Conflict Handling And Dispute Resolution Business Essay Example

organizational objectives. Leadership, a concept that has captivated people for centuries, can be defined as a dynamic process in which one person within a group takes responsibility for the group's outcomes while actively seeking collaboration and commitment from all members to accomplish shared goals. This occurs within a specific context and within the framework of a particular national culture.

( Cole, 2007 ) Leadership is not just about personality, tradition, self-interest or assignment. It is closely connected with behavior and attitudes towards oneself and others. Leadership is a dynamic process that does not have a singular best approach but rather involves finding the right balance between the needs of people, tasks, and goals in a given situation. There are five important types of leaders:

• The Charismatic leader gains influence primarily from their strong personality.
• The traditional leader's position is assured by birth, such as monarchs.
• The situational leader's influence depends on being in the right place at the right time.
• The appointive leader's influence arises directly from their position, like managers.
• The functional leader secures their leadership position through what they do rather than who they are.

Leadership and management are often considered overlapping concepts but can be differentiated. However, there have been several attempts to distinguish between these two concepts.

The following are some distinctions between direction and leading. Generally, management is seen as the process of achieving organizational goals by getting things done through others. Managers tend to address specific situations and focus on solving short-term problems. Management is seen as related to individuals working within formalized organizations and with assigned roles.

On the other hand, leadership emphasizes interpersonal behavior in

a wider context. It is often linked to the willing and enthusiastic actions of followers. Leadership can occur outside the hierarchical structure of an organization. Many individuals act as leaders even if their role is not clearly defined or established.

A leader has the ability to bring about long-term changes in people's attitudes and make change more acceptable. Leaders actively participate in achieving goals, while directors have a less active role in achieving goals. Directors require organizational power to deal with people, while leaders possess internal power and the drive to lead and motivate people towards goal achievement. Directors have minimal interactions with people to fulfill their managerial duties, whereas leaders interact with people frequently and in a more authentic manner.

Management involves inspiring, motivating, and guiding people, as well as overseeing processes, projects, resources, and time management. On the other hand, leadership deals with handling change by providing guidance, communicating a vision, inspiring and motivating individuals. It is important to note that it is rare to find one individual who possesses the qualities of both a leader and a manager.

There is a preference for developing direction accomplishments rather than leading accomplishments. Leaderships and directors provide motive and vision to organisational projects. To create a motivational working environment, individuals should possess the abilities and skills of a leader (Gregersen et al. 1998). Effective and motivational leadership is necessary for a healthy, sustainable, and committed workforce.

Introduction

Harmony in working relationships, loyalty, and commitment to organisational goals are expected in a healthy organisational climate.

The concept of work organizations as "happy households" is seen as a valuable and respectable ideal, as suggested by several management authors (Mullins, 1993). As an example,

Peter Drucker, cited in Mullins (1993), argues that every business enterprise should establish a true team where individual efforts are united towards a common goal. Each team member brings something different to the table, but they must all contribute to the same direction. Their efforts must align, and their contributions must fit together to create a whole without any gaps, conflicts, or unnecessary duplication of effort. The manager should understand the performance expectations set by the business goals, and their superiors should know what contribution is expected from them and judge them accordingly.

If these demands are not met, directors are misguided and their efforts are wasted. Instead of promoting teamwork, there is conflict, defeat, and struggle. From a pluralistic perspective within an organization, conflict among competing sub-groups is unavoidable. Group members in an organization compete for limited resources, rewards, and status. Union members requesting a salary increase and organizations unable to provide such raises inevitably cause tension to arise.

Conflict is an inherent characteristic of an organization and is partially caused by the organization's structure. The purpose of this response is to critically evaluate conflict in an organization and discuss some major techniques for resolving it. The response will also address the Thomas-Kilman instrument for conflict management. Conflicts have been defined in various ways. According to Mullins (1993), conflicts can be seen as behavior aimed at obstructing the achievement of another person's goals.

Conflicts in organizational life are seen as a world of direction and organization. They come from opposing behaviors and are based on the mutual exclusiveness of ends. According to Martin (2005), conflict is something that disrupts stability and harmony within an organization, which should

be avoided and eliminated. However, it is important to note that conflict is inevitable in human interaction and can offer positive value if managed constructively. It can ensure effective performance in an organization. Conflicts arise from competition, differences in values, attitudes, experiences, goals, and perceptions of limited resources.

Conflicts can also be considered as the process in which one party believes that another party has had a negative impact or attempted to negatively influence something that the first party values. According to Mullins (1993), common definitions of conflict often relate to negative aspects and situations that lead to inefficiency, ineffectiveness, or dysfunctional outcomes. Typically, conflict is perceived as harmful when it arises between two or more parties and is viewed as having a detrimental nature.

The assumption is that struggles are inherently negative and always have a negative impact on organizational outcomes. It is believed to create anger, frustration, resentment, and animosity among individuals. However, on the contrary, struggles can also have potentially positive outcomes. It can serve as a motivating and energizing force within groups and in the organization. According to Mullins (1993), conflicts can be viewed as a productive force and in certain situations, it can even be accepted or encouraged.

In functional conflicts, individuals may have different thoughts or perceptions, which can lead to open-mindedness and joint exploration of ideas, resulting in new awareness and insights that improve relationships between conflicting parties. Functional conflict promotes innovation and creativity, creating opportunities for high performance and organizational improvement. According to Martin (2005), there are six major areas within an organization that can give rise to conflicts, namely intrapersonal, interpersonal, intragroup struggles. Intrapersonal conflicts arise within individuals, usually

stemming from the choices or decisions they have to make. Interpersonal conflicts occur between two or more individuals and can arise from personal differences, role incompatibility, lack of information, or environmental stress. Intragroup conflicts happen within groups as the diverse characteristics, attitudes, and opinions of individual members come into focus during group activities. The interaction of these variables in the group decision-making process creates conflicts within the group.

• Intergroup - Refers to the conflict that arises between different groups within an organization.

Many different groups within an organization inevitably experience differences and conflicts. For example, employees strive to earn as much money as possible, while employers aim to keep labor costs as low as possible. This inherent conflict creates a foundation for struggle between the two groups.

According to Martin (2005), there are two types of struggle within organizations. The first type is intra-organizational, which involves the physical structure, hierarchy, information flows, career development, wages, and resource availability. This compartmentalization of activity, combined with limited resources, creates a basis for competition. When one party believes they have been treated fairly in the competitive process or tries to influence outcomes in their favor, conflict is likely to arise.

The second type of struggle is inter-organizational. Martin (2005) explains that in markets, organizations are inevitably in conflict with each other. Every competitor in a particular industry strives to meet customer demands in a way that maximizes profits and market share for themselves.

Competition in the same industry often leads to conflict among organizations. Resolving these conflicts can be done through various methods, ranging from informal dialogues to formal interventions or tribunal hearings. The best approach to managing conflicts depends on

the specific situation, with compromise or win-lose solutions being necessary at times, while seeking a win-win outcome can be beneficial in certain cases.

To manage and resolve conflicts in contractual relationships, different formal mechanisms are used based on the nature of the relationship and stage of the conflict. Common methods include consultation, where potential causes of conflicts are discussed and parties contribute their input before issues arise.

Whether formal or informal, negotiation is an effective approach for resolving conflicts at any level. It involves discussing issues and making constructive suggestions through bargaining or compromise.

Conciliation is a process that addresses conflicts or grievances through facilitated discussions. Its aim is to reach a mutually acceptable solution and create a win-win situation.

If voluntary agreement is not reached through conciliation, mediation may be employed.The text below describes the concepts of assertiveness and amenability in conflict management, utilizing the Thomas-Kilman instrument as a widely used tool for assessing and managing conflict in an organization. According to Thomas, conflict management styles can be categorized based on the intentions of the parties involved. The diagram below illustrates the model for handling and managing conflict using approaches such as coercing, collaborating, compromising, avoiding, and accommodating. This information is derived from "Conflict Management" by Thomas, K. (1976).

According to Dunnette, MD (ed.) Handbook of Industrial and Organizational Psychology, Rand McNally: New York (cited in Martin, J (2005) Organizational Behaviour and Management (3ed). South-Western Cengage Learning: United Kingdom), the Thomas-Kilman theoretical account identifies two dimensions of behavior which can be used to define five methods of dealing with and resolving conflicts. These five methods are explained below: Competing is a process of conflict management and resolution that is

assertive and uncooperative, as well as power-oriented. In this process, an individual involved in a conflict pursues their own interests at the expense of the other party, using any appropriate means of power to succeed in their position.

Competing agencies struggle for direction and declaration, as they support different sides in a conflict or vie for victory. This approach is crucial in emergencies or important matters where unpopular actions are necessary, such as cost-cutting measures in an organization. It is also used to protect certain individuals from those who take advantage of noncompetitive behaviors. On the other hand, accommodating is the opposite of competing, as it is unassertive and cooperative. When accommodating, an individual prioritizes the concerns of others over their own. This approach involves selflessness and can manifest through acts of generosity, obeying orders, or considering another person's perspective.The use of adjustment is crucial in situations where the issue is more important to the other party than to oneself. It is important to meet the demands of others and show goodwill to maintain a cooperative relationship. In cases where continued competition would harm the group, adjustment allows for a better opportunity to be heard and learn from others. It also demonstrates rationality. Adjustments help to maintain harmony within a group and prevent disruptions. Additionally, they assist in the development of subordinates by allowing them to experiment and learn from their own mistakes.

Avoiding is a method of handling and addressing conflicts according to the Thomas-Kilmann model. It is characterized by being unassertive and uncooperative, as it involves not immediately addressing one's own concerns or the concerns of the other person involved in the conflict. The person

avoids directly dealing with the conflict. Avoiding can be done in various ways, such as diplomatically avoiding a problem, postponing an issue until a more suitable time, or simply withdrawing from a threatening situation.

This method is useful in situations where a problem is minor or when there are other important issues at stake. It is also beneficial when the potential damage of confronting a conflict outweighs the benefits of resolving it. Additionally, it allows people to calm down and reduce tension, regain perspective and calmness, gather more information before making a decision, allow others to handle the conflict more effectively, or address an issue that may be indicative of a larger underlying problem. Using collaboration as a method for conflict management and resolution is both assertive and cooperative, as opposed to avoiding. Collaboration involves making an effort to work with the other person to find a solution that fully satisfies the concerns of both parties involved in the conflict. This involves exploring the issue to identify the underlying concerns of both individuals and finding an alternative that addresses both sets of concerns. Collaborating between two individuals could involve discussing a disagreement to learn from each other's insights, reaching a compromise to avoid competing for resources, or confronting and seeking a creative solution to an interpersonal problem.

The purpose of this method is to find an integrative solution while considering the importance of both sets of concerns. It aims to bring together insights from individuals with different perspectives on a problem, incorporating their concerns into a consensus-based decision. It also seeks to resolve difficult emotions that have been affecting interpersonal relationships. Compromising, as a conflict management and

resolution method, falls between assertiveness and willingness to accommodate. Its goal is to find a mutually acceptable solution that partially satisfies both parties. This method is a middle ground between competing and accommodating, giving up more than competing but less than accommodating. It aims to address an issue more directly than avoiding, but not as extensively as collaborating. Compromising may involve finding a middle ground, exchanging concessions, or seeking a quick compromise.

This method is used when the ends are somewhat important but not worth the effort of potentially disrupting more assertive methods. It is used when two opponents with equal power are strongly committed to mutually exclusive goals, to achieve temporary agreements to complex issues, to arrive at expedient solutions under time pressure, and as a backup when collaboration or competition does not succeed.

Conclusion:

In conclusion, it is important to note that conflict is a reality that affects individuals, groups, and subjects across all organizational boundaries. It has the potential to bring about productive change and energy or lead to the downfall of an organization. The resulting impact of conflict will ultimately be determined by how well it was managed and resolved in order to enhance performance.

It should be noted that conflict is unavoidable in organizations. In order to manage and resolve it as a creative resource, organizations must acknowledge its existence and openly address it for effective resolution. Understanding conflict will empower leaders and managers to handle organizational efficiency, stability, governance, change, and effectiveness issues more effectively. It is not only important for organizational leaders and managers to seek understanding of conflict but also crucial for them to avoid

perceiving it from a dysfunctional perspective.

Struggle, when managed properly through effective conflict management and communication, can enhance the efforts of organizational leaders and directors in achieving their goals. For those leaders who face it head-on, struggle can serve as a driving force that promotes organizational growth, adaptation, and survival. The CIPS defines e-procurement as "The combined use of electronic information and communications technology (ICT) to improve the connections between customers and suppliers, as well as other partners in the value chain, and thus enhance external and internal purchasing and supply management processes." E-procurement is an essential component of e-business and e-commerce. Conducting business transactions online is vastly different, and the unforeseen emergence of the internet as a business tool has led us into a realm of significant investment and change (Dale Neef 2000). This new phenomenon has brought about rapid changes in business practices and has become a crucial factor for survival in the modern economy.

The value of cyberspace for business is its integration in business-to-business transactions, such as procurement and the full integration of the electronic supply chain from customer to supplier. Electronic procurement may seem less glamorous and more difficult to initiate compared to online retailing or enterprise resource planning (ERP) systems. However, e-procurement has greater potential for cost savings and business improvement. This electronic approach has the potential to revolutionize the way we conduct business in the future. There is a strong argument for e-procurement as it significantly reduces daily purchasing costs.

Electronic procurement is not only cheaper but also more efficient than traditional manual buying methods that rely on labor-intensive tasks, phone calls, and faxes. Additionally, the e-market serves as an online

platform where a large number of buyers and sellers can meet and exchange information and orders, expanding sales opportunities for sellers and often reducing purchasing costs for buyers. However, when making decisions about implementing e-procurement systems, procurement managers must consider several factors. The timing of the introduction of the e-procurement system is the first and foremost factor to be taken into account. The organization must carefully evaluate whether deploying such a system will interfere with their operations and potentially harm its reputation, turnover, and profits. Therefore, in consultation with management, the procurement manager should choose the appropriate timing to introduce this system without impacting the organization's operations.

Another important factor that must be taken into account is the establishment of a team by the Organization to implement this system as a project. Before embarking on e-procurement or any aspect of e-business, it is crucial for the Organization's project team to undertake the following steps in this sequence:

• Agree clear objectives with senior management
• Define the value chain and then identify the key business and procurement processes, including those that will benefit from e-purchasing
• Agree clear objectives and procedures with customers and suppliers
• Specify the messages and data to be used
• Specify the computer systems, applications, and databases involved
• Determine the computer networks, computers, and software to support the above - this infrastructure will be both internal and external and may include intranets/extranets
• In cases where a company or its trading partners utilizes an ERP system such as SAP or Oracle, it is important to be aware of their specific structures and facilities, including strengths and weaknesses
• Carefully examine security issues such as potential data corruption, hacking, cyber-security, etc.
• Carefully examine issues
  

related to interoperability, especially when legacy databases are involved.

Alongside the cost deductions, the organization needs to consider factors such as scheduling and the order in which tasks should be executed. Furthermore, the project team must also evaluate and implement measures to mitigate or eliminate risks. Ultimately, the team is accountable for overseeing and managing the successful execution of the e-procurement initiative.

The squad's responsibility is to ensure that the system meets all quality standards set by them. They are also responsible for communicating with all project stakeholders and managing human resources involved in the project. Once this is done, the team will create a project proposal plan for management's consideration on how to execute this e-procurement in the organization. However, before implementation, the organization must assess the financial implications and determine if they have the necessary funds. Resources are limited, and other functions may also require funding. Hence, this decision must be carefully evaluated. Once the financial aspect is settled, the next important consideration is the competency of the staff.

The competencies of the staff at Organization should be assessed to determine if they are capable of managing these new enterprises. If it is found that the staff is not qualified for the task, they will need to undergo a training program in order to handle the implementation of e-procurement. It should be acknowledged that in any new undertaking within an organization, some employees may resist the change. However, it is important to recognize that employees may resist the change if they do not understand the reasoning behind it. This is often because some employees prefer to maintain the status quo and therefore do not

see the need for change.

Other individuals may also feel that they are at a disadvantage because their systems may hinder their work, causing them to lose the power they once had and making them resist any management's attempts to enforce their ways. The team members must therefore ensure the job security of all staff by having an effective communication strategy in place. This communication will address the impact of the changes on stakeholders and determine the best method of conveying this information to them. Additionally, it is important to inform existing suppliers about the changes so that they do not face any difficulties. This would also require informing and possibly training the suppliers to integrate with the new system. This means that the purchasing company should also consider how to interface their system with that of the supplier.

Once again, organizations must conduct a cost benefits analysis to evaluate how beneficial the introduction of e-procurement can be for the organization. It is important to ensure that the benefits outweigh the existing costs, making the investment worthwhile. E-procurement has revolutionized the purchasing profession by placing a stronger emphasis on knowledge management. It is predicted that e-procurement will transform the procurement and supply chain management culture within an organization, potentially leading to a greater focus on cost and prices. By implementing e-procurement, organizations can save time that can be devoted to more valuable aspects of purchasing, such as enhancing end users' procurement skills and developing suppliers.

CIPS believes that it is an opportunity to use skills effectively. CIPS also advises procurement professionals to consider how e-procurement can improve their transactional purchasing by providing.