating, there will be no exchange of information related to the global project. In this modern era technology and communication serves a great place in our daily lives as well as in various fields. On the contrary to this, Nielsen and Nielsen (2013)stated that dependence on communication and technology will make the member partly inefficient as the member will be lacking confidence at times he have to communicate live in a meeting. Measure that can be adopted to sort out issues of managing global teams Clearly specify the task objective and align with organizational strategic initiatives: It is an important function of the team to set a clear task objective, in order to align with the company goal and policies with organizational initiatives that are taken for the betterment of the organization. The initiatives are globally efficient, responsive and organizational learning or knowledge creation. If the team members know about their objective regarding the task allocated to them, then the team will meet short deadlines with great success. It is the duty of the manager to provide his team a basic outline of their work and duties, which they need to, perform in order to assure the objective of accomplishing the goal. Make resources available: Resources play a crucial role in the team performance. More the resources available and allocated to the team more will the team perform better. In order to assure the availability of resources, the stakeholders or managers needs to conduct a meeting for resource assessment. However, according to Anantatmula and Thomas (2010) if the managers find a misbalance with the rich and poor quality of resources, he might invest in resources before the team is setup for that area. In a globalized world if a firm wants to remain competitive, investment is needed to be done in the global collaboration support systems, which will eventually raise the growth of the firm and availability of resources. Select team members who have the skills, abilities and experience to work in a global team: Team members of a global team needs to be very efficient and skillful, as they need to face many uncertain issues with their daily work load. According to research it has been found that, members who can perform the core task are more effective and beneficial for the team. Global team members must be both perceptive and receptive as per the scenario of the need. In accordance with Christopher et al.,(2011) tools like Global Personality Inventory (GPI), helps the global company to find the individual quality of the members that are working in the company. Create a sense of urgency: Urgency plays a mark against the company to show their performance and skilful work, and the efficient use of time and resource management. A sense of urgency can arise from environmental factors like the marketplace and organization. It depends upon the managers to convey a sense of urgency to their team members by the way they frame outline and provide the goal and objective to their team members. The managers need to provide deadline to their team members so that their efficiency may not get wasted. Conclusion After reading the assignment, it can be concluded that there are various challenges faced by the global organizations. These challenges have as adverse impact on the system of the organization for which some problems arises and the flow of work interrupts. Moreover, from this study it will be seen that there are certain challenges can be counteract with the given measures. Every of the measures are serve to prove an efficient way of avoiding issues and conflicts regarding the company performance in the global market as this directly relates to the efficiency of the workforce of the firm. Globalization plays a huge role in bringing facility to the market but in order to avail those opportunities, the company must serve their best to secure its position in the global market. References Anantatmula, V. and Thomas, M., 2010. Managing global projects: A structured approach for better performance.Project Management Journal,41(2), pp.60-72 Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to global leadership: Evolution and adaptation.Journal of World Business,51(1), pp.115-126 Boutellier, R., Gassmann, O. and Von Zedtwitz, M., 2013.Managing global innovation: uncovering the secrets of future competitiveness. Springer Science Business Media Browne, W., Dreitlein, S., Manzoni, J. and Mere, A., 2016. A Competency Model of Global Project Communications.Journal of Marketing Management,7(2) Christopher, M., Mena, C., Khan, O. and Yurt, O., 2011. Approaches to managing global sourcing risk.Supply Chain Management: An International Journal,16(2), pp.67-81. Collings, D.G., 2014. Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities.Journal of World Business,49(2), pp.253-261 Crane, A. and Matten, D., 2016.Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press Erez, M., Lisak, A., Harush, R., Glikson, E., Nouri, R. and Shokef, E., 2013. Going global: Developing management students' cultural intelligence and global identity in culturally diverse virtual teams.Academy of Management Learning Education,12(3), pp.330-355 Galliers, R.D. and Leidner, D.E. eds., 2014.Strategic information management: challenges and strategies in managing information systems. Routledge. Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Henderson, L.S., Stackman, R.W. and Lindekilde, R., 2016. The centrality of communication norm alignment, role clarity, and trust in global project teams.International Journal of Project Management,34(8), pp.1717-1730 Moran, R.T., Abramson, N.R. and Moran, S.V., 2014.Managing cultural differences. Routledge. Nielsen, B.B. and Nielsen, S., 2013. Top management team nationality diversity and firm performance: A multilevel study.Strategic Management Journal,34(3), pp.373-382 Nielsen, S., 2010. Top management team internationalization and firm performance.Management International Review,50(2), pp.185-206 Pirkkalainen, H. and Pawlowski, J.M., 2014. Global social knowledge managementunderstanding barriers for global workers utilizing social software.Computers in Human Behavior,30, pp.637-647 Toubiana, M., Oliver, C. and Bradshaw, P., 2016. Beyond differentiation and integration: the challenges of managing internal complexity in federations.Organization Studies, p.0170840616670431.

Ernest Hemingway And Symbolism Essays - English-language Films

Ernest Hemingway and Symbolism Ernest Miller Hemingway is a well-known American author who wrote in the twentieth century. He has written several novels such as, A Farewell to Arms, For Whom the Bell Tolls, and The Old Man and the Sea. The Sun Also Rises was finished on April 1, 1926 and was published in October of 1926 (Selkirk 96, Bruccoli 75). The Sun Also Rises was Hemingway's expression of his own life. He had changed the names of his friends and some of the details, but the real identities of the characters were obvious to anyone in Paris (Selkirk 92). The Sun Also Rises encapsulates the angst of the post-World War I generation, know as the Lost Generation. This poignantly beautiful story of a group of American and English expatriates on a sojourn from Paris to Pamplona represents a dramatic step forward for Hemingway's evolving style. Featuring Left Bank Paris in the 1920's and brutally realistic descriptions of bullfighting in Spain, the story is about the flamboyant Lady Brett Ashley and the hapless Jake Barnes (Wilson 4). Ernest Miller Hemingway is an American author who has penned several novels and short stories; one of his works is The Sun Also Rises. Hemingway was born on July 21, 1899 in Oak Park, Illinois. Hemingway was raised with the conservative Midwestern values of strong religion, hard work, physical fitness and self-determination; if one adhered to these parameters, he was taught, he would be ensured of success in whatever field he chose (Wilson 1). As a boy, he was taught by his father to hunt and fish. When he wasn't hunting or fishing his mother taught him the finer points of music. Hemingway never had a knack for music and suffered through choir practices and cello lessons, however the musical knowledge he acquired from his mother helped him share in his first wife Hadley's interest in the piano (1). Hemingway received his formal schooling in the Oak Park public school system. In high school he was mediocre at sports, playing football, swimming, water basketball and serving as the track team manager (1). He also worked on the school newspaper called the Trapeze. Hemingway graduated in the spring of 1917 and instead of going to college the following fall like his parents expected, he took a job as a reporter for the Kansas City Star (Hemingway preface). Hemingway signed up as a volunteer ambulance driver for the Red Cross during WWI (Wilson 2). He was accepted in December of 1917, left his job at the paper in April of 1918, and sailed for Europe in May (2). When Hemingway returned home from Italy in January of 1919 he found Oak Park dull compared to the adventures of war (3). With a letter of introduction from Sherwood Anderson, Hemingway met some of Paris' prominent writers and artists and forged quick friendships with them during his first few years (4). Counted among those friends were Ezra Pound, Gertrude Stein, Sylvia Beach, James Joyce, Max Eastman, Lincoln Steffens and Wyndahm Lewis, and he was acquainted with the painters Miro and Picasso (4). Hemingway was inspired to write different works at different times because of the events that occured in his life. Hemingway died July 2, 1961, at his home, as the result of self-inflicted gunshot wounds. Ernest Hemingway had a different style of writing than the other authors in his time. "The Sun Also Rises is the book that established Hemingway as a literary force and it introduced the world to the Lost Generation" (Wilson 5). The Lost Generation is referred to as the disillusioned that fought in the war. "Two of the novel's main characters, Lady Brett Ashley and Jake Barnes, typify the Lost Generation" (1). "This book has a lot of thematic issues, but the reader really needs to think to be able to pick up on all of them" (2). Friendship, stoicism, and natural grace under pressure are offered as the values that matter in an otherwise amoral often-senseless world (1). "His mind is set on writing only" (3). The only thing Hemingway thought about was writing and finishing The Sun Also Rises. "The writing is as strong and powerful as a swift kick to the head" (4). This quote is referring to Hemingway's strong and complex style of writing. "Hemingway writes about the dreariness of everyday life but it is interesting at the emphasis on drinking during the age of prohibition" (3). "The only failing is that the messages he delivers are a

The Outlaw Josey Wales essays

The Outlaw Josey Wales essays Many western-oriented films tend to focus on reckless cowboys running from town to town, killing anyone who may potentially threaten their power. The Outlaw Josey Wales by Robert Daly, however, portrays a new type of main character defined by an entirely different set of morals and values. Throughout the film, Josey kills a total of 47 characters, but not once does he do so without reason. He never murdered anyone unless the situation left him no other option. In Josey Wales opinion, self-defense represented the only justification for killing another human being; the title outlaw inaccurately represents his true character. The movie begins with Josey plowing his farmland, which appears very solid and difficult to penetrate. This portrays Joseys modest beginnings as a hard worker and devoted family man. The difficult farming conditions, however, foreshadow the struggles that lie ahead for Josey throughout the remainder of the film. As he works, Josey suddenly hears gunshots in the distance and notices a thick black smoke rising in the air. He ran toward the smoke and found a band of Union soldiers burning his house and butchering his wife and son. Smoke is symbolic of the soul, and the color black represents death, thus portraying the death of Joseys soul upon witnessing the loss of his family. He attempted to save them, but one of the soldiers knocked him unconscious. After he awoke several hours later, the disheartened Josey buried his wife and son under a cross made of wood, showing his strong belief in religion (whatever it may have been). Later that day, he found a Union pistol buried amo ng the ashes of his house. Loading the weapon, Josey fired it repeatedly at a stake of wood not missing once. The fact that Joseys weapon-of-choice had been the former gun of a Union soldier shows how others forced him to become known as the outlaw Josey Wales. On the lighter...

Employee Retention and Competitive Advantage A Critical Investigation Essay - 1

Employee Retention and Competitive Advantage A Critical Investigation of challenges faced and strategies employed in London Hotels - Essay Example The growth of global competition and the regular appearance of London hotels in the local dailies regarding management crisis experienced suggests that it would be quite useful to examine the management and work practices of a selection of these hotels. This is proposed to act as the first stage of a more comprehensive international research study that is deemed to propose creative solutions to the dilemmas faced by London hoteliers. For this reason, it becomes imperative for the researcher to embark on the theoretical framework of the meaning and application of Human Resource Management. In the views of Armstrong (2006), the concept of Human Resource Management emerged in the mid 1980s against the backdrop of the works of famous writers on management who came up with a list of the attributes that characterized successful companies. Accordingly, Budhwar et al (2009) and Dickmann et al (2008) stress that Human Resource Management â€Å"is the strategic and coherent approach to the management of an organization’s most valued assets – ‘the people’ working there, who individually and collectively contribute to the achievement of the objectives of the business†. Similarly, Cooper et al (2010) asserts that Human Resource Management â€Å"is the total knowledge, skills, creative abilities, talents and aptitudes of an organization’s workforce, as well as the value, attitudes and beliefs of the individuals involved†. Consequently, research explains that an organization is bound to retain its best employees by adopting the various employee retention strategies open to Human Resource Managers. From this standpoint view, experts have explained that employee retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. The corporate world in recent times has been wrestling with a multiplicity of challenges emanating from employee retention according to the views of Adele and

Contemporary Challenges Facing Sufis In Egypt Dissertation

Contemporary Challenges Facing Sufis In Egypt - Dissertation Example This agrees with historical development and formations of Sufis. It noted the prophet was a leader who ruled at Madinah. This is also informed by the fact that Sufis are organized into orders and orders are further organized into Sufism Council whose chairperson is approved by the President. The Sunni Institute in Egypt is also considered independent and influential on Islamic matters.Sufism is a virtuous movement that involves mysticism and spirituality in Islam. It involves Muslims holding on the foundation and teachings of the Prophet. This is anchored by teachings of the Quran and Sunni doctrine. However, this does not mean Sufism is confined to Sunnis but it involves the attempt to move people closer to God. It can also be concluded that criticism and political involvement are inevitable to the Sufis in Egypt. This can be visible through Sufism direct involvement in politics and organizational structures. Although this can be argued as a source of weakness for Sufis it is, in fa ct, the greatest point of strength. The group can use its position in politics to influence the state towards basic Islamic foundations through constitutional means. The group can also, use the position to reach out to rival religious groups and secular groups by engaging them from a political platform, to social, and economic by making them understand Sufism perspective. This can be supported by the truth that Sufism is not for the Sunni’s in reality but both for Muslims and non-Muslims who consider its goal, getting closer to God.

Strategic Plan Essay Example | Topics and Well Written Essays - 1250 words - 1

Strategic Plan - Essay Example The background of the research attempted to reveal the way the researcher intends to ensure the organization's vision, mission, and people strategies and values statements align with the proposed strategic plan. A brief background of the company and objectives of the study were revealed, as well as, the mission, vision and core organizational values were presented. Additionally, the researcher carried out external and internal environmental scanning on the proposed strategic plan using relevant resources of analysis; the researcher assessed the external (threats and opportunities) and also the internal environmental analysis (strengths and weakness) of the company. Moreover, it was argued that given the information from the environmental scan, HCA should match its strengths to the opportunities, which it has identified, while at the same time addressing weakness and threats. With the controversies that have surrounded HCA, it was argued that the company needed to review its growth st rategies to ensure it redeems its image and to put it in a constant path of growth. The strategic planning process focused on the significant of employing effective strategies that aligns with the external and internal environment. Varied recommendation for the best strategy were presented and one of them included planning about the growth strategies of the company and this is through focusing on meeting the demanding needs of customers and showing their corporation ability to them. Another recommendable growth strategy that HCA should put into consideration is mergers and joint ventures. It was also argued that HCA should incorporate telemedicine in their institutions because this would help them to accelerate its growth. Employing customer-focussed strategy that will ensure the corporation attracts new customers and retains the old ones was also seen as an effective strategy for enabling the company to accelerate its growth. The implementation plan focused on the way HCA can achie ve its intended objectives by conducting an intensive environmental scan to ascertain the internal functioning of its institutions, evaluation of its position in relation to the industry’s tasks environment and evaluation of the external macro-environment factors. This was seen as vital; thus, the need to evaluate technological advancements in the field of nursing and medicine, and analysis of its preparedness to incorporate the competitive aspect of other stakeholders in the health sector. The research identified varied risks that are likely to occur in the organization and among the potential risks included the compliance to standards, fire outbreak risks, quality control risks, and changes in technology, as well as, hospital equipment failure, institutional restraints, and recruitment and retention staff issues among other risks. It was, therefore, argued that employing contingency plans is fundamental because this will enable the corporation to find efficient alternatives for managing risks in case the unplanned events occur. Strategic Plan Introduction In the contemporary highly competitive business environment, budget planning techniques have become unsatisfactory for large organizations to survive; thus HCA must engage in effective strategic planni

Conflict Resolution Strategies and Styles

Conflict Resolution Strategies and Styles Abstract The world is turning into globalization concept to increase the productivity and efficiency to achieve the organizational goals. To achieve standard effectiveness of the organization the number of techniques and strategic management tools used in different ways either combining/integrating one and other or straight way use one technique. People techniques and organizational techniques are playing very vital role in developing the organization and growth of it. With the help of integration of these techniques we can achieve the effective results after applying in the organization. Organization and people are strongly inter-related to each other. So the effective use of these people technique directly effect on the organization and vise versa. The conflict management is the people technique but effective and timely use of this technique can give the advantage to the organization on the competitors. The consideration of the competitive advantages is very important while making the organ izational strategy. The skilled people are the competitive advantages over the same functional competitors. This skilled people force give you a huge competitive advantage and that should be avoid resolving the conflicts between them timely. Conflict management is a key success factor for any organization and we are considering this technique while the formulation of the organizational strategy like CPM (competitive profile matrix) is the organizational technique to formulation strategy. Integration of these techniques (Conflict management CPM) will directly affect the business in positive direction. Keywords: Competitive profile matrix (CPM), Internal factor evluation (IFE), External factor eveluation (EFE), Kye success factors, Conflict resolution Style, competitive advantages, latent stage,congnition and personlization, Key success factor (KSF) Introduction â€Å"Competition people† these two words are always interrelated in all the areas of the globe. New technologies, tools methods provide extraordinary results in every sector of business world. But apart from those â€Å"people† in the organization will also play a vital strategic role to success of any business and stand as a leading competitor in market. Applying people techniques into Organizational techniques and vice versa, and integrating of these techniques for an organization will help to its growth in the market. Key success factors (KSF) are usually understood to be the set of factors that can be considered key to the continued success of an organization or a business. These factors may be ‘skills, tasks, or behaviour, they can operate at a number of levels and be used for a diversity purpose .There are many key success factors will impact to a successful organizations. And these key success factors will helpful to compare the rival competitors in the market. Competitive profile matrix (CPM) is a strategic management tool to communicate with the attributes and shows the competitors in the market. And it is setting up the stages to describe your competitive advantage and the basis for your company strategy. In every organization there will be some conflicts among peoples, groups and departments, by resolving these issues among them in timely lead the organization in positive direction among the competitors in the market. It means when we compare the competitive organizations in the market, we will consider some of the key success factors, and with these key success factors (KSF) we can build the competitive profile matrix, for each success factor , indicators are measures of performance should be established and tailored , the identified information will need to be developed or modified to ensure that the success key information is collected, analyzed, and distributed, in other words , it helps to ensure that the organizations inf ormation support the key activities and thus the wider objectives. In CPM there are five main attributes, like key success factor, rating, weight, weighted score and total weight score; here we will give the ratings for each factor its ranges from 1 to 4. 1 is low, and ‘4 is high, means when we compare the organizations we will put the common key success factors (like, advertising, etc) and assign the rate for each factor. And assign the weight of the each key success factor, it ranges from 0 to 1 (low to high), weighted score value is the result achieved after multiplying each factor rating with weight. While integrating these techniques (people organization) we can put conflict management as one of the key success factor, in CPM. Means how effectively and timely the conflicts are managed in organizations among the people, groups depts. Always healthy environment in any organization helpful to its growth, by taking advantage of this making as â€Å"conflict management† is a strategic people technique, and integrating with the organization technique CPM, when the total weighted score in CPM is ranges between 1(low) to 4(high). If the total weight score fall below 2.5 consider as week, higher than 2.5 is consider as strong in the position. The firm with higher total weight score considered as winner in competitive market. Catching the competitors weak point and making it as strong point for your organization and managing any conflict issues timely in organization, makes you as the leader of the market. People Technique (Conflict management) What is conflict? Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is a process in which people disagree over significant issues, thereby creating friction between parties. Conflict can exist when people have opposing interests, perceptions, and feelings; when those involved recognize the existence of differing points of view; when the disagreement is ongoing; and when opponents try to prevent each other from accomplishing their goals. Although conflict can be destructive, it can also be beneficial when used as a source of renewal and creativity. A competition and rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In competition, there must be a winner and a loser; with conflict, people can cooperate so that no one wins or loses. When people think of the word conflict, they often think of wars or violence. However, conflict exists at all levels of society in all sorts of situations. It is easy to forget that we experience conflict every day of our lives. Conflict happens when two or more people or groups have, or think they have, incompatible goals. However, in most cases we resolve the conflict. From a personal level to international level, good communication is usually used to overcome differences and to reach an agreement before violence breaks out. At a personal level, we often do not realize we are overcoming our differences. It is important to remember that conflict can be creative. Conflict is sometimes necessary to bring justice where injustice exists. It can provide an opportunity for new social and political systems to be established and can help to shape the future. However, when conflict becomes violent it will usually do more harm than good. After violent conflict, it is often difficult to see the opportunities for a better future due to the widespread destruction of infrastructure and livelihoods, the breakdown of trust and the suffering caused through bereavement, trauma, grief and anger. It is also likely that such social change could have occurred before the conflict became violent. Transitions in Conflict Thought: Conflicts are an everyday phenomenon in each organization. Conflicts are impossible to avoid, but it is possible to manage them in a way that we recognize the conflict symptoms in time. It is necessary to continuously track the organizational signals, which point to their existence. In case we do not react in due time, this can lead to a situation where the conflict itself manages the organization. Problems mostly occur in those organizations where the business results directly depend on collaboration, team work and creativity, and where having only the results in mind, we tend to forget to take care of people and mutual relationships. Disagreement which occurs when goals, interests or values of various individuals or groups are incompatible and those people block each others efforts for accomplishing goals is called organizational conflict. Reduction of work performance efficiency, reduced communication among employees, motivation fall and ultimate employees dissatisfaction are only some of the numerous negative consequences of conflict. But the conflict itself does not have to be negative; the majority of conflicts can in fact be an excellent ground for accomplishment of better business results, and an impulse for changes and growth of the Organization itself [5x]. Duly recognition and adequate conflict management can lead to series of positive effects like stimulation of creativity and innovation within the company, stimulation of changes towards work quality improvement, reduction of incurred tensions etc. Moreover, in case conflicts lead to constructive changes they should be encouraged in order to make a good relation among employees based on mutual respect. Sometimes conflicts should be regarded as a resource which enables us constant new learning, new knowledge and a potential growth and development of organization. The employees directly involved in the conflict often do not have the opportunity to cope with the whole situation or the impact of all elements in the given situation, mostly because of restricted ability for decision-making. [6x] Throughout the years there were times when conflict was perceived in a different way, so we distinguish: Traditional view of conflict Human relations view Interactionist view. Traditional view of conflict in ‘30s and ‘40s of the last century it is believed that the conflict is something bad, that it is destructive for the organization, and that it should be avoided. It is considered that the sources of conflict are mostly the results of bad communication and lack of trust. According to this standpoint one should avoid conflict, as well as people who make the conflict, so that the work performance be satisfactory. Human relations view is that the conflict is something natural which occurs within every organization. This view is characteristic for the period from the ‘40s to the ‘70s of the last century. It is considered that conflicts should be accepted, and that conflicts eventually can lead to better work performance. Interacionist view is still represented today, and is based on the approach according to which conflicts should be encouraged, because they tend to have a positive effect on creativity and innovation by the employees. [6x] Types and levels of Conflict There are four types of conflict. Inter-group conflict occurs when groups within and outside the organization disagree on various issues. Interpersonal conflict Interpersonal conflict emphasizes the interaction of human factors in an organization. Here we are concerned with these factors as they appear in a dyadic relationship. It is further classified into two classes of factors as conflict sources. These are: Personal.Individuals are not identical, constant or consistent. When two individuals are brought together and kept together, each with their own qualities, needs and skills, a conflict may ensue if their attributes are not meshed together in a coordinated way. Interaction between individuals with different attitudes, values and needs can produce conflict behavior and affect organizational performance.[8x] Functional. Individuals in organizations have roles which are expected sets of behavior associated with their position. In theory, individuals are not expected to engage in any discretionary behavior. Such specification would be consistent with organizational preferences for consistency and predictability. In practice, however, role specifications tend to be ambiguous and incomplete, and in their interaction with others, some individuals often feel dissatisfied with their role or position, or they may feel that their aspirations for higher positions are being frustrated. Interpersonal conflict can be accounted for, to a great extent, in terms of the incumbents roles and their expectations in particular situations. Intra group conflict occurs within a work group over goals and work procedures. Intrapersonal conflict Intrapersonal conflict is internal to the individual and is perhaps the most difficult form of conflict to analyze and manage. Intrapersonal conflict is basically a conflict between two incompatible tendencies. It arises when a stimulus evokes two different and incompatible tendencies and the individual is required to discriminate between these tendencies. [7x] Horizontal conflict takes place between departments or groups at the same level of the organization. In contrast, vertical conflict occurs between groups at different levels of the organization. Types of Conflict Task conflict: Conflicts over content and goals of the work Relationship conflict: Conflict based on interpersonal relationships Process conflict: Conflict over how work gets done Organizational conflict: Organizational conflict occurs when a stakeholder group pursues its interests at the expense of other stakeholders. Given the different goals of stakeholders, organizational conflict is predictable. Conflict is associated with negative images, such as unions getting angry and violent, but some conflict can improve effectiveness. When conflict passes a certain point, it hurts an organization. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. There is strong relationship between the level of conflict and the impact on the Organizational performance. [8x] Personal conflict: Conflict sometimes has a destructive effect on theindividualsandgroupsinvolved. At other times, however, conflict can increase the capacity of those affected to deal with problems, and therefore it can be used as a motivating force toward innovation and change. Conflict is encountered in two general forms. Personal conflict refers to an individuals inner workings and personality problems. It was also pointed out that there is a basic incompatibility between the authority and structure of formal organizations and the human personality.Human behaviorcannot be separated from the culture that surrounds it.[5x] Many difficulties in this area are beyond the scope ofmanagementand more in the province of aprofessional counselor, but there are some aspects of personal conflict that managers should understand and some they can possibly help remedy. Social conflict refers to interpersonal, intergroup, and intergroup differences. Role Conflict: Another facet of personal conflict has to do with the multiple roles people play in organizations.Behavioralscientists sometimes describe anorganizationas a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by ones own personality and expectations. For example, in a common form of classroom organization, students are expected to learn from the instructor by listening to him, following his directions for study, taking exams, and maintaining appropriate standards of conduct. Theinstructoris expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a servicestaff, readers and gra ders, and so on. The system of roles to which an individual belongs extends outside the organization as well, and influences his functioning within it. As an example, a mans roles as husband, father, son, and church member are all intertwined with each other and with his set of organizational roles.[4x] Conflict within groups: Conflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as well as constructive. In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intragroup conflict. Group meetings are often conducted in a win-lose climate — that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving[5x].Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes. Interdepartmental Conflict The third major cause of organizational conflict is structural. Organizations are designed around product lines, regions or technical specialties. These activities are assigned to departments that often have mutually exclusive structured interests and goals and that interact within a framework of scarce resources and task dependence. When resources are relatively fixed and when one departments gain is at the expense of another, conflict should be expected. If two sub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. [9x] Other contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include: different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authority, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations. How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrators efforts to manage or influence it. This in turn is related to ones understanding of the source of a specific conflict situation. Process of Conflict: Process of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown. The first stage is also called as latent stage in which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is important to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organization is very important, in case there is lack of communication in the organization this can lead to conflict. But also to much communication, as well as obstacles in communication, possible lack of understanding or noise in the communication channel can produce conflict as a consequence. The second stage, cognition and personalization stage represents the outcome of the impact of first phase factors. We distinguish two sub stages in this stage: Perception of the participants in conflict which does not mean that conflict, has occurred. Not until there has come to articulation of feelings and expression of awareness of conflict, can we say that the conflict itself occurs. In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we say there comes to the so called open disagreement. The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary, the decrease of working efficacy [8x]. Conflict management styles: The success of the organization depends on the ability of conflict recognition and the very way of conflict management. Conflict management implies integration of all factors which can contribute to conflict resolution or its prevention. Those factors are improvement of communication and practicing discipline in the organization, as well as having in mind the life phases of parties included. Different authors know about various approaches to conflict management. Besides five typical approaches and strategies on conflict management which we will show and explain, it is important to point out that an important role bears also the organization itself as the third party in conflict. The organization appears as the mediator between adversaries or as arbitrator. This third party in organization are managers which by using their experience have to constantly develop new strategies and tactic for conflict resolution by using their experience. Moreover, it is generally acknowledged that confl ict represents the most severe test of managers interpersonal skills. CONFLICT MANAGEMENT STYLES DIAGRAM: Thomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions: assertiveness and cooperativeness. Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes. Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved. Avoiding Conflict Resolution Style The avoiding style is low on both assertiveness and cooperativeness. In other words, the manager is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she aggressively pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly addressed or resolved. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be trivial. It might also be an appropriate approach to use when there is no chance of winning or when disruption would be very costly. When is Avoiding Appropriate? Avoiding conflict can be an appropriate choice, depending on the circumstances. According to Thomas-Kilmann avoiding is an appropriate form of dealing with conflict when used in the following situations: When an issue is trivial and other issues are more important or pressing use time and effort where it will be most productive. When there is no opportunity to constructively address the concern attempts to deal with the problem will likely result in futility and may make matters worse. It may not be the right time or place. When the potential cost of confronting the conflict outweighs the benefits in addressing it this requires assessment and judgment. To buy time and give angry people an opportunity to cool down so that tensions can be reduced it is important for parties to take a break to regain perspective and composure when the situation becomes heated. To refrain from making a rushed decision and allow time to obtain more information or support well planned and prepared decisions are usually the best decisions. When it is more appropriate for others to resolve the conflict resist getting in the middle of conflicts that are better dealt with by other people. Working with Conflict Avoidant Individuals It is clear that the use of avoiding dealing with conflicts and differences can have both positive and negative implications. When working with individuals as a supervisor, mediator, or friend it is helpful to get them to consider the pros and cons of avoiding conflict. Developing a strategy or plan requires that conflict avoidant individuals at least consider their options. [10x] Choosing a conflict mode other than avoiding may be understood by conflict avoidant people as a better option but acting on this choice can still be very difficult. Ensure that emotions are under control so that the facts, beliefs, and goals regarding the disagreement can be clarified and understood as objectively as possible. Excessive fear can be emotionally paralyzing. Role playing or writing out a plan of action can give a conflict avoidant person the confidence they need to deal with the conflict. Assertiveness coaching may also help. These preparatory approaches allow individuals to express their thoughts and feelings in a manner that is typically less stressful than talking about them spontaneously. It is possible that one party will be in a relative power position over another, such as a boss vs. employee. In these situations involve a person in a mediator role who can be neutral yet balance the power relationship so that the weaker party will develop the courage to address their concerns. When this is not possible the weaker party may need to include another person as a third party advocate or observer to help give them some support. [10x] Competing Conflict Resolution Style The competing style of resolving conflict is also known as the win-lose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting. The strategy of â€Å"competing† as a means of gaining power and control stems from early childhood and is reinforced throughout our years in school and college. Many children learn that they can obtain material objects as well as social control over people by using assertive, demanding or aggressive behavior. As they mature they use their talent to compete to â€Å"be the best† student, athlete, musician, etc. or to socially compete to be popular and have status among peers. Some youth learn to deal with disagreements by persuading others to accept their position. Others use power negatively in the form of arguments, threats, intimidation, or physical fighting. Youth who are effective at competing are deemed to be successful. Children and youth who do not stand up for themselves in conflicts may be seen as weak. Many video games and other media directed at youth promote the thrill of engaging in conflict with the goal of defeating the â€Å"enemy†, often using a ny means possible. All of these dynamics promote the use of competitiveness. While parents and teachers also instruct children to be kind, considerate, and cooperative there remains a strong inclination toward using competitiveness as a means of solving problems and achieving success. The value of competing to resolve differences and achieve goals continues into adulthood and employment. Individuals compete for status and position within organizations, sometimes being rewarded for their ability to achieve business goals by being better than their internal colleagues or external business competitors. Successful leaders demonstrate an ability to strategically use their competitive energy and skills for personal and professional benefit. While competing can be productive it can also cause problems when used excessively or inappropriately. It can lead to misuse of power, fraudulent acts, and unethical or illegal activity as we have seen in the situation at Enron and in other business and political events in the news. Truly successful people develop the judgment and skills to use competitiveness effectively and appropriately. [10x] Competing is an appropriate form of dealing with conflict when used in the following situations: When a quick decision and action is needed. When the outcome is critical and cannot be compromised. When you know you are right and are doing the correct thing. In emergencies or when safety is a concern. When being right matters more than preserving the relationship with the other party. When important but unpopular actions are needed such as cost-cutting, down-sizing, enforcing rules, or administering discipline. When ones position, authority, or rights are being challenged. When implementing strategic change and strong, confident leadership needs to be demonstrated. When used inappropriately competing in conflict situations can lead to negative consequences such as: When it strains relationships leading to resentment and retaliation. When it causes intimidation which inhibits important communication, discussion of alternative ideas and attempts at problem solving. When collaboration or compromise would lead to a better exchange of information and better decisions or outcomes. When personal drive for power and control overrides the best interests of the organization. When it results in diminished commitment and support from staff. When it is indicative of a highly competitive personality trait resulting in overuse, causing a person to not recognize when it is important to quit or take another stance. When â€Å"winning at all costs† results in harm to people or the organization. When the personal relationship is more important than the issue at stake. In attempting to address a conflict with another person who differs with you and takes a competitive position it may be helpful to do the following: Allow the person to first thoroughly explain their position, asking clarifying questions. Summarize and repeat what you have heard to assure mutual understanding. Acknowledge the parts that you agree with. Ask the party to carefully listen to your position, clarifying points of agreement and disagreement, using logic and data to support your perspective. Consider having both positions put into writing for review and consideration. Minimize discussion or expression of feelings or subjective elements unless the other party seems open to this perspective. Point out the mutual benefits of a decision that involve collaboration or compromise if this is an option. Help the other party to understand how your position will benefit him/her and how they can gain from agreement with your proposal. I Conflict Resolution Strategies and Styles Conflict Resolution Strategies and Styles Abstract The world is turning into globalization concept to increase the productivity and efficiency to achieve the organizational goals. To achieve standard effectiveness of the organization the number of techniques and strategic management tools used in different ways either combining/integrating one and other or straight way use one technique. People techniques and organizational techniques are playing very vital role in developing the organization and growth of it. With the help of integration of these techniques we can achieve the effective results after applying in the organization. Organization and people are strongly inter-related to each other. So the effective use of these people technique directly effect on the organization and vise versa. The conflict management is the people technique but effective and timely use of this technique can give the advantage to the organization on the competitors. The consideration of the competitive advantages is very important while making the organ izational strategy. The skilled people are the competitive advantages over the same functional competitors. This skilled people force give you a huge competitive advantage and that should be avoid resolving the conflicts between them timely. Conflict management is a key success factor for any organization and we are considering this technique while the formulation of the organizational strategy like CPM (competitive profile matrix) is the organizational technique to formulation strategy. Integration of these techniques (Conflict management CPM) will directly affect the business in positive direction. Keywords: Competitive profile matrix (CPM), Internal factor evluation (IFE), External factor eveluation (EFE), Kye success factors, Conflict resolution Style, competitive advantages, latent stage,congnition and personlization, Key success factor (KSF) Introduction â€Å"Competition people† these two words are always interrelated in all the areas of the globe. New technologies, tools methods provide extraordinary results in every sector of business world. But apart from those â€Å"people† in the organization will also play a vital strategic role to success of any business and stand as a leading competitor in market. Applying people techniques into Organizational techniques and vice versa, and integrating of these techniques for an organization will help to its growth in the market. Key success factors (KSF) are usually understood to be the set of factors that can be considered key to the continued success of an organization or a business. These factors may be ‘skills, tasks, or behaviour, they can operate at a number of levels and be used for a diversity purpose .There are many key success factors will impact to a successful organizations. And these key success factors will helpful to compare the rival competitors in the market. Competitive profile matrix (CPM) is a strategic management tool to communicate with the attributes and shows the competitors in the market. And it is setting up the stages to describe your competitive advantage and the basis for your company strategy. In every organization there will be some conflicts among peoples, groups and departments, by resolving these issues among them in timely lead the organization in positive direction among the competitors in the market. It means when we compare the competitive organizations in the market, we will consider some of the key success factors, and with these key success factors (KSF) we can build the competitive profile matrix, for each success factor , indicators are measures of performance should be established and tailored , the identified information will need to be developed or modified to ensure that the success key information is collected, analyzed, and distributed, in other words , it helps to ensure that the organizations inf ormation support the key activities and thus the wider objectives. In CPM there are five main attributes, like key success factor, rating, weight, weighted score and total weight score; here we will give the ratings for each factor its ranges from 1 to 4. 1 is low, and ‘4 is high, means when we compare the organizations we will put the common key success factors (like, advertising, etc) and assign the rate for each factor. And assign the weight of the each key success factor, it ranges from 0 to 1 (low to high), weighted score value is the result achieved after multiplying each factor rating with weight. While integrating these techniques (people organization) we can put conflict management as one of the key success factor, in CPM. Means how effectively and timely the conflicts are managed in organizations among the people, groups depts. Always healthy environment in any organization helpful to its growth, by taking advantage of this making as â€Å"conflict management† is a strategic people technique, and integrating with the organization technique CPM, when the total weighted score in CPM is ranges between 1(low) to 4(high). If the total weight score fall below 2.5 consider as week, higher than 2.5 is consider as strong in the position. The firm with higher total weight score considered as winner in competitive market. Catching the competitors weak point and making it as strong point for your organization and managing any conflict issues timely in organization, makes you as the leader of the market. People Technique (Conflict management) What is conflict? Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is a process in which people disagree over significant issues, thereby creating friction between parties. Conflict can exist when people have opposing interests, perceptions, and feelings; when those involved recognize the existence of differing points of view; when the disagreement is ongoing; and when opponents try to prevent each other from accomplishing their goals. Although conflict can be destructive, it can also be beneficial when used as a source of renewal and creativity. A competition and rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In competition, there must be a winner and a loser; with conflict, people can cooperate so that no one wins or loses. When people think of the word conflict, they often think of wars or violence. However, conflict exists at all levels of society in all sorts of situations. It is easy to forget that we experience conflict every day of our lives. Conflict happens when two or more people or groups have, or think they have, incompatible goals. However, in most cases we resolve the conflict. From a personal level to international level, good communication is usually used to overcome differences and to reach an agreement before violence breaks out. At a personal level, we often do not realize we are overcoming our differences. It is important to remember that conflict can be creative. Conflict is sometimes necessary to bring justice where injustice exists. It can provide an opportunity for new social and political systems to be established and can help to shape the future. However, when conflict becomes violent it will usually do more harm than good. After violent conflict, it is often difficult to see the opportunities for a better future due to the widespread destruction of infrastructure and livelihoods, the breakdown of trust and the suffering caused through bereavement, trauma, grief and anger. It is also likely that such social change could have occurred before the conflict became violent. Transitions in Conflict Thought: Conflicts are an everyday phenomenon in each organization. Conflicts are impossible to avoid, but it is possible to manage them in a way that we recognize the conflict symptoms in time. It is necessary to continuously track the organizational signals, which point to their existence. In case we do not react in due time, this can lead to a situation where the conflict itself manages the organization. Problems mostly occur in those organizations where the business results directly depend on collaboration, team work and creativity, and where having only the results in mind, we tend to forget to take care of people and mutual relationships. Disagreement which occurs when goals, interests or values of various individuals or groups are incompatible and those people block each others efforts for accomplishing goals is called organizational conflict. Reduction of work performance efficiency, reduced communication among employees, motivation fall and ultimate employees dissatisfaction are only some of the numerous negative consequences of conflict. But the conflict itself does not have to be negative; the majority of conflicts can in fact be an excellent ground for accomplishment of better business results, and an impulse for changes and growth of the Organization itself [5x]. Duly recognition and adequate conflict management can lead to series of positive effects like stimulation of creativity and innovation within the company, stimulation of changes towards work quality improvement, reduction of incurred tensions etc. Moreover, in case conflicts lead to constructive changes they should be encouraged in order to make a good relation among employees based on mutual respect. Sometimes conflicts should be regarded as a resource which enables us constant new learning, new knowledge and a potential growth and development of organization. The employees directly involved in the conflict often do not have the opportunity to cope with the whole situation or the impact of all elements in the given situation, mostly because of restricted ability for decision-making. [6x] Throughout the years there were times when conflict was perceived in a different way, so we distinguish: Traditional view of conflict Human relations view Interactionist view. Traditional view of conflict in ‘30s and ‘40s of the last century it is believed that the conflict is something bad, that it is destructive for the organization, and that it should be avoided. It is considered that the sources of conflict are mostly the results of bad communication and lack of trust. According to this standpoint one should avoid conflict, as well as people who make the conflict, so that the work performance be satisfactory. Human relations view is that the conflict is something natural which occurs within every organization. This view is characteristic for the period from the ‘40s to the ‘70s of the last century. It is considered that conflicts should be accepted, and that conflicts eventually can lead to better work performance. Interacionist view is still represented today, and is based on the approach according to which conflicts should be encouraged, because they tend to have a positive effect on creativity and innovation by the employees. [6x] Types and levels of Conflict There are four types of conflict. Inter-group conflict occurs when groups within and outside the organization disagree on various issues. Interpersonal conflict Interpersonal conflict emphasizes the interaction of human factors in an organization. Here we are concerned with these factors as they appear in a dyadic relationship. It is further classified into two classes of factors as conflict sources. These are: Personal.Individuals are not identical, constant or consistent. When two individuals are brought together and kept together, each with their own qualities, needs and skills, a conflict may ensue if their attributes are not meshed together in a coordinated way. Interaction between individuals with different attitudes, values and needs can produce conflict behavior and affect organizational performance.[8x] Functional. Individuals in organizations have roles which are expected sets of behavior associated with their position. In theory, individuals are not expected to engage in any discretionary behavior. Such specification would be consistent with organizational preferences for consistency and predictability. In practice, however, role specifications tend to be ambiguous and incomplete, and in their interaction with others, some individuals often feel dissatisfied with their role or position, or they may feel that their aspirations for higher positions are being frustrated. Interpersonal conflict can be accounted for, to a great extent, in terms of the incumbents roles and their expectations in particular situations. Intra group conflict occurs within a work group over goals and work procedures. Intrapersonal conflict Intrapersonal conflict is internal to the individual and is perhaps the most difficult form of conflict to analyze and manage. Intrapersonal conflict is basically a conflict between two incompatible tendencies. It arises when a stimulus evokes two different and incompatible tendencies and the individual is required to discriminate between these tendencies. [7x] Horizontal conflict takes place between departments or groups at the same level of the organization. In contrast, vertical conflict occurs between groups at different levels of the organization. Types of Conflict Task conflict: Conflicts over content and goals of the work Relationship conflict: Conflict based on interpersonal relationships Process conflict: Conflict over how work gets done Organizational conflict: Organizational conflict occurs when a stakeholder group pursues its interests at the expense of other stakeholders. Given the different goals of stakeholders, organizational conflict is predictable. Conflict is associated with negative images, such as unions getting angry and violent, but some conflict can improve effectiveness. When conflict passes a certain point, it hurts an organization. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. There is strong relationship between the level of conflict and the impact on the Organizational performance. [8x] Personal conflict: Conflict sometimes has a destructive effect on theindividualsandgroupsinvolved. At other times, however, conflict can increase the capacity of those affected to deal with problems, and therefore it can be used as a motivating force toward innovation and change. Conflict is encountered in two general forms. Personal conflict refers to an individuals inner workings and personality problems. It was also pointed out that there is a basic incompatibility between the authority and structure of formal organizations and the human personality.Human behaviorcannot be separated from the culture that surrounds it.[5x] Many difficulties in this area are beyond the scope ofmanagementand more in the province of aprofessional counselor, but there are some aspects of personal conflict that managers should understand and some they can possibly help remedy. Social conflict refers to interpersonal, intergroup, and intergroup differences. Role Conflict: Another facet of personal conflict has to do with the multiple roles people play in organizations.Behavioralscientists sometimes describe anorganizationas a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by ones own personality and expectations. For example, in a common form of classroom organization, students are expected to learn from the instructor by listening to him, following his directions for study, taking exams, and maintaining appropriate standards of conduct. Theinstructoris expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a servicestaff, readers and gra ders, and so on. The system of roles to which an individual belongs extends outside the organization as well, and influences his functioning within it. As an example, a mans roles as husband, father, son, and church member are all intertwined with each other and with his set of organizational roles.[4x] Conflict within groups: Conflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as well as constructive. In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intragroup conflict. Group meetings are often conducted in a win-lose climate — that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving[5x].Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes. Interdepartmental Conflict The third major cause of organizational conflict is structural. Organizations are designed around product lines, regions or technical specialties. These activities are assigned to departments that often have mutually exclusive structured interests and goals and that interact within a framework of scarce resources and task dependence. When resources are relatively fixed and when one departments gain is at the expense of another, conflict should be expected. If two sub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. [9x] Other contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include: different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authority, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations. How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrators efforts to manage or influence it. This in turn is related to ones understanding of the source of a specific conflict situation. Process of Conflict: Process of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown. The first stage is also called as latent stage in which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is important to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organization is very important, in case there is lack of communication in the organization this can lead to conflict. But also to much communication, as well as obstacles in communication, possible lack of understanding or noise in the communication channel can produce conflict as a consequence. The second stage, cognition and personalization stage represents the outcome of the impact of first phase factors. We distinguish two sub stages in this stage: Perception of the participants in conflict which does not mean that conflict, has occurred. Not until there has come to articulation of feelings and expression of awareness of conflict, can we say that the conflict itself occurs. In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we say there comes to the so called open disagreement. The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary, the decrease of working efficacy [8x]. Conflict management styles: The success of the organization depends on the ability of conflict recognition and the very way of conflict management. Conflict management implies integration of all factors which can contribute to conflict resolution or its prevention. Those factors are improvement of communication and practicing discipline in the organization, as well as having in mind the life phases of parties included. Different authors know about various approaches to conflict management. Besides five typical approaches and strategies on conflict management which we will show and explain, it is important to point out that an important role bears also the organization itself as the third party in conflict. The organization appears as the mediator between adversaries or as arbitrator. This third party in organization are managers which by using their experience have to constantly develop new strategies and tactic for conflict resolution by using their experience. Moreover, it is generally acknowledged that confl ict represents the most severe test of managers interpersonal skills. CONFLICT MANAGEMENT STYLES DIAGRAM: Thomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions: assertiveness and cooperativeness. Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes. Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved. Avoiding Conflict Resolution Style The avoiding style is low on both assertiveness and cooperativeness. In other words, the manager is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she aggressively pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly addressed or resolved. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be trivial. It might also be an appropriate approach to use when there is no chance of winning or when disruption would be very costly. When is Avoiding Appropriate? Avoiding conflict can be an appropriate choice, depending on the circumstances. According to Thomas-Kilmann avoiding is an appropriate form of dealing with conflict when used in the following situations: When an issue is trivial and other issues are more important or pressing use time and effort where it will be most productive. When there is no opportunity to constructively address the concern attempts to deal with the problem will likely result in futility and may make matters worse. It may not be the right time or place. When the potential cost of confronting the conflict outweighs the benefits in addressing it this requires assessment and judgment. To buy time and give angry people an opportunity to cool down so that tensions can be reduced it is important for parties to take a break to regain perspective and composure when the situation becomes heated. To refrain from making a rushed decision and allow time to obtain more information or support well planned and prepared decisions are usually the best decisions. When it is more appropriate for others to resolve the conflict resist getting in the middle of conflicts that are better dealt with by other people. Working with Conflict Avoidant Individuals It is clear that the use of avoiding dealing with conflicts and differences can have both positive and negative implications. When working with individuals as a supervisor, mediator, or friend it is helpful to get them to consider the pros and cons of avoiding conflict. Developing a strategy or plan requires that conflict avoidant individuals at least consider their options. [10x] Choosing a conflict mode other than avoiding may be understood by conflict avoidant people as a better option but acting on this choice can still be very difficult. Ensure that emotions are under control so that the facts, beliefs, and goals regarding the disagreement can be clarified and understood as objectively as possible. Excessive fear can be emotionally paralyzing. Role playing or writing out a plan of action can give a conflict avoidant person the confidence they need to deal with the conflict. Assertiveness coaching may also help. These preparatory approaches allow individuals to express their thoughts and feelings in a manner that is typically less stressful than talking about them spontaneously. It is possible that one party will be in a relative power position over another, such as a boss vs. employee. In these situations involve a person in a mediator role who can be neutral yet balance the power relationship so that the weaker party will develop the courage to address their concerns. When this is not possible the weaker party may need to include another person as a third party advocate or observer to help give them some support. [10x] Competing Conflict Resolution Style The competing style of resolving conflict is also known as the win-lose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting. The strategy of â€Å"competing† as a means of gaining power and control stems from early childhood and is reinforced throughout our years in school and college. Many children learn that they can obtain material objects as well as social control over people by using assertive, demanding or aggressive behavior. As they mature they use their talent to compete to â€Å"be the best† student, athlete, musician, etc. or to socially compete to be popular and have status among peers. Some youth learn to deal with disagreements by persuading others to accept their position. Others use power negatively in the form of arguments, threats, intimidation, or physical fighting. Youth who are effective at competing are deemed to be successful. Children and youth who do not stand up for themselves in conflicts may be seen as weak. Many video games and other media directed at youth promote the thrill of engaging in conflict with the goal of defeating the â€Å"enemy†, often using a ny means possible. All of these dynamics promote the use of competitiveness. While parents and teachers also instruct children to be kind, considerate, and cooperative there remains a strong inclination toward using competitiveness as a means of solving problems and achieving success. The value of competing to resolve differences and achieve goals continues into adulthood and employment. Individuals compete for status and position within organizations, sometimes being rewarded for their ability to achieve business goals by being better than their internal colleagues or external business competitors. Successful leaders demonstrate an ability to strategically use their competitive energy and skills for personal and professional benefit. While competing can be productive it can also cause problems when used excessively or inappropriately. It can lead to misuse of power, fraudulent acts, and unethical or illegal activity as we have seen in the situation at Enron and in other business and political events in the news. Truly successful people develop the judgment and skills to use competitiveness effectively and appropriately. [10x] Competing is an appropriate form of dealing with conflict when used in the following situations: When a quick decision and action is needed. When the outcome is critical and cannot be compromised. When you know you are right and are doing the correct thing. In emergencies or when safety is a concern. When being right matters more than preserving the relationship with the other party. When important but unpopular actions are needed such as cost-cutting, down-sizing, enforcing rules, or administering discipline. When ones position, authority, or rights are being challenged. When implementing strategic change and strong, confident leadership needs to be demonstrated. When used inappropriately competing in conflict situations can lead to negative consequences such as: When it strains relationships leading to resentment and retaliation. When it causes intimidation which inhibits important communication, discussion of alternative ideas and attempts at problem solving. When collaboration or compromise would lead to a better exchange of information and better decisions or outcomes. When personal drive for power and control overrides the best interests of the organization. When it results in diminished commitment and support from staff. When it is indicative of a highly competitive personality trait resulting in overuse, causing a person to not recognize when it is important to quit or take another stance. When â€Å"winning at all costs† results in harm to people or the organization. When the personal relationship is more important than the issue at stake. In attempting to address a conflict with another person who differs with you and takes a competitive position it may be helpful to do the following: Allow the person to first thoroughly explain their position, asking clarifying questions. Summarize and repeat what you have heard to assure mutual understanding. Acknowledge the parts that you agree with. Ask the party to carefully listen to your position, clarifying points of agreement and disagreement, using logic and data to support your perspective. Consider having both positions put into writing for review and consideration. Minimize discussion or expression of feelings or subjective elements unless the other party seems open to this perspective. Point out the mutual benefits of a decision that involve collaboration or compromise if this is an option. Help the other party to understand how your position will benefit him/her and how they can gain from agreement with your proposal. I