Conflicts Resolution

Intro :

In companies and organisations conflicts occurring is normal

picture. However resolving conflicts is the main issue because dysfunctional

conflicts arise problems and stops the growth of the organisation. With a hope

to solve the conflicts the word KNOWLEDGE is very essential for some factors

of conflicts resolution.

K- KNOW :-

In order to successfully solve the conflicts, we must know the root

cause of the conflicts of problem. We can do that by observing the behaviour

of the parties having conflicts, listening to their arguments or the resources

which are part of conflicts can give info about the root cause of the conflicts.

N-NEGOTIATE :-

Once the cause of the conflicts is clear to us we can negotiate

between the two parties who are part of conflicts. A negotiator is a person

who has a neutral view and talk to both the parties about reconsidering the

issues and settling the conflicts down and negotiating like give-and-take

process.

O-ORGANISE :-

Once the negotiation process is started we have to organise some

extra resources and provide additional resources to both the parties and see

that they don’t fight again and withdraw or move certain facilities which can

cause conflicts again.

W-WORK :-

Allotment, resettlement, withdrawal and redistribution of

facilities, incentives, etc. require careful and constant work. Unless a balanced

view is taken conflicts cannot be resolved permanently or for particular period

of time. So one the manager should take each step carefully and work hard

while working on each phase.

L-LEAD :-

At the time of the conflicts the manager has found out what was

the root cause of the conflicts, he started the negotiation process and brought

both parties to table. So he should lead all the process of bringing both parties

together and thinking again of the issues which created conflicts and try to

resolve them by taking the lead role. He should bring both parties to table to

rethink on the problem

E-EXAMINE :-

Before starting the conference with both parties the manager has

to study and examine every issue from different point of views like intra-

personal, inner personal, financial etc. for proper settlement of the issues. He

has to examine whether settlement of certain issues wont arise other

problems in the organisation like increase in demand from other parties and

enhancement of manpower, etc.

D-DISCUSS :-

After examining all the points from all point of views, the manager

can invite the both parties to discuss. He must see that all people talk in a well

manner and no one speaks harsh or use bad language. He must be well enough

prepared to listen all the arguments from both parties and provide necessary

solutions.

G-GENERATE :-

After hearing to both parties and discussing the positive and

negative points the manger should generate innovative ideas to improve upon

the situation which help both parties to create trust on manager and mutual

trust in both parties.

E- EASE-OFF :-

The successful resolution will ease-off the tension and stress

created between both parties. This will lead to create an atmosphere which is

much friendly and has no stress which is work friendly. The manager can

develop this instantly if he takes some personal interest in it.

KEY POINTS FOR CONFLICTS RESOULTION

Do not ignore the conflicts or issues, try to deal with them.

Be solution oriented that is be ready to find the solution and don’t just

leave it that you cannot find solution on it.

Take we approach. Don’t be selfish and think from a single person point

of view, think how it will affect other persons.

Define organisational policies.

Fix the areas of responsibilities. Give each responsibility so that no task

is left not done and which will eventually generate conflicts.

Delegate authority. Take the decision with yourself and don’t wait for

others to take it.

Get feedback from all points and forward it to all people so that all views

are cleared.

Do quarterly performance appraisal.

CONFLICTS RESOLTION DIAGRAM

K- KNOW

N-NEGOTIATE

O-ORGANISE

W-WORK

L-LEAD

E-EXAMINE

D-DISCUSS

G-GENERATE

E- EASE-OFF

BARRIERS TO EFFECTIVE DELEGATION :

Delegation means a group of people who represent the authority who

can take important decisions.

There are certain barriers which occur to effective delegation. The

barriers occur from subordinates and superior groups of the organisation.

A] Superiors Side :-

1. Lack of confidence is subordinates :

Sometimes we can see that bosses or hierarchical managers who

get the position of manger because their family member was manager( like

dad was the manager and now his son will get his job ) are not sure about the

capabilities of their subordinates. So what they do is that keep all authority and

decision making issues to themselves that is take decision themselves without

consulting subordinates. That results to show lack of confidence for

subordinates.

2. “I’m THE BEST DOER” attitude :

Sometimes the manager has no trust among the subordinates

views and suggestions. They are eco-centric ( they think they know better than

other people). The have blind belief that they only and only they can do the job

successfully or at least no task can do be done successfully without their help.

This leads to frustration and sense of hopelessness among subordinates.

Eventually they don’t respect the boss and they lose the enthusiasm they have.

This puts down the progress of the organisation.

3. Lack of ability to direct :

Some of the superiors reach the higher positions through

hierarchy i.e. ( like dad was the manager and now his son will get his job )

without true qualifications or merits. So there is always a question whether

they would be able to direct their team in times of emergency situation and

crisis. So the do not give power to anybody whereas the expect the workers to

give better results. This one way expectations lowers the progress of the

company.

4. Avoidance of risk :

Sometimes giving power to a person who has no maturity of that

level may be a risky job. It can happen the misuse of power can be done for

personal use and lower the image of company and thus power will be given to

the head office. So in this situation people make their sides safe and try not to

fall in any kind of risk or become target.

5. Lack of developing Control System :

We can see that the superiors doubt themselves. They feel that if

power is given to their subordinates he can prove himself more smarter than

him. They will dominate the entire team and all credit and value will be given

to the subordinate and he will not listen to him. They feel unable to control the

situation so they keep all power in their hand only.

A] Subordinates Side :-

1. Lack of self-confidence :

Sometimes the employees feel that they may not able to do the

job given to them successfully. Though they know the job well and how to do

the job perfectly but they lack confidence. Hence they do not accept the

responsibility given to them.

2. Lack of incentives or benefits :-

Incentives- bonus or reward.

Employees feel that many times for their additional work and

effort they must be rewarded by incentives, bonus or promotions. If the

company fails to give such incentives next time the employees will not work

hard.

3. Fear of criticism of failure :

Criticize- blame for doing something wrong.

People do not like to be criticized or blamed. If the task given to

them fails they will be blamed from the boss and other peoples. So people

don’t accept task easily.

4. Fear of Overburdening :

People in a company have much work to do. They fear that if they

take the extra work they won’t be able to complete it in given time and the

work given to them will also be left not done because of over burden.

So they take light jobs and not the important or urgent ones.

5. Lack of adequate information and resources :

Some times the superiors develop a grudge (say something

unwillingly), prejudice (do partiality), or malice ( see someone suffer) towards

their employee or subordinates. It happens frequently. And to make the

subordinate suffer he assigns him a task and gives less information regarding

the task or don’t give essential reports or resources regarding the task. This

makes the subordinate to fail in his task and thus he suffers.

PRINCIPLES AND TYPES OF LEADERSHIPS

Here are some good principles of good leader :

1. Unbiasedness :

A good leader is never biased ( not does partiality ). He does

not discriminate between people, religion or other rich or poor or between male

and female and others. His main motive is on efficiency, effectiveness, abilities

and capabilities of the person. He supports the good and does not supports the

bad and appreciate the good and merits of people without considering their

caste, religion, colour or race (jaat).

2. Absence of favouritism :

A good leader never favours or give a lose side for unworthy

and never the unworthy person. He is more objective than subjective that is he

looks for what the person has done and not who the person is while giving

rewards.

3. A good motivator :

A good leader knows how to keep the moral of subordinates

high all the time. He always encourages them. His own behaviour and actions

keep the subordinates motivated. He preaches what he practises that is he tells

people to do things which are possible and he can do it when needed.

4. Recognition and reward :

He has a sharp sense for good of other peoples. A good

leader know who is doing his job best and rewards him and praise his capabilities

and qualities.

5. Role Modelling :

A good leader has in himself many good qualities like

courage, fearlessness, honesty, punctuality, quality for learning new things,

respecting the elder people who have great experience, polite, mental and

physically fit, etc. By practising all these qualities the leader can become a role

model.

TYPES OF LEADERSHIP

There are 6 types of leaderships :

1. Autocratic Leadership :

Autocratic – characteristic of absolute leader

Eg- ADOLF HITLER.

It is dictatorial ( where king is the main authority ) kind of

leadership. Here the thumb rule of main person or group of person holds

importance. They have no feeling for individual freedom. Here the freedom of

people is taken away and so there are no innovations’ in the crowd since their

freedom of speech, writing, and self doing quality is taken away. Just like adolf

hitler did in Germany. He was the king only order of Germany and the country

did what he wanted.

2. Democratic Leadership :

Democratic – based on peoples views

Eg- India

Here people enjoy opportunities like free speaking, liberal writing,

opportunities to give suggestion and also to give and take feedback of work

done. Owing to this freedom, quality of work is increased. Here people can be

innovative as they can express their ideas.

So everyone has the sense of belongingness. This helps institutions to grow

and enterprises to flourish.

India is a democratic country. Government of the people, by the people

and for the people.

3. Lassie- faire Leadership :-

Here the leaders are more liberal than required. The leader is not

supposed to interfere the activities of workers, or other peoples. The people

follow the rules set by the government or the management. Large targets are

set so that people are free to achieve them. Here no transparency of result is

not seen

4. Defiant Leadership :

Defiant – boldly resisting authority or an opposing force

Here the leader does not stick to traditional rules and norms. Of

workmanship. As time and situation changes he can change the rules and

norms he previously said. In short he acts boldly and challenges the traditional

path. But this gives rise to situations which has negative consequences.

5. Compliant Leadership :

Compliant- disposed or willing to comply.

This is an non-assertive leadership (not aggressively self-assured,

not necessarily lacking confidence). In this, majority decisions are allowed to

be followed. The leader does not question whether a decision taken by

majority of people will give unwanted result or not. Here the boss is merely of

not value or YES MAN ( one who just says yes to decisions taken and has no

importance other than that ) to the government or highest authority.

6. Accommodative Leadership :

Accommodative - Change to suit a new purpose

This type of leadership is mixture of defiant and compliant

leaderships. This leadership follows traditional way but breaks the traditional

rules when necessary. They honour the majority decisions when the output of

them is growth i.e. constructive. He can challenge the decision if it is not

favourable for the growth of the organisation and thus proving his importance.