Clearly, it is imperative to manage negative conflict in the workplace constructively. Poorly managed conflict causes deteriorated employee and team performance levels, reduced productivity, and interruptions in employee relationships (Bowditch & Buono). Additional unfavorable impacts caused to organizations are increased absenteeism and employee stress, high turnover rates, and monetary losses associated with professional fees such as attorneys and court costs. Lastly, it is important to mention one important note about negative conflict and employees. Employees who are overstressed and have peer relation problems at work oftentimes carry those problems home. Negative conflict affects organizations, ultimately carries over into one’s home life.
The other difference in the CEO road map as compared to what most organizations do is that we set up continuous improvement loops on both sides of the road map which do not just use rear view mirror metrics. Rather than have the organization drive you, by using real time metrics you will drive the effectiveness of the organization and feel much more proactive than reactive.
Within the individual focus of human relations – which differs from human resources concern with the total organizational climate – exists the quest for unity so as to provide for a harmonious and productive environment; if the atmosphere reflects more friction than integration, the overall collection of individuals will suffer both as a group and as separate entities.
Individual workers often face a disconcerting and undeniable sense of "loss of self" when the organization into which they have invested time, energy, and talent finds it no longer needs them.
While much literature has been written on how management is concerned with making the most of human resrouces to distinguish a company from its competitors, perhaps a better way to look at it is how human resources might better be matched in order to help enhance organizational success.
UAW members realize that there are thousands of workers overseas more than willing to eliminate auto maker positions here, and that it is in their best interest to work for increased productivity and efficiency.
organizational leaders are often construed as symbols for representing personal causation of social events, it can be argued that the perception of leadership and emotional intelligence has shifted significantly from what is used to be, thus also altering the concept of organizational culture.
Organizations have made about all the gains they can through downsizing and reorganization, and they must view their employees as assets in order to make further gains in efficiency.
The second problem-solving mode is the Organizational Problem-Solving Mode. When in this mode, high amounts of both task and relationship behaviors are needed. Leaders must place considerable emphasis on structuring team activities and motivating team members. (Hersey, Blanchard, Johnson 329). They should also spell out tasks, ask members for ideas, and encourage conversation in order to assure a productive team meeting.
There are four problem-solving modes for various group situations. First, there is the Crisis Mode. In the Crisis Mode, a team is facing a situation that requires significant amounts of task behavior. There should be plenty of what, when, where, and how information. Due to the need for this kind of information, there is not much room for relationship behavior. Behaviors, such as discussion, take a back seat. The very nature of crises makes this the best approach for problem solving. The danger is that many organizations treat every situation as if it is a crisis. (Hersey, Blanchard, Johnson 328)
The bottom line is that organizations have gained about as much efficiency as possible from downsizing and reorganizing, and all are now obliged to look to internal systems for gains in efficiency and productivity.
Perhaps one of the most challenging problems organizations face today is how to effectively handle workplace change. Most people are content within their comfort zones and tend to rely on the status quo. That is, until management introduces sweeping changes through downsizing or rightsizing. Such changes are likely to rattle the foundations of operating procedures. They are necessary, however, in order to bring about a more effective and efficient organization. This particularly relates to the organization’s bottom line.
In light of this information, how do organizations produce content employees who are productive and creative? How can leaders harness such human resources and use them to create strong teams? Authors, Craig A. Stevens and Michael Moore, have written a fictional story that answers such questions. Their book, Geronimo Stone: His Music, His Love, and the Mobile of Excellent Management, contains many management principles practical for real life application.
Diversity is about respecting differences, fostering understanding, value creation and overall market effectiveness inside and outside of one’s organization.