STRATEGIES FOR SETTLING CONFLICT

COMPROMISING – AVOIDING – FORCING – RESOLVING

COMPROMISING

THE PARTIES TO THE CONFLICT SETTLE ON A SOLUTION THAT GIVES BOTH OF

THEM PART OF WHAT THEY WANTED NEITHER THE MANAGER NOR EMPLOYEES
GET EXACTLY WHAT THEY INITIALLY WANTED.

COMPROMISING IS GENERALLY APPROPRIATE TO ADOPT IF A PLANNED CHANGE

IS RELATIVELY MINOR AND THE TIME TO MAKE AN ORGANIZATIONAL CHANGE
IS LIMITED.

AVOIDING

MANAGERS SIMPLY IGNORE THE CONFLICT FOR EXAMPLE IF A SALES MANAGER

FINDS THAT INDIVIDUALS IN THE HUMAN RESOURCE DEPARTEMENT ARE
CONTINUAL SOURCE OF CONFLICT BECAUSE THEY ARE INFLEXIBLE AND RESIST
PROPOSED CHANGE, THE MANAGER CAN AVOID DEALING WITH THE
DEPARTEMENT THE MANAGER CAN OPT TO PROPOSE AND IMPLEMENT
DESIRABLE HUMAN RESOURCE PERSONNEL, THIS TECHNIQUE IS GENERALLY
APPROPRIATE WHEN THE POTENTIAL CONFLICT FACED WILL NOT LIMIT
ORGANIZATIONAL GOAL ATTAINMENT.
FORCING

MANAGERS USE AUTHORITY TO DECLARE THAT CONFLICT IS ENDED BECAUSE

THEY HAVE THE AUTHORITY TO DO SO.

FORCING A SOLUTION IS A RELATIVELY FAST WAY TO MANAGE A CONFLICT,

AND IT MAY BE THEST APPROACHE IN EMERGENCY, BUT CAN FRUSTRATE
EMPLOYEES. THIS FRUSTRACTION CAN BE THE CAUSE OF FUTURE
MANAGEMENT – EMPLOYEE CONFLICT.

RESOLVING

THE WAY TO MANAGE CONFLICT BY WORKING OUT THE DIFFERENCE (S)

BETWEEN MANAGERS AND EMPLOYEES. THE MANAGER POINTPOINT
DIFFERENCECES RELATED TO ORGANIZATIONAL CHANGE THAT EXIST BETWEEN
MANAGERS AND EMPLOYEES ; MANAGERS AND EMPLOYEES LISTEN TO THE
VIEWPOINTS OF OTHERS IN AN HONEST EFFORT TO UNDERSTAND RATHER THAN
TO ARGUE NEXT, MANAGERS AND EMPLOYEES SHOULD IDENTIFY THE ISSUE
ABOUT CHANGE ON WHICH THEY AGREE AND THE WAYS THEY CAN BOTH
BENEFIT FROM IMPLEMENTING CHANGE THAT REFLECTS THE IDEAS ON WHICH
THEY AGREE.

BOTH MANAGEMENT AND EMPLOYEES SHOULD EXAMINE THEIR OWN

THOUGHTS HONESTLY AND CAREFULLY TO REACH A MUTUALLY AGREED –
UPON – CHANGE – RELATED STRATEGY. RESOLVING ASSUMES THAT MANY
CONFLICTS ARE – WIN CONFLICTS.
LEADERSHIP

 LEADERSHIP IS THE PROCESS OF DIRECTING THE BEHAVIOR OF OTHERS

TOWARD ACCOMPLISHMENT OF SOME OBJECTIVE
 DIRECTING : CAUSING INDIVIDUALS TO ACT IN A CERTAIN WAY OR TO
FOLLOW A PARTICULAR COURSE WHICH IS PERFECTLY CONSISTENT WITH
SUCH FACTORS AS ESTABLISHED ORGANIZATIONAL POLICIES,
PROCEDURES, AND JOB DESCRIPTIONS.
 LEADERSHIP IS GETTING THINGS ACCOMPLISHED THROUGHT PEOPLE
(Certo, SC.2009 : 387).

LEADER VERSUS MANAGER

 LEADING IS NOT THE SAME AS MANAGING

 AS ONE OF THE PRIMARY ACTIVITIES OF THE INFLUENCING FUNCTION,
LEADERSHIP IS A SUBSET OF MANAGEMENT
 MANAGING IS MUCH BROADER IN SCOPE THAN LEADING, FOCUSES ON
NON BEHAVIORAL AS WELL AS BEHAVIORAL ISSUES
 THE MOST EFFECTIVE MANAGERS OVER THE LONG TERM ARE LEADER.
MODERN EXECUTIVES NEED TO UNDERSTAND THE DIFFERENCE BETWEEN
MANAGING AND LEADING AND KNOW HOW TO COMBINE THE TWO ROLES
TO ACHIEVE ORGANIZATIONAL SUCCESS.
 TO COMBINE MANAGEMENT AND LEADERSHIP REQUIRES A CALCULATED
AND LOGICAL FOCUS ON ORGANIZATIONAL PROCESSES (MANAGEMENT)
ALONG WITH A GENUINE CONCERN FOR WORKERS AS PEOPLE
(LEADERSHIP).
MANAGERS

 DOING THINGS RIGHT

 FOCUS ON PRODUCTIVITY AND EFFICIENCY
 PRESERVER OF THE STATUS QUO

 SHORT – TERM

 MEANS

 BULDERS

 PROBLEM SOLVING

 FOCUS ON BEHAVIORAL AND NON-BEHAVIORAL ISSUES

 ABOUT SYSTEM, CONTROLS, PROCEDURES, POLICIES, STRUCTURES
 ABOUT HOW

LEADERS

 DOING THE RIGHT THINGS

 FOCUS ON VISION, GOALS AND OBJECTIVES
 PROMOTER OF CHANGE, ENCOURAGE CREATIVITY AND RISK TAKING
 LONG-TERM
 ENDS
 ARCHITECTS
 INSPIRING, INITIATING, INNOVATING, MOTIVATING
 FOCUS ON BEHAVIORAL ISSUES
 ABOUT TRUST- ABOUT PEOPLE
 ABOUT WHAT AND WHY
 THE TRAIT APPROACH TO LEADERSHIP

 BASED ON EARLY LEADERSHIP RESEARCH THAT ASSUMED GOOD

LEADER IS BORN, NOT MADE, SUCCESFUL LEADERS TEND TO
POSSESS THE FOLLOWING CHARACTERISTIC :
1. INTELLIGENCE, INCLUDING JUDGMENT AND VERBAL ABILITY
2. PAST ACHIEVMENT IN SCHOLARSHIP AND ATHLETICS
3. EMOTIONAL, MATURITY AND STABILITY
4. DEPENDABILITY, PERSISTENCE, AND A DRIVE FOR CONTINUING
ACHIEVMENT
5. THE SKILL TO PARTICIPATE SOCIALLY AND ADAPT TO VARIOUS
GROUPS
6. A DESIRE FOR STATUS AND SOCIOECONOMIC POSITION
 EVALUATIONS OF TRAIT STUDIES CONCLUDED THAT NO TRAIT OR
COMBINATION OF TRAITS GUARANTEES THAT SOMEONE WILL BE A
SUCCESSFUL LEADER : LEADERSHIP ABILITY CANNOT BE
EXPLAINED BY AN INDIVIDUAL’S TRAITS OR INHERITED
CHARACTERISTICS. LEADER ARE MADE, NOT BORN, BY LEADERSHIP
TRAINING PROGRAMS.

THE SITUATIONAL APPROACH TO LEADERSHIP : A FOCUS ON LEADER

BEHAVIOR

 LEADERSHIP STYLE MUST BE APPROPRIATELY MATCHED TO THE

SITUATION THE LEADER FACES.
 SITUATIONAL APPROACH TO LEADERSHIP IS BASED ON THE
ASSUMPTION THAT EACH INSTANCE OF LEADERSHIP IS DIFFERENT
AND THEREFORE REQUIRES A UNIQUE COMBINATION OF LEADERS,
 FOLLOWERS, AND LEADERSHIP SITUATION.
 SL = F ( L,F,S )
SL = SUCCESSFUL LEADERSHIP
F = FUNCTION OF
L = LEADER
F = FOLLOWER
S = LEADERSHIP SITUATION

 THE EXTREEM LEFT OF THE MODEL CHARACTERIZES THE LEADER WHO

MAKES DECISIONS BY MAINTAINING HIGH CONTROL AND ALLOWING
SUBORDINATES LITTLE FREEDOM
 THE EXTREEM RIGHT CHARACTERIZES THE LEADER WHO MAKES
DECISIONS BY EXERCISING LITTLE CONTROL AND ALLOWING
SUBORDINATES MUCH FREEDOM AND SELF DIRECTION
 BEHAVIOR IN BETWEEN THE EXTREMES REFLECTS GRADUATIONS IN
LEADERSHIP FROM AUTOCRATIC TO DEMORATIC

1. THE MANAGER MAKES THE DECISION AND ANNOUNCE IT

THIS BEHAVIOR IS CHARACTERIZED BY THE MANAGER :
a) IDENTIFYING A PROBLEM
b) ANALYZING VARIOUS ALTERATIVES AVAILABLE TO SOLVE IT
c) CHOOSING THE ALTERNATIVE THAT WILL BE USED TO SOLVE IT
d) REQUIRING FOLLOWERS TO IMPLEMENT THE CHOOSEN
ALTERNATIVE.

THE FOLLOWER HAVE NO OPPORTUNITY TO PARTICIPATE DIRECTLY

IN THE DECISION MAKING PROCESS.

2.