Employees’ Conflict Management and Communication

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M is an employee who had autonomy of actions with the previous director. Giving up such independence in decision-making is difficult for M as now their work has changed sharply. A new leader does not want to provide M much autonomy as they concerned about the relationship between M and others within the company. I think that the central issue of M with the new director is the fact that the director does not recognize her accomplishment and ability to work independently. The type of conflict that appear between M and the new director is the value conflict.

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Value conflict occurs when one side does not accept the effort of other side. It is clearly seen from the case that despite the presence of recorded and documented achievements of M, the new director does not want to give M what they did before. There is a need for communication between M and the new leader to ensure that both sides understand what the issue is and how to tackle it.

It seems that the new director will not hire M for such conflict because the issue is not that critical. M is a hard-working individual who knows how to do the job in a proper way. Moreover, M knows other employees and her units were working effectively for the past three years. As such, the new director probably will not hire M for such misunderstanding. However, M’s attitude on the overall situation with the new director may cause troubles.

The issue can be significant to M as her professional career is under question. Moreover, M wants to have recognition of the new director to keep being motivated to work. Without consensus with the director M cannot work productively and efficiently. In addition, M’s position within the company and the within other employees are seriously underestimated, leading to more issues related to the career of M.

It can be assumed that M might feel underestimated and neglected by the new director as M’s accomplishments are not valued. Dissatisfaction at the workplace may lead to emotional burden and even depression as a person will not feel fulfilled and recognized by the higher authority. Therefore, it can be expected that M may leave the job. Yet the actions of the new director can be understood as they should test all employees and know what strategy to apply to manage them. M may have good working experience that is documented but the new director may want to examine employees by themselves, not relying solely on the documents or M. The director is also concerned about M’s position withing the workplace and their interaction with other employees. As such, the new director is testing everybody in the workplace to see how they perform tasks. Such attitude can be helpful to identify talents of employees and get acquainted with the workforce.

To manage the value conflict between M and the new director, there are five conflict management styles. Firstly, dominating style is a win or lose strategy that accepts only one’s side. So, if there is such style of conflict management, the perspective of the director of M will only be accepted that may lead to M’s discharging from the company or the director’s recognition of M’s independence. Secondly, accommodating style is giving up personal needs in exchange of others’. In that scenario, M probably will accept the directors’ decision and obey the new regulations. Thirdly, avoidance style is about ignoring the problems and pretending that nothing is wrong. In that case, M can just accept the situation and not complain about it. This may influence M’s mental health and ability to work productively.

Forth style of conflict management is compromising that is finding a moderate solution to the problem that somehow satisfy both sides. If M and the director compromise, they may come up with the solution that can be suitable for them. For example, M can make some decisions on their own, while the director will assign tasks. The fifth style that is problem-solving is about finding a real solution for the problem that may dissatisfy one side and require more effort and time, however, the problem will be solved. As such, it can be assumed that compromising is the most effective conflict resolution that case as it is effective for both M and the director and not require more resources. To come up with the resolution open communication method can be the best as it will ensure that both sides listened each other.

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In conclusion, M is a brilliant worker who has full autonomous during her past job experience. Once the new director came to the power, things have changed and now the director wants to monitor employees including M. The dispute between M and the director is value conflict that is related to the recognition of worth of an employee. To manage the conflict the compromising style found to be effective, while open communication method is the most suitable to address the resolution.

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BusinessEssay. (2022, September 5). Employees' Conflict Management and Communication. Retrieved from https://business-essay.com/employees-conflict-management-and-communication/

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BusinessEssay. (2022) 'Employees' Conflict Management and Communication'. 5 September.

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BusinessEssay. 2022. "Employees' Conflict Management and Communication." September 5, 2022. https://business-essay.com/employees-conflict-management-and-communication/.

1. BusinessEssay. "Employees' Conflict Management and Communication." September 5, 2022. https://business-essay.com/employees-conflict-management-and-communication/.


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