Conflict Resolution paper
Instructions
Your paper should be 2-3 pages. (The page count is just a guide. Feel free to exceed the stated limit).
Paper must include a Cover page, Abstract, Table of Contents, Appendix (see step 2 below), and Reference page. (These will not be counted in the page count).
Step 1: identify a company. It may be in any industry, private, public, or non-profit. Either speak with the manager or research the company online to learn about the company’s culture and to gauge employee engagement.
Step 2: rank the bad boss behaviors below from 1-12 (1 = worst morale killer, makes you consider quitting your job; 12 = still affects morale but better than the rest). The ranked list needs to be the Appendix at the end of your Word document.
Step 3: after ranking the list, 1) describe the business; 2) perform an in-depth analysis of the internal conflict in the company you selected (i.e., what’s causing morale to decline); 3) discuss management theories that could be utilized to increase the organization’s efficiency and effectiveness; 4) how does the culture of the organization contribute to employee engagement; and 5) using the top 3 bad boss behaviors from your list, what recommendations would you make to the owner about resolving conflict between bosses and employees.
All five sections in Step 3 need to have section headings (e.g., “Internal Conflict”; “Management Theories”):
| The Skeptic – does not believe that employees will do what they say |
| The Comparer – compares one employee’s performance to another’s |
| The Information Disseminator – does not share all the information to complete a project |
| The Recognizer – slow to recognize employees |
| The Know It All – does not have all of the information, but acts like he does |
| The Late Night Worker – expects that because he checks emails after hours everyone on the team should also |
| The Over Committer – tries to be the fix-all-Manager for the organization. |
| The Creditor – takes credit for everyone\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\’s work |
| The \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\”Over\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\” Talker – talks over everyone during meetings. Believes he has all the “correct” answers |
| The Executor – rushes everyone through a project to check it off his list of things to do |
| Talking Out of Both Sides of the Mouth – says one thing but means another |
| The Conclusion Jumper – Has already made up his mind with the limited information |
CONFLICT RESOLUTION PAPER GRADING RUBRIC
Description Points
| Cover Page, Abstract, Table of Contents, Spelling, Grammar, Punctuation | 1 |
| Ranking (Appendix) | 1 |
| Culture | 2 |
| Analysis | 3 |
| Recommendations | 2 |
| Management Theories | 2 |
| Use of a minimum of three sources | 1 |
| Total | 12 |
SAMPLE STUDENT ANSWER
The Deloitte Company is an organization that deals with numerous dedicated experts who offer consulting, auditing, risk management, financial advisory, and tax services. The company’s culture involves the inclusion and assisting the professionals in bringing a change to society. The company also works on ensuring that all workers enjoy a brilliant working experience that is also rewarding. Through employee engagement, the Deloitte company ensures that the managers are sensitive to the workers’ plight and ensuring that everyone is passionate about their job.
The employee engagement process also ensures that proactive listening gets adopted to respond and improve the workplace. Ranking the bad boss behavior is a chance to know where the managers stand and the need to improve to ensure that people are satisfied at work. The Deloitte company has set base in over 150 countries and is committed to making a notable difference around the world. Analyzing the internal conflict within the company is a chance to ensure that there is a detailed structure in place and employees are satisfied at work thus boosting their morale to increase productivity.
In an ever-evolving business environment, it is vital to look at various management theories including scientific management theory, bureaucratic management theory, and Maslow’s hierarchy of needs theory. It will enable the managers to run the organization effectively while adapting to the changes. The Deloitte company’s culture has a role to play in employee engagement as it allows the staff feels appreciated. In case of a rise in dispute, it is vital to settle the matter amicably and ensure an effective conflict resolution management is in place that works towards achieving the company mission and value
Deloitte company prides itself in being the global provider of risk advisory, financial advisory, tax, audit and assurance, and consulting among other related services (Deloitte, 2021). Deloitte’s culture is built on inclusion. It is a company that focuses on aiding experts to make a difference individually and generally within society (Hussain, Haque & Baloch, 2019).). Through the embraced collaboration and high performance within the workplace, it offers an excellent opportunity that makes the work rewarding and fulfilling.
The employee-work contract is not always constant. It forces company leaders to build institutions that focus on employee engagement. It ensures that the company is passionate, sensitive and allows for creative contribution within the enterprise. According to the Deloitte review issue (2015) organizations are significantly investing in analytics tools to find out why individuals leave, levels of employee engagement, and the culture of the organization. leaders are now more focused on retention and engagement to ensure that the business flourish.
Through employee engagement, it contributes to a positive work environment, better growth opportunity, meaningful work, and a supportive management system. Employee engagement shifts from reactive listening to proactive listening when it comes to responding and improving the workforce (Deloitte, 2021).
- The Skeptic – does not believe that employees will do what they say
- The Comparer – compares one employee’s performance to another’s
- The Information Disseminator – does not share all the information to complete a project
- The Recognizer – slow to recognize employees
- The Know It All – does not have all of the information but acts as he does
- The Late-Night Worker – expects that because he checks emails after hours everyone on the team should also
- The Over Committer – tries to be the fix-all-Manager for the organization.
- The Creditor – takes credit for everyone’s work
- The “Over” Talker – talks over everyone during meetings. Believes he has all the “correct” answers
- The Executor – rushes everyone through a project to check it off his list of things to do
- Talking Out of Both Sides of the Mouth – says one thing but means another
- The Conclusion Jumper – Has already made up his mind with the limited information
The business has more than 150 years of smart work and a great commitment to making a notable difference across the globe. The Deloitte business has more than 28600 people in over 150 countries offering their services (Deloitte, 2021). The company serves four out of five fortune global companies. The company’s commitment to adopting cutting-edge technology and flexible working setting for the current and next generation of experts in auditing, tax, and financial advisory services.
Internal Conflict in the Company
Big private companies often have a detailed structure that aids in running the business affairs keenly. However, the internal conflict of interests often arises. Not all employees get to stay at the same company for long. It is often due to the availability of new opportunities in the market, lack of a challenge within the current job, lack of compensation increases, or even dissatisfaction with the supervisor. Lack of job satisfaction can also lead to a decline in the work morale of an employee.
The workplace is an ever-changing environment with policies and company structure being revisited each time to make the place better suited for all employees and their bosses. Adopting one management style does not cut it while the business is focusing on growth. The managers should look at the different schools of thought and learn which managerial practice is better suited for a particular time. By adopting the scientific management theory, leaders tend to focus on the main notion of employees’ motivation as money (Hussain, Haque & Baloch 2019). However, many successful business owners agree that money is not the only major motivation but rather focusing on something long-lasting and making people find motivation within the work itself.
When a business aims at expanding its doors to numerous countries, adopting the bureaucratic management theory approach is the ideal route. Having a hierarchy of authority, set policies and rules ensures there is smooth operation (Hussain et al., 2019). It also ensures that the functionality of the organization continues even when one worker quits, which is notable in today’s setup where workers come and go. The bureaucratic management style also ensures there are patronized functions that avoid resource wastage and ensures efficient business operations.
Another management theory to adopt within Deloitte’s company is the Maslow hierarchy of needs theory. It is a motivation theory that leads can adopt while catering to the needs of the people working within the organization. Understanding people is vital as the management team will be able to lead people properly. It ensures there is self-respect, recognition, attention, and autonomy in the workplace which leads to growth and fulfillment as one strives to become the best within the workplace (Hussain et al., 2019). Self-actualization is vital as it helps in attaining one’s potential at the workplace.
The Culture of the Organization and Employee Engagement
The organization’s culture has a profound role to play when it comes to employee engagement. It enables the staff workers to know they are well appreciated in the efforts they put in achieving the company goals and objectives. In the process, they increase productivity which translates to better ROI. Employee engagement also affects retention and general performance of the company as it hedges against voluntary turnover (Sonmez-Cakir, & Adiguzel, 2020). When the business’s culture includes the employees’ needs and ensures inclusivity without discrimination it enables the workers to become proud to work in the institution.
The success of Deloitte company not only affects the managers. It also includes different people in over 150 countries who are employed and those who benefit from the company’s services. When conflict arises, it acts as a major setback that could ruin the whole company’s success. In case of a dispute or conflict of interest, it is wise to solve it before it spills over. Having an in-depth conflict resolution mechanism ensures that all the staff workers and supervisors work together in realizing the company mission and vision always.
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Deloitte. (2021). About Deloitte. https://www2.deloitte.com/in/en/pages/about-deloitte/articles/about-deloitte.html
Hussain, N., Haque, A. U., & Baloch, A. (2019). Management Theories: The Contribution of Contemporary Management Theorists in Tackling Contemporary Management Challenges. Journal of Yaşar University, 14, 156-169.
Sonmez Cakir, F., & Adiguzel, Z. (2020). Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization. SAGE Open. https://doi.org/10.1177/2158244020914634
Hussain, N., Haque, A. & Baloch, A. (2019). Management Theories: The Contribution of Contemporary Management Theorists in Tackling Contemporary Management Challenges. Journal of Yaşar University. 14. 156-169. 10.19168/jyasar.635061.
Jermaine Byrant
Nicole Johnson
OVER
RATING
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