Role of Conflict and Negotiation in Developing Capability

This paper focuses on the techniques followed by the organisations to resolve conflicts. The description of the big five personality attributes have been conducted to analyse the particular situation. A development plan has also been included in the report for offering equal treatment to each of the employees. Based on the discussion of this paper, it has been found that effective negotiation techniques is important to maintain a proper work environment in the organisations.
1.0 Introduction
Conflicts are universal and can occurring due to clash of ideas; however, the results are not always destructive since, conflicts are often responsible for sparking innovation and creativity. Hence, managers may opt to apply the principle of negotiation so that the performance of accompany is not affected. In many companies, the labour force is organised with the presence of unions; they often negotiate with the management in issues related to salaries, bonus and commissions, etc. However, negotiations are also common in political and international sphere (Dwyer, 2012).
In this paper, the researcher has represented the application of three diagnostic tools; namely, The Big Five personality measures, Johari Window and Belbin Team Inventory, in order to illustrate how they can help in reducing destructive conflict. This paper also provides a development plan encouraging win-win negotiation. These tests help in evaluating the potential of employees in comparison to their appropriate job role.
2.0 Literature Review
According to Professor William Wilmot and professional mediator, Joyce Hocker, conflict can be described as a struggle taken place between parties. However, it need not necessarily involve any physical fight and often they can be nonverbal (O'Rourke and Collins, 2008). In an organisation, it is often sighted that there is no direct accusation or contact between the parties involved in conflict but they vent their pent up feelings upon a third party. However, Wilmot and Hocker had mentioned interdependency among individual parties is a necessary condition for them to be involved in a conflict. This interdependence is central for the individual to work together providing the opportunity to share ideas setting the backdrop of a conflict (O'Rourke and Collins, 2008).
Nowadays, human capital is considered one of the most productive assets by scholars; helping in increasing organisations’ competitive advantage. As a company expands, its employment also increases which can lead to complexities. However, to curb such chances and increase efficiency, it is very important that employees are comfortable to work as a team (M. Djurica, N. Djurica and Janicic, 2014). Some of the essential attributes in this regard are cooperation, trust among the employees and empathy. These behavioural characteristics can help in building cordial relationships in work place (Cross and Shaw, 2014).
Over the last few decades, the structure of business has undergone manifold changes that have led to increasing difficulties in managing the resources efficiently. These rising complexities have been the root cause of conflicts making it a universal phenomenon whether in relation to personal choices or workplace (Cross and Shaw, 2014). One example of workplace conflict is the argument among colleagues in relation to a specific change in a project.

Role of Conflict and Negotiation in Developing Capability

Type: Report
Domain: Conflict Management
Words: 2000
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