Management of Engineering Professionals PRESENTED BY: Chulhan Park Sravanthi Gudapati Sridevi...
-
Upload
benedict-newman -
Category
Documents
-
view
217 -
download
0
Transcript of Management of Engineering Professionals PRESENTED BY: Chulhan Park Sravanthi Gudapati Sridevi...
CONFLICT MANAGEMENT
Management of Engineering Professionals
PRESENTED BY: Chulhan Park
Sravanthi Gudapati Sridevi Vishnuvajjala
Yanjing Chu
PRESENTATION AGENDA
Basics of conflict management Case study 1 : Conflict between
employees Case study 2 : Conflict between
cultures How to manage conflict Conclusion Q / A
BASICS OF CONFLICTSSridevi Vishnuvajjahala
CONFLICT
Natural disagreement resulting from interaction among individuals or groups
Causes: Varying opinions, attitudes and
perceptions Unclear values Ignoring one’s or our own needs
feelings and emotions Past rivalries Personality differences
CAUSES OF CONFLICT
Needs
Percep-tion
PowerVal-ues
Feelings and emo-
tions
TYPES OF CONFLICTS
Relationship conflicts Data conflicts Interest Conflicts Structural Conflicts Value Conflicts
ARE CONFLICTS ALWAYS BAD?
Destructive conflicts
Constructive conflicts
Destroys moraleProduces irresponsible behaviorObstructs cooperationDeepens differencesCreates suspicion & distrustDecreases productivity
Develops clarification of issuesIncreases involvementImproves problem solving qualityInitiates growthStrengthens relationshipsIncreases productivity
CONFLICTS : NOT ALWAYS NEGATIVE
Effective management can give healthy conflicts which can lead to...Growth and innovationNew ways of thinkingAdditional management options
The goal is for all to “WIN"
CASE STUDY 1:
CONFLICT BETWEEN EMPLOYEES
Sravanthi Rao
POOR ATTITUDE OF EMPLOYEES
A manager with six years of experience is transferred to a new department. Problem:
An employee has poor attitude Has political connections Does not respect authority Rude to customers and short tempered Has received good reviews despite his
performance due to political influence
APPROACH TO THE PROBLEM
Action The manager tries to establish a friendly
relationship Consequence
The employee starts a rumor that manager is incompetent and cannot work with people.
What should the manager do to resolve this conflict?
SOLUTION?
The manager should: Discuss the next step with his/her
managers? Fire the employee? Confront the employee?
CASE STUDY 2: ASIA NETWORKGAP BETWEEN DIFFERENT CULTURES
Yanjing Chu
CASE: ASIA NETWORKGAP BETWEEN DIFFERENT CULTURES A company specialized in communications products and computer
network services. There are many internal conflicts, the impact on the company's performance continued to improve.
Japanese-style management model may not be completely suitable for Chinese employees
Conflict NO.1: Vertical Conflict---In Japan, work overtime not only common, and there is no reward.A long time Chinese employees to work overtime has aroused everyone's dissatisfaction with some excellent staff also left.
Conflict NO.2 :Horizontal Conflict--- linear function, coordination is difficult
sales complain about the development of research ;the efficiency of the production is too low, so that their missed sales opportunity;
Production is complaining about the development of research and development of products; sales orders can not be achieved Cost requirements.
ANALYSIS
Business managers have to spend 20 percent of the time for conflict management; Its capacity of managers are considered key to the success.
Reasons for Conflict NO.1 1. Powers and status 2. Different values 3. The lack of resources Reasons for Conflict NO.2 1. Interdependent tasks 2. Incompatible goals
RESULT
Result : Conflict NO.1 weaker work motivation , inefficient, and staff were trying switched to a better environment even competitors.
Result : Conflict NO.2• the centralization of power, lack the necessary autonomy of the lower level; • poor horizontal linkages and easily lead to conflicts out of line; • information transmission line is longer, slower feedback; • incompatible goal
SOLUTION
Management should be based on the specific situation of reasonable remuneration system design
Conflict NO.1 Labor costs and achieve a dynamic balance between performance.
Conflict NO.2 Linear function of the straight-line basis
Facilitate the flow of information through enterprise information management system . Make full use of information technology to enhance their information management capabilities
Educate each departments to realize the whole goal but not only goal on sales, production or development.
HOW TO MANAGING CONFLICTChulhan Park
FIVE STEPS TO MANAGING CONFLICT
Analyze the conflict Determine management strategy Pre-negotiation Negotiation Post-negotiation
STEP 1 : ANALYZE THE CONFLICTDifferent possible outcomes
the preferences (positions, interests) of the parties on the issues
the points at which the preferences of the parties are incompatible.
IDENTIFY
STEP 2 : DETERMINE MANAGEMENT STRATEGY
Conflict Management
Strategies
Our group's interests
Other partner’sinterests
The outcome Used when?
Collaboration high concern
high concern "win/win” concerns for others are important
Compromise high concern
moderate concern
"win some/lose some" achieve temporary solutions
Competition high concern
less concern "win/lose" basic rights are at stake
Accommodation low concern
high concern "lose/win” issue is more important to others
than to you
Avoidance low concern
low concern "lose/lose" when the issue is trivial or other
issues are more pressing
STEP 3 : PRE-NEGOTIATION
Initiation
Assessment
Ground rules
and agenda
Organization
Joint fact-finding
STEP 4 : NEGOTIATION
Interests
Options
Evaluation
Written agreement
Commitment
STEP 5 : POST-NEGOTIATION
Ratification
Implementation
CONCLUSION
What is conflict Cause / source of conflict Behaviors of conflict (2 case studies)
Japanese Company vs. Chinese employees Fight on Road
Five steps to managing conflict
Q & A