CONFLICT MANAGEMENT

Conflict Management

Conflict Management

Introduction

Conflict management in the M-Cor, Inc is an issue that every leader, manager, or employee has to deal with at one time or another.

The basics of conflict management include improving communication, teamwork, and a systematic approach to solving the disagreement. This paper explores various techniques that can be utilized to manage conflict in the M-Cor, Inc.

Discussion

Conflict is defined by Hellriegel, Slocum and Woodman as “the process in which one party perceives that its interests are being opposed or negatively affected by another party” (p. 362). Sometimes conflict that be a positive force within an M-Cor, Inc, while at other times it is a negative force.

An example of conflict as a positive force is that the creation and resolution of conflict may lead the company to constructive problem solving. It may also lead people to search for ways of changing how they do things. The conflict resolution process can ultimately be a stimulus for positive change within an M-Cor, Inc (Hellriegel, Slocum and Woodman, p. 364).

However, conflict may also have serious negative effects on an M-Cor, Inc. For example, conflict may divert efforts from goal attainment or it may deplete resources (particularly time and money) (Hellriegel, Slocum and Woodman, p. 364). Conflict also may negatively affect the psychological well-being of employees and cause stress (Hellriegel, Slocum and Woodman, p. 364). Indeed, conflicting M-Cor, Inc ideas may lead to anger, tension, and anxiety. Deep and lasting conflicts that continue without conflict management may even lead to violence between employees and others (Hellriegel, Slocum and Woodman, p. 365). Therefore, it would be fair to say that conflict may sometimes be advantageous and at other times destructive.

M-Cor, Inc managers must be sensitive to the consequences of conflict. These consequences range from negative outcomes (such as loss of ...