Assignment代写参考-工作场所的冲突管理:原因和影响。本文是一篇留学生Assignment写作范文,主要内容是讲述冲突是一个让人产生分歧的过程。这通常是一个过程,其中一方意识到其利益受到另一方的反对或负面影响。冲突可能是由于利益相关方的不同意见,或由于某些相关方可能具有的“显示”权威而产生的。它可以分为实质冲突和情感冲突。实质性冲突是对目的或目标及其实现方式的分歧。情绪冲突通常是由愤怒、不信任、恐惧等情绪引起的。下面是这篇留学生Assignment代写参考的全部内容,供参考。
INTRODUCTION 引言
What is conflict?什么是冲突?
Conflict is a process that involves people disagreeing. It is usually a process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict could be created due to different opinions of the interested parties, or due to the “show” of authority that some of the involved parties might have.
It can be separated in substantive conflict and emotional conflict. Substantive conflict is a disagreement over ends or goals and the means for their accomplishment. Emotional conflict is usual coming out over feeling of anger, mistrust, fear, etc. In addition, conflict may be classified in three types: 此外,冲突可分为三种类型:
Intrapersonal conflict, interpersonal conflict and intergroup conflict.
个人内部冲突、人际冲突和群体间冲突。
TYPES OF CONFLICT 冲突类型
Intrapersonal Conflict 个人内部冲突
Intrapersonal conflict arises within a person. It is a fight you have to give with your ego, in front of several solutions for a decision you have to take. For example, if you are a sales manager and you are in front of a deal that you have to make on time with a customer, you might have to decide, either to close it according to your company’s usual policy, or based mostly on your customer needs. In this occasion you are facing an intrapersonal conflict. To be more specific, in case you proceed with the first choice you will be ok with your company, but you may disappoint your customer and this can cause problems either in your personal relationship with him, or in your sales volumes. If you follow the second option, then you might have problems with your company, but you will probably improve your relationship with your customer and as a result the sales volumes as well. But, of course, you’re taking a big risk, in case the sales results will not come as you have planned. This example could be a typical, usual, daily intrapersonal conflict of many employees in several organizational environments.
人与人之间产生冲突。这是一场你必须与你的自我斗争,在你必须做出的决定的几个解决方案面前。例如,如果你是一名销售经理,而你正面临着一项必须按时与客户达成的交易,那么你可能必须做出决定,要么根据公司的常规政策,要么主要根据客户的需求来完成交易。在这种情况下,你面临着一场内部冲突。更具体地说,如果你选择了第一个选择,你会对你的公司感到满意,但你可能会让你的客户失望,这可能会导致你与他的个人关系出现问题,或者你的销售量出现问题。如果你选择第二个选项,那么你可能会与公司有问题,但你可能会改善与客户的关系,从而提高销售量。但是,当然,你要冒很大的风险,以防销售结果不会如你所计划的那样。这个例子可能是几个组织环境中许多员工的典型的、通常的、日常的内部冲突。
Interpersonal Conflict 人际冲突
Many companies suffer because of interpersonal conflicts, due to high competition (internal or external), different personalities of those who are decision makers in a company, authority showing, etc.
许多公司都会因为人际冲突、高度竞争(内部或外部)、公司决策者的不同性格、权威表现等原因而受到影响。
Interpersonal conflict is arriving between colleagues, CEOs, boards of director, etc. and actually can be created in any level of a company. It is a usual reason which tends employees to resign. We have all faced during our working experience colleagues and managers fighting each other. Most of the times “these fights” or strong disagreements guide to problematic relationships between staff and finally in resign of those that “don’t want to go a step back”. It is important to refer that according to one research, “31.9% of CEOs quitted from their jobs, because they had conflicts with the board of directors”. (Whitehouse, K. 2008, January 14).
人际冲突在同事、首席执行官、董事会等之间发生,实际上在公司的任何级别都可能发生。这是导致员工辞职的常见原因。在我们的工作经历中,我们都遇到过同事和经理之间的争斗。大多数时候,“这些争斗”或强烈的分歧会导致员工之间的关系出现问题,最终导致那些“不想后退一步”的员工辞职。值得一提的是,根据一项研究,“31.9%的CEO辞职,因为他们与董事会有冲突”。
“CEOs of competing companies might also have public conflicts. For example, in 1997, Michael Dell was asked what he would do about Apple Computer. “What would I do? I’d shut it down and give the money back to shareholders.” Ten years later, Steve Jobs, the CEO of Apple Inc., indicated he had clearly held a grudge as he shot back at Dell in an e-mail to his employees, stating, “Team, it turned out Michael Dell wasn’t perfect in predicting the future. Based on today’s stock market close, Apple is worth more than Dell”. (Haddad, C. 2001, April 18)”.
“竞争公司的首席执行官也可能会发生公共冲突。例如,1997年,迈克尔·戴尔被问及他将如何处理苹果电脑。“我该怎么办?我会关闭电脑,然后把钱还给股东。”十年后,苹果公司首席执行官史蒂夫·乔布斯(Steve Jobs)在给员工的一封电子邮件中表示,当他回击戴尔时,他显然怀恨在心,他说:,“团队,事实证明迈克尔·戴尔在预测未来方面并不完美。根据今天的股市收盘价,苹果的价值超过了戴尔”。
Intergroup Conflict 群体间冲突
Intergroup conflict takes place among different groups. Types of groups may include different departments in a company, employees and management, or competing companies in a market. Departments may conflict over budget planning. For example marketing budget or equipment budget usually creates a big conflict between marketing or production management or the general management.
群体间冲突发生在不同群体之间。集团的类型可能包括公司中的不同部门、员工和管理层,或市场中的竞争公司。各部门可能会在预算规划上发生冲突。例如,营销预算或设备预算通常会在营销或生产管理或一般管理之间产生巨大冲突。
Employees and management may disagree on work rules and procedures. 员工和管理层可能在工作规则和程序上存在分歧。
Suppliers may conflict with each other on the quality of goods, or in the pricing policy they’re promoting in the market.
“For example, we will refer below a typical labor issue when a joint venture between two airline companies has taken place:
Canadian Air and Air Canada pilots were facing long term personal and legal conflicts when the two airlines’ seniority lists were combined following the merger Seniority. This fact is a valuable and scarce resource for pilots, because it helps to determine who flies the newest and biggest planes, who receives the best flight routes, and who is paid the most. In response to the loss of seniority, former Canadian Air pilots picketed at shareholder meetings, threatened to call in sick, and had ongoing conflicts with pilots from Air Canada” (Stoykewych, R. E. 2003, March 7).
供应商可能在商品质量或他们在市场上推广的定价政策上相互冲突。
“例如,当两家航空公司成立合资企业时,我们将在下面提到一个典型的劳工问题:
拿大航空公司和加拿大航空公司的飞行员面临着长期的个人和法律冲突,这两家航空公司的资历名单在合并后合并。这一事实对于飞行员来说是一个宝贵而稀缺的资源,因为它有助于确定谁驾驶最新和最大的飞机,谁获得最好的飞行路线,谁获得最多的报酬。作为对资历丧失的回应,前加拿大航空公司飞行员在股东大会上纠察,威胁要请病假,并与加拿大航空公司的飞行员不断发生冲突”。
POTENTIAL CAUSES OF CONFLICT 冲突的潜在原因
Organizational Structure 组织结构
Conflict can be created depending on the organizational Structure that a corporation follows. “For example, if a company uses a matrix structure as its organizational form, it will have decisional conflict built in, because the structure specifies that each manager report to two bosses” (Jaffe, D. 2000).
冲突的产生取决于公司遵循的组织结构。“例如,如果一家公司使用矩阵结构作为其组织形式,它将产生决策冲突,因为该结构规定每个经理向两个老板汇报”。
“For example, global company ABB Inc. is organized around a matrix structure based on the dimensions of country and industry. This structure can lead to confusion as the company is divided geographically into 1,200 different units and by industry into 50 different units.” (Taylor, W. 1991, March-April).
“例如,全球公司ABB Inc.是以基于国家和行业维度的矩阵结构为基础组建的。这种结构可能会导致混乱,因为该公司在地理上划分为1200个不同的单位,在行业上划分为50个不同的单元。”
Employees’ Benefits differentiation 员工福利差异
Resources offered from corporations as extra benefits to their employees such as money, time, and equipment are often a “problem”. Competition among people or departments for different benefits is a frequent cause for conflict. For example, cars, mobile phones, credit cards, laptops are benefits that are offered not in all the employees, or not with the same value. For example salesmen might have different car according to their position in the company. This small issue can cause big conflicts. Differentiation in salaries of people in the same position level, but with different performance can as well create conflicts. Human beings are always jealous and feel unfair.
公司提供给员工的额外福利(如金钱、时间和设备)往往是一个“问题”。人们或部门之间为了不同利益而进行的竞争是冲突的常见原因。例如,汽车、手机、信用卡、笔记本电脑等福利并不是所有员工都能享受的,或者价值不一样。例如,销售人员可能会根据他们在公司的职位而拥有不同的汽车。这个小问题可能会引发大冲突。同一职位水平但表现不同的人的工资差异也会产生冲突。人类总是嫉妒并感到不公平。
Task Interdependence 任务相互依赖
Task interdependence could be another cause of conflict. This issue is coming when your success or your achievement in your objectives is also depending on other people performance. For example, when you are a project engineer and you have to complete a building construction in timelines with the correct way and the planned resources, it might be a big success for you, but you have to be supported for example, from the electrician, the plumper, the builder, the supplier of the materials, etc. If you lose control, you will probably have big conflicts with all your above coordinators.
任务相互依存可能是冲突的另一个原因。当你的成功或目标的实现也取决于其他人的表现时,就会出现这个问题。例如,当你是一名项目工程师,你必须以正确的方式和计划的资源按时完成建筑施工,这对你来说可能是一个巨大的成功,但你必须得到电工、管工、建筑商、材料供应商等的支持。如果你失去控制,您可能会与上述所有协调员发生重大冲突。
Incompatible Goals 不兼容的目标
Sometimes conflict arises when two parties think that their goals are exclusively in their responsibilities. Within an organization, incompatible goals often arise because of the different ways department managers are approaching them. For example, a sales manager who’ s bonus system depends on sales figures, believes that he has to offer higher credit periods in a big client, in order to earn bigger sales volumes. But the financial manager whose bonus terms, might depend on how fast the clients pay their amounts is disagreeing with this option. Then these two managers may conflict each other, because they focus on their personal interests and not on the company’s common goal. Unless this issue is not resolved with the intervention of someone who has the authority to overlap those two, they might continue conflict without coming up to a solution.
有时,当双方认为自己的目标完全属于自己的责任时,就会产生冲突。在一个组织内,由于部门经理处理目标的方式不同,常常会出现不兼容的目标。例如,一位销售经理的奖金制度取决于销售数据,他认为他必须为大客户提供更高的信用期,以获得更大的销售额。但财务经理的奖金条款可能取决于客户支付金额的速度,他不同意这种选择。然后这两位经理可能会发生冲突,因为他们关注的是个人利益,而不是公司的共同目标。除非这一问题不能通过有权将这两个问题重叠的人的干预来解决,否则他们可能会继续冲突而无法找到解决方案。
Personality Differences 个性差异
Personality differences among personnel are something common and usual. Many times you’re arguing with your colleagues, because you see things and issues in different way based on your ethics and your growing environment. Matching of the personalities and team spirit is a difficult thing, through a corporation and needs a special care from the Human Resource management department.
人员之间的性格差异是常见的。很多时候,你和你的同事争论,因为你根据你的道德和成长环境,以不同的方式看待事情和问题。通过一家公司,性格和团队精神的匹配是一件困难的事情,需要人力资源管理部门的特别照顾。
Communication Problems 沟通问题
In many occasions conflict arises out of problematic communication system, such as unread-forgotten emails or dealing with people who don’t give feedbacks in your inquiries, or they often forget to reply. Then conflicts are a typical result, usually from the involved parties who try to drop the fault each one in the other. Consequently, many working hours are lost in finding where the mistake in the communication history was.
在很多情况下,冲突都是由有问题的沟通系统引起的,比如未读的忘记邮件,或者与在你的询问中没有给出反馈的人打交道,或者他们经常忘记回复。然后,冲突是一种典型的结果,通常来自于试图相互推卸责任的相关方。因此,许多工作时间都在寻找沟通历史中的错误所在。
OUTCOMES OF CONFLICT 冲突的结果
Conflict can be dysfunctional if it affects negatively an organization, leads to low performance, or in the worst case, to workplace violence. To understand how to get to a positive effect of conflict, we first need to understand its causes, consequences, and tools to help manage it. “If conflict is too low, then performance is low. If conflict is too high, then performance also tends to be low”.The positive thing is to keep conflicts in the middle of this “thin line”. Most of us might have the opinion that it is quite strange to try in leave conflicts existing in middle levels, but as we will see in the following paragraphs, we can definitely have positive outcomes.
如果冲突对组织产生负面影响,导致绩效低下,或者在最坏的情况下,导致工作场所暴力,那么冲突可能是功能失调的。要了解如何实现冲突的积极影响,我们首先需要了解冲突的原因、后果和帮助管理冲突的工具。“如果冲突太低,则性能很低。如果冲突太高,则性能也往往很低”。积极的一面是将冲突保持在这条“细线”的中间。我们中的大多数人可能会认为,试图解决中层存在的离职冲突是很奇怪的,但正如我们将在以下段落中看到的那样,我们肯定会有积极的结果。
Positive outcomes include the following: 积极成果包括
Creation of bigger range in quality ideas 创造更大范围的优质创意
Identifying and bring in the surface the “dark” inaccurate cases 识别并揭露“黑暗”的不准确案例
Clarification of individual views that build learning 阐明构建学习的个人观点
Improvement of participation and creativeness 提高参与度和创造力
Motivate your employees in participate in useful discussions and improve their negotiations skills within healthy procedures 激励员工参与有益的讨论,并在健康的程序内提高他们的谈判技巧
Examples of negative outcomes 负面结果示例
Increased stress and anxiety among personnel, which guide in low performance and personal satisfaction 员工压力和焦虑加剧,导致绩效和个人满意度低下
Feelings as being defeated and humiliated, which affect negatively individuals’ morale 被击败和羞辱的感觉,对个人的士气产生负面影响
A mistrust climate, which reduce working relationships, collaboration and teamwork.一种不信任的气氛,会减少工作关系、协作和团队合作。
CONFLICT STAGES 冲突阶段
Latent Conflict. Latent conflict is visible conflict waiting to happen.潜在冲突。潜在冲突是等待发生的可见冲突。
Felt Conflict. Felt conflict is experienced as discomfort and tension.感觉冲突。感觉到的冲突表现为不适和紧张。
Perceived Conflict. Perceived conflict is the awareness that we are in a conflict situation.感知冲突。感知冲突是指意识到我们处于冲突状态。
Manifest Conflict. After conflict is perceived and felt, it may or may not become open, or manifest.表明冲突。在感知和感受到冲突之后,它可能会变得公开,也可能不会变得明显。
Conflict Aftermath. Conflict is likely to breed more conflict and, when it does, that conflict is likely to take on a life of its own. (Gholipour A. 2006).冲突后果。冲突很可能滋生更多的冲突,当冲突发生时,这种冲突很可能会自生自灭。
CONFLICT MANAGEMENT STYLES 冲突管理风格
Everyone in his personal life has his own style in facing conflicts. In the following paragraphs you can see the most well known – frequent and usual approaches in conflict management.
在个人生活中,每个人在面对冲突时都有自己的风格。在以下段落中,您可以看到冲突管理中最常见的方法。
Avoidance 回避
Avoidance is a conflict style, where the involved parties or groups are pretending that everything is fine, while “inside of them” they feel that there is a serious problem. Avoidance can also be an occasion where some of the parties are quitted from the conflict issue, not so much interested in find the solution, since it might considered from their side as a non personal obligation, or because they “unlike” the other parties’ opinion. In low levels and not so important issues, this style can be sometimes a good solution, but usually it finally guides in bad working environment and relationships.
回避是一种冲突方式,即当事方或团体假装一切都很好,而“他们内部”却觉得存在严重问题。回避也可能是一种情况,即一些当事方退出冲突问题,对找到解决办法不太感兴趣,因为这可能被他们一方视为非个人义务,或者因为他们“不同”其他当事方的意见。在低级别和不那么重要的问题上,这种风格有时是一个很好的解决方案,但通常在糟糕的工作环境和人际关系中,它最终会起到指导作用。
Accommodation 调解
The accommodating style of conflict management is more cooperative than the previous one. In this style, the one party offers or accepts, what the others believe that it is correct. This type of person is usually afraid to argue with their opponents because either they believe that they will destroy their relationships with them, or they feel that they will not come up to a solution. We can say that from one side they’re giving up their proposals. This style is a good way to manage conflicts, but you might lose proposals or ideas, which could be interesting from the person that always go a step back in front of the most dominant persons.
冲突管理的通融风格比前一种更具合作性。在这种风格中,一方提供或接受他人认为正确的东西。这类人通常害怕与对手争论,因为他们要么认为自己会破坏与他们的关系,要么觉得自己无法找到解决方案。我们可以说,从一个方面来说,他们放弃了他们的建议。这种风格是管理冲突的好方法,但你可能会失去建议或想法,这对那些总是在最占优势的人面前后退一步的人来说可能很有趣。
Compromise 妥协
The compromising style is always referred as the “middle-level solution”. In this style all the involved persons are “giving a little” of them in order to come up in the best solution. We can say that it is a kind of bargaining. It is a quite effective in overpass conflicts usually without negative outcomes.
妥协的风格总是被称为“中层解决方案”。在这种方式下,所有参与的人都会“付出一点”,以便找到最佳解决方案。我们可以说这是一种讨价还价。它在天桥冲突中非常有效,通常不会产生负面结果。
Competition 竞争
People often show a competitive style to in order to achieve their goals or to perceive the other parties following their ideas. Competition may create bad relationships with others, if one is always trying to maximize his own outcomes at the expense of others’ well-being. “This approach may be effective if one has strong moral objections to the alternatives or if the alternatives one is opposing, are unethical or harmful”.
人们通常表现出一种竞争的风格,以实现他们的目标或感知其他各方遵循他们的想法。如果一个人总是试图以牺牲他人的福祉为代价最大化自己的结果,那么竞争可能会与他人产生不良关系。“如果一个人对替代方案有强烈的道德反对,或者如果他所反对的替代方案是不道德的或有害的,这种方法可能是有效的”。
Collaboration 协作
Collaboration is a conflict management style that is almost similar to effective negotiation or to win-win solutions. In this occasion both of the involved parties may conflict each other, but they always try to find the best solution, which can satisfy all of them and also serves the common goal. For example if an employee is performing well in his job obligation and he is asking to attend an MBA program in order to improve more his management skills, then he may ask from his company to pay the program for him. Then the manager can propose to him: “Yes I will pay your MBA program, but you have to stay 2 years more in the company, after you will have finished it. Otherwise you will return back our paid amounts”. It sounds like a fair solution for both of the sides.
协作是一种冲突管理方式,几乎类似于有效谈判或双赢解决方案。在这种情况下,双方可能会发生冲突,但他们总是试图找到最好的解决方案,既能满足所有人的要求,又能实现共同目标。例如,如果一名员工在工作职责上表现出色,为了提高管理技能,他要求参加MBA课程,那么他可能会要求公司为他支付课程费用。然后,经理可以向他提议:“是的,我会支付你的MBA课程,但你必须在公司多待两年,等你完成后。否则,你会退还我们支付的金额”。这听起来对双方都是一个公平的解决方案。
APPROACHES TO CONFLICT RESOLUTION 解决冲突的方法
Change the Composition of the Team 更改团队组成
If the conflict is between colleagues then a good solution could be, separating the personalities that are creating the biggest problems. “In circumstances where conflict is attributed to the widely different styles, values, and preferences of a small number of members, replacing some of these members may resolve the problem. If that’s not possible because everyone’s skills are needed on the team and substitutes aren’t available, consider a physical layout solution. Research has shown that when known antagonists are seated directly across from each other, the amount of conflict increases. However, when they are seated side by side, the conflict tends to decrease”. (Howat, G., & London, M. 1980)
果冲突发生在同事之间,那么一个很好的解决办法就是将造成最大问题的性格分开。“如果冲突归因于少数成员的风格、价值观和偏好大相径庭,那么更换其中一些成员可能会解决问题。如果因为团队中需要每个人的技能而没有替代者而无法做到这一点,请考虑物理布局解决方案。研究表明,当已知的对手落座时彼此直接面对,冲突的数量增加。然而,当他们并排坐在一起时,冲突往往会减少”。
Create a Common Opposing Force 创建共同的反对力量
Group conflict within a corporation can be reduced by turn their attention on a common enemy such as the competition. For example, two product managers might argue in which of their two products are going to spend more marketing expenses, each trying to get more resources in order to promote more his product to the market. Then instead of fighting each other, it would be better someone to turn them in focusing on a competitive product and get them responsible how to develop their products together, much more than the competition to the market.
通过将注意力转向共同的敌人,例如竞争对手,可以减少公司内部的群体冲突。例如,两个产品经理可能会争论他们的两个产品中的哪一个将花费更多的营销费用,每个人都试图获得更多的资源,以便将更多的产品推向市场。那么,与其相互争斗,不如有人让他们专注于一种有竞争力的产品,并让他们负责如何共同开发产品,而不仅仅是市场竞争。
Consider Majority Rule 考虑多数原则
Group conflict can be dramatically reduced by using the “traditional” majority rule process. In this case every one of the involved parties is proposing an idea and then all together vote in order to choose the one with the higher votes. Majority rule could be a creative process, but it has to be followed always with creative discussions and not operating as an easy solution for decreasing conflicts, through groups or persons. Sometimes it has negative outcomes, when most of the times the same persons’ ideas frequently “pass”. Then the other members of the procedure might feel that something unfair is going on, as for example the “cliques” creation between persons that voting all the time their personal ideas.
通过使用“传统”多数规则流程,可以显著减少群体冲突。在这种情况下,每一个相关方都在提出一个想法,然后大家一起投票,以选择得票率较高的一个。多数原则可能是一个创造性的过程,但必须始终遵循创造性的讨论,而不是通过团体或个人作为减少冲突的简单解决方案。有时它会产生负面结果,而大多数时候,同一个人的想法往往会“过时”。然后,程序的其他成员可能会觉得正在发生一些不公平的事情,例如,在一直投票的人之间建立“派系”,他们的个人想法。
Problem Solve 解决问题
“Problem solving is a common approach to resolving conflict. In problem-solving mode, the individuals or groups in conflict are asked to focus on the problem, not on each other, and to uncover the root cause of the problem. This approach recognizes the rarity of one side being completely right and the other being completely wrong”.
“解决问题是解决冲突的常见方法。在解决问题的模式中,冲突中的个人或群体被要求关注问题,而不是彼此,并找出问题的根本原因。这种方法认识到一方完全正确而另一方完全错误的罕见性”。
CONCLUSION 结论
Summarizing all the above described in this assignment, we can easily realize that conflict management is a very important issue in workplace. We cannot evaluate how it could be solved, or which is the best way to manage or approach to its resolution. It would be definitely positive for companies to set up conflict policies, so they can control better such problems. But the assured thing is that, even policies would be set up, every manager, every employee has to be careful and try to take advantage of the positive effects that conflict can give. Thus, in order to achieve this, everyone has to “do it” with his own style, since he has to adapt his behavior depending on the working environment he is occupied. If we think again that conflict guides in violence in workplace, but can guide also to creative solutions, integrative negotiations, passion for participating in problems solving, we have to individually think and drive ourselves at the positive part of conflict results.
总结assignment范文中的所有上述内容,我们很容易意识到冲突管理是工作场所中非常重要的问题。我们无法评估如何解决问题,也无法评估解决问题的最佳方式。公司制定冲突政策肯定是积极的,这样他们就能更好地控制此类问题。但可以肯定的是,即使制定了政策,每一位经理、每一位员工都必须小心谨慎,努力利用冲突可能带来的积极影响。因此,为了实现这一点,每个人都必须以自己的风格“做”,因为他必须根据所处的工作环境来调整自己的行为。如果我们再次认为冲突会导致工作场所的暴力,但也会导致创造性解决方案、综合谈判、参与解决问题的热情,那么我们就必须单独思考并促使自己积极参与冲突的结果。本站提供各国各专业assignment代写或指导服务。
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