The central issue in M’S conflict is that her new director has a different perception of how the department held and run by M should operate and remain autonomous and is keen on enforcing M’s role as the director. There is varied perception regarding the correct form of communication between M and the new director. The new director wants to use strictly formal communication without fail and is not okay with M using an informal communication channel. This causes a breakdown in communication between the two parties, making it hard for the two to work together1. There is a lack of communication on the expectations from the new director at the beginning of his new role. Without explaining to his subordinates his expectations, he let them operate as usual only to have a problem with the management style used by M. There was no meaningful feedback provided to M at the begging. This makes the new director doubt M’s achievements and the ability to work independently, which does not go well with M.
Three types of conflict are manifested in this case. There is leadership conflict since M was okay and comfortable using the leadership style of the previous director and finds it hard to adjust and comfortably fit in the new director’s type of leadership in the firm. There is a personality clash manifested by the fact that both M and the new director have different perceptions about the character of each other1. Again, there is value conflict since the new director does not recognize or value the efforts of M despite recording success and achievements in past years.
This issue is at a critical tipping point in that nothing significant can be done to change the situation. The new director is demonstrating to have a little integrity by being comfortable in making critical decisions. These decisions are bound to affect the work of others, yet they were not consulted, nor their inputs taken into consideration2. She prefers to use a decision she is not willing to change. Due to this, the new director has a problem terminating and firing M if he continues to disregard and accept her type of leadership. M demonstrates high integrity and high levels of self-esteem for his past performance and achievements, and she might decide to stand up for herself risking her job. M is aware that her units are performing and working effectively, as demonstrated in the past three years of achievement. These past achievements change M’s attitude toward the new director, which risks her career despite being motivated to work. She is underestimated and neglected; hence, more troubles relate to M’s job.
The issue is vital to M since she feels underestimated and neglected at her workplace, where her past achievements and success is evident. The new director does not value M’s accomplishment, leading to dissatisfaction with M in the workplace, which might risk her job. This is proved since when one feels unfulfilled or unrecognized by the authority, the people in management may not be able to perform their duties well. Therefore, it is expected that M will leave her job if continued underestimation and unrecognition of her efforts and achievements by the new director2. The new director is concerned by the position of M at the workplace as well as the interaction. M has with other employees and wants to test everyone and see how they perform their tasks without relying on past achievements. The actions of the new director are important since it is key to identify different talents and abilities that other people have while getting familiar with the type of workforce present.
The following five conflict management styles play in M’s conflict. Under dominating style, the resolution can be achieved by accepting the other party’s side. In this case, the new director may decide to accept the new leadership dismissing M or accept M’s independence and recognize her efforts. M may choose to obey the new director’s management or not listen and continue operating her department the way she wants, which creates more trouble. Accommodating management conflict style calls for not wanting to develop any more conflicts; hence one must trade their personal needs to others. Therefore, M must do and operate by whatever the new director says and tells her. She will have to accept the decision by her new director and the new management styles3. This will cause more troubles in the future that the director will take advantage of the accommodating nature of M.
The avoidance style of conflict management calls for one to ignore that there is nothing wrong, act that all is well, and accept the situation the way it is. M and the new director are unwilling to accept the responsibility that there is a conflict between them3. They blame each other and do not want to create any public strife, so they do their things with minimal interaction. M can choose to ignore the whole situation and act like it is wrong with the new director. This style of conflict management may affect one’s mental health and ability to carry their duties effectively.
Compromising conflict management style aims at providing the optimum solution to the situation in a way that will satisfy both parties. Both M and the new director may come up with solutions that are suitable for both. They can plan on running services at the department in a way that has minimal pain to both. The selected choice may not be each party’s first choice, but it is a choice they can both agree on. For example, the director can assign tasks while M is allowed to make some decisions independently. The fifth conflict management is problem-solving, where M and the new director can discuss a positive solution that will benefit all parties.
In conclusion, M is a hard-working person with a proven record of success and achievements for her department. This changed after the new director took charge of the new leadership style and wanted to monitor M, causing value conflict, leadership, and a clash in personality. The most appropriate for this situation is both compromising and problem-solving. Problem-solving managing style may take time to find a solution, both M and the new director can compromise to get the best solution that is beneficial for the two parties and keep the workplace effectively operating. The most appropriate channel to communicate effectively, in this case, is for both M and the new director to drop their ego and attitude and listen to each other. Open Face to face communication is the optimum solution since feedback will be issued instantly.
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