Joseph W. Weiss, adapting from K. Thomas's Conflict Resolution Approach gives five styles of conflict management. This is reproduced for you in table 1.1 below. As can be seen, it suggests what can/should be done given certain conditions surrounding the conflict.
Table 1.1 Five Styles of Conflict Management
Conflict-Handling Appropriate Conditions Style
Competing 1. When quick, decisive action is vital (e.g, emergencies) 2 On important issues where unpopular actions need
implementing (cost cutting, enforcing unpopular rules,
discipline).
3. On issues vital to company welfare when you know you are right.
4. Against people who take advantage of noncompetitive behavior.
Collaborating l. To find an integrative solution when both sets of concerns are too important to be compromised.
2 When your objective is to learn.
3 To merge insights from people with different perspectives.
4. To gain commitment by incorporating concerns into a consensus.
5. To work through feelings that have interfered with a relationship.
Compromising 1. When goals are important, but not worth the effort or potential Disruption of more assertive modes.
2. When opponents with equal power are committed to mutually Exclusive goals.
3 To achieve tempor ary settlements to complex issues.
4 To arrive at expedient solutions under time pressure.
5. As a backup when collaboration or competition is unsuccessful.
Avoiding l. When an issue is trivial, or more important issues are pressing.
2. When you perceive no chance of satisfying your concerns.
3 When potential disruption outweighs the benefits of resolution.
4 To let people cool down and regain perspective.
5. When gathering information supersedes immediate decision.
6 When others can resolve the conflict more effectively.
7 When issues seem tangential or symptomatic of other issues.
Accommodating
1. When you find you are wrong - to allow a better position to be heard, to learn, and to show your reasonableness.
2. When issues are more important to others than to yourself - to satisfy others and maintain cooperation.
3 To build social credits for later issues.
4 To minimize loss when you are outmatched and losing.
5 When harmony and stability are especially important.
6. To allow employees to develop by learning from mistakes.
SOURCE: K. W. Thomas, "Toward Multi-Dimensional Values in Teaching:
The Example of Conflict Behaviors," Academy of Management Review 2(1977) 484-490.
4.0 Conclusion
This unit has given you a number of definitions of conflict; it has given you ways of detecting the existence of a conflict, the various types of conflict and a scheme for the management of conflicts. It started by stating what might first seem to be a contradiction, i.e that conflict is not necessarily bad.
Some of the ways of discovering conflict are direct observation, suggestions
box, open-door policy, etc. some of the types of conflicts are structural conflict, intrapersonal conflict, interpersonal conflict, interorganisational
conflict, etc. Lastly, some of the styles used in managing conflict are
avoiding, collaborating, compromising, competing, etc.
5.0 Sum mary
This unit has taken a fairly comprehensive look at conflict and conflict
management. It has offered you definitions and methods/procedures in recognizing conflicts and managing them.
6.0 Tutor Marked Assignm ents
Question .1 Explain two ways of discovering conflict; two types of conflicts and two ways of managing conflicts
7.0 References and other resources
Cole, G.A (1997) Personnel Management, Theor y and Practice, (Fourth Edition) ELST with Letts Educational
Etzioni, Amitai (1964) Modern Organizations, Prentice-Hall, Inc. Englewood Cliffs, New Jersey
Flippo. Edwin B (1984) Personnel Management (Sixth Edition MCGraw-I- lill Book Company, New York.
Weiss, Joseph W (1996) Organizational Behavior and Change- Managing Diversity, Cross-Cultural Dynamics, and Ethics, West Publishing Company, Minneapolis/St Paul.
MODULE SIX UNIT 23
LEADE RSHIP: STUDY AND THEORIES
Table of Contents 1.0 Introduction
2.0 Objectives 3.0 Main Contents 3.1 Definition
3.2 Study of the concept of leadership and leadership theories 3.2.1 Trait theory
3.2.2 The group basis of leadership
3.2.3 The situational approach to leadership 4.0 Conclusion
5.0 Summary
6.0 Tutor Marked Assignment 7.0 References and other Resources 7.1 References
1.0 Introduction
Leadership is one of the most critical aspects of organizations. Leonard D.
White underscores its importance in 1950 when he wrote; and quoted by McKinney and Howard, thus:- "The life and spirit of an organization do not spring from its structure. Quality depends on the motivations that energizes staff. They derive in large measure from the character of the leadership." A
one time vibrant and very successful organization under one leader can become very dull and fail woefully under another. This is the concept we
shall examine in this unit.
2.0 Objectives
By the end of this unit, you should be able to:
• Define leadership
• Identify and explain a number of theories of leadership 3.1 Definition
Talking about leadership, McKinney and Howard did say what captures the essence of leadership beautifully and comprehensively, as:
The person who can mesh divergent and conflicting forces, recognize and
create opportunities, use the influence and moral basis of his or her
position, and employ the minimal amount of resources, and employ the
minim al am ount of resources to maximally achieve publicly desired ends...
Since we shall be giving another dimension to the definition of leadership later in unit 22, we shall stop at this for now.