Management refers to the approach that’s used in the organization of resources which may include human, capital or physical, with the aim of attaining certain specified targets. Leadership, closely related to this, has been defined as a part of the general functions of management. These functions comprise controlling, planning, leading and organizing (Mintzberg, 2009). Leadership is tasked with inspiring and motivating the workforce to achieve the set goals and objectives.
In my firm, we meet Da’Jour, Gabriela and Arthur. These three demonstrate sharply contrasting strategies in the way they perform their duties and relate to each other, despite the fact that these differences do not have such a significant negative impact on their productivity. Da’Jour is a hardworking young man, free-spirited and works from outside the office occasionally. Gabriela keeps to herself as she conducts her duties, minimizing her interaction with other team members. Arthur, the oldest employee among the three, has this perception that Da’Jour is a slacker whereas Gabriela is not a good “team-player.” This has created considerable friction in the way the three interact and conduct their business.
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To manage this conflict, I will take it upon myself to remind the three concerned parties that differences and disagreements are part and parcel of our everyday living- arising at home, school, at the workplace and even in institutions that should manage these very conflicts. Thus, the three employees should learn to embrace conflict, rather than playing the avoidance card and assuming that nothing is going on or has happened. This is due to the fact that failing to embrace conflict will only build more tension among them with every passing day, thus making the conflict worse. These issues should be dealt with soonest possible before they result in poor employee relations that ultimately affect the productivity of the organization. Therefore, I will endeavor to schedule a meeting with Da’Jour, Gabriela and Arthur. No other person will be allowed to attend, and no interference from outside will be tolerated. During the meeting, all the three will have ample time and space to speak about everything they think the other parties should be made aware of. No one employee will be permitted to dominate and control the conversation. Everyone will be allowed to talk about the disagreement and their feelings towards it. Through all these, I will emphasize that we all listen carefully to the one speaking and avoid any distractions that might come our way. Furthermore, I will encourage the other conflicting members to ask questions seeking clarity if need be. This will be aimed at creating a tension-free environment that encourages understanding of the situation even more (Bastida et al., 2017). Displaying reactionary behavior to the words of the speaker will not be allowed, as it contributes to creating disharmony among the three.
After these, I will embark on finding points of agreement. I will make it clear that the company has its own set rules and regulations as concerns the working hours, and which everybody has to follow to the latter. Moreover, I will point out that the purpose of the management undertaking to place the workforce in teams was to ensure efficiency and improve inter-personal relations. Thus, everybody within the various teams should try to accommodate opposing views and aim at working with the rest of the team. Last but not least, I will make it known to all that they are all equal employees, regardless of the number of years one has worked. Therefore, no single employee should purport to supervise others and control how they run their affairs. Instead of this, I will encourage healthy consultations that will definitely prove to be productive in the short and long-run. This will be done without pointing out names, thereby avoiding “victimization.”
Finally, I will set out to ensure effective team-building and cohesion by encouraging the three members to always focus on their roles and value each of the roles within the firm. They should then be free to communicate with one another and air their suggestions and grievances. The members should also set common goals and objectives, and learn to celebrate both their successes and failures. Moreover, the members should get to know each other even more through participation in team-building activities organized by the firm (Mintzberg, 2009). This will eventually, build a strong and successful team.
References
Bastida, R., Marimon, F., & Carreras, L. (2017). Human Resource Management Practices and Employee Job Satisfaction in Non-Profit Organizations . Hrmars.com. Retrieved 6 August 2020, from https://doi.org/10.1111/apce.12181 .
Mintzberg, H. (2009). Managing (1st Ed.). Berrett Koehler Publishers, Inc.
