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... and apply the rules to the fact and solve the conflict there by applying the rules of engagement to Ballard and Ong! In addition, if a precedent has already been set in the organization concerning the same facts, then the precedent should also be taken into consideration when resolving the conflict. Jameson (1999) found in her research on Kolb and Glidden (1986) findings that third parties sometimes take on a problem-solving role.
In their study, they used the term "problem solver" to refer to a collaborative strategy where third parties encouraged the open sharing of information to settle conflicts in a way that promoted understanding and prevented recurrence of the conflict. Such an application into this scenario where the resolution of this conflict is as such that Ong and Ballard would be at a mutual understanding would be invaluable. Lee would have to undertake the role of the problem solver and resolve the conflict. Actual steps to Conflict Resolution include the general guideline set out by Goldsmith (1999).
This guideline was designed to be an overall layout of how conflicts in the workplace can best be resolved. Goldsmith discusses the stages of a conflict, that the first stage is that of an impasse, where people are stuck in the problem from which they would like to escape and transformation how it is possible to move out of conflict by understanding what got us stuck in the first place. Eight steps are detailed. 1. Understanding the context and culture of conflict. Discovering the meaning of the conflict yourself and your adversary leads not simply to settlement, but awareness, acceptance and resolution of the reasons for the conflict. 2. Listening with your heart.
Listening actively, openly, empathically, and with heart takes you to the centre of your conflict, where paths to resolution and transformation converge. 3. Embracing and acknowledging emotions. When intense emotions are not suppressed, but communicated openly and directly to the person to whom they are connected; invisible barriers are lifted to resolution and transformation. 4. Searching below the surface for the hidden meaning of the conflict. Beneath the issues lie hidden fears, desires, interests, emotions, histories, and intentions that tell us what is wrong and become a source of liberation and transformation. 5. Separating what matters from what's in the way.
The road to resolution lies not in debate over who is right, but dialogue, where our focus shifts from competition over positions to collaboration to satisfy our mutual needs. 6. Learning from difficult behaviors. In every conflict we confront difficult behaviors that provide us with chances to improve our skills and develop empathy, patience, and perseverance. 7. Solving problems creatively and committing to action. Creative problem solving helps resolve conflicts, but transformation requires the energy, uncertainty, and duality of enigma, paradox, and contradiction. Solving our problems means committing to action. 8.
Exploring resistance and mediating before you litigate. All resistance reflects an unmet need, and is a request for authentic communication. Exploring resistance helps us unlock our conflicts and overcome impasse. Mediation encourages collaboration, dialogue, and solutions that meet mutual needs without the pain and expense of litigation. Lewis (1999) succinctly argued in the area of intra-organizational conflict to plan well. Plan to eliminate as many of the impediments to cooperation as you can.
Lee can take this advice into account by planning out a document that clearly defines the channels of information gathering on the Vertical Channel. This would erase most of the basis for the impediments to cooperation as there is a manual or a guidebook that clearly states the responsibilities of the party that made the request for information and the responsibilities of the person responding to the request for information. MEMORANDUM: TO: Alan Brock Vice President of Passenger Services-K. L. Tom Ballard Passenger Services Representative- K.
L. Mary Ong Supervisor of In-flight Services-K. L. FROM: Harry Lee Vice President of In-flight Services-K. L. DATE: 1 st May 2000 SUBJECT: Communication and Organizational Goals To the above mentioned This Transmittal/Announcement Memo regards the importance of Horizontal and Vertical Communication in achieving Organizational Goals.
This memo is being sent out in light of the recent misunderstandings concerning information tabulation and collation between departments regarding several aspects of passenger information. Omega Airlines Organizational Goals include the harmonic communication between departments. This will lead to better productivity, better customer service and better profits. By allowing internal Communication Channels to go, we cannot hope to meet these goals.
Productivity will go. Customer Service will go. Profits will go. And ultimately, your jobs will go.
This memo will describe the importance of vertical and horizontal channels of communication in respect to organizational goals. Vertical Communication Defined as the channels of communication that move communication up and down betwixt different levels in the organization in Dwyer (1999), this means of communication is very important in the organization. Primarily, this form of communication allows one area of the organization to tap into another's pool of records and information. This would allow for the speedier, more efficient and more productive way of doing things. In turn, the quicker all the theory is sussed out, the sooner we can make recommendations on when we can begin to start the practical implications. And this would lead to the better functioning of Omega Airlines.
In this case, once the proper information has been collated, we may begin assessing the theory and if held practical and indeed, money and time saving, a start date for the practical side of the paper will commence soon. Horizontal Communication Defined under Dwyer (1999) as a communication channel that operates between colleagues at the same level within the organizations structure, this means of communications is important too, as it is the basis for work within ones division. If no one in the organization talked to their co-workers, then nothing would get done. Horizontal Communications has the application of increasing in-house productivity.
An open, unobstructed stream of in-house or in-divisional communication will increase the divisions productivity and efficiency rate. Proper means of procedure may be discussed between the lowest of the Divisions Hierarchy to the upper echelons of the same division can only lead to a better understanding of how to get the job done right. Overall, the more clear a picture a person has of their placer in the Divisions scheme of things, the better they may be able to work and even contribute if they see a problem in one part of the Division affecting another as they have a cohesive picture of the whole Division Framework and not just their own cubicle. Please feel free to memo back your any questions on this memo. If further clarification is needs, please contact my secretary for a meeting on the extension 0312. Yours sincerely Harry Lee Vice President In-Flight Services K.
L. Reference List: Journal Articles Jameson, J. K. , 1999, Toward a comprehensive model for the assessment and management of intra-organizational conflict: Developing the framework. : International Journal of Conflict Management, Vol 10. , issue 3, pp 268 - 294. Goldsmith, M. , 1999, Conflict Resolution, Executive Excellence Vol. 16, issue 10, pp 17 - 18 John I. C, 1997, A Qualitative Analysis of conflict types and dimensions in Organizational Groups, Administrative Science Quarterly, Vol. 42, pp 530 - 557. Kennedy, G. , 1997, Shake and Attack Supply Management, Vol. 2, issue 25, pp 32 - 34.
Lewis, B. 1999, Dont plan to reorganize but instead, vow to make the most of what you have Infoworld, Vol. 21, issue 2, pp 91. Van Der Wall, S, 2000, Resolving Conflicts at Work: A Complete Guide for Everyone on the Job HR Magazine, Vol. 45, issue 3, pp 172 - 173. Text Books: Adler, R. B. , Principles and Practices for Business and the Professions, 3 rd ed, Random House, New York, United States Cart, R. M. & March, J. G. 1963, A Behavioural Theory of the Firm, Prentice Hall, New York, United States Dwyer, J. , 1999, Communication in Business: Strategies and Skills, Prentice Hall, Sydney, Australia
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Research essay sample on Organizational Goals Prentice Hall
