Managers struggling to manage firms and organization need to understand the problems that are available in the management process. All managers require to learn clearly on how to handle people, things and ideas in line with the set goals and objectives. Leading the three elements requires conceptual thinking, and this may call for proper planning. A manager then needs to have leadership and administration skills ( Avoko et al, 2003, 285). Common challenges may exist in the organization, and this requires adequate management skills to ensure that the difficulties do not lead to failure in achieving the set goals and objectives. Inability to handle the challenges in a practical way may bring severe consequences to the organization. The paper will feature an analysis of the significant problem of the management process and the right recommendation to handle it transparently.
Major Challenge in Management Process
One of the significant challenges in the management process is managing conflicts that exist in an organization. Many managers tend to ignore disputes that may occur within an organization, and this affects the smooth running of the business. Performance issues may cause conflicts, conflicts among the employee and this may include employees of the same level or even those in different levels and those by employees to people outside the organization but tends to bring conflicts in the organization (De Dreu, 2008, 8). Battles are issues caused by issues where one party breaks trust given to them by other person or in matters of personality. In other instances, conflicts in the workplace may seem to be caused by issues of unfair treatment especially in cases where an employee feel that the other one is being favored instead of having equality.
The existence of a poor work environment have as well get linked to conflicts seen in the workplace. An environment that is not motivating may make conflicts to arise more than usual compared to a favorable work environment. Disputes may also be caused by poor communication among the people in the organization (De Dreu, 2008, 13). Managers and supervisors in most cases fail to understand how employees perceive their attitudes when they talk. Employees, on the other hand, tend to develop conflicts on how they address each other at the workplace. Harassment and bullying have as well get linked to the conflicts available in the workplace. If one party bullies others, then workflow can be affected which causes conflicts in the workplace. Supervisors intimidating and harassing employees can also be a significant cause of disputes. Managers and supervisors also create conflicts by offering unequal opportunities during promotions.
Increase in unresolved issues workplace also causes conflicts in an organization since employees feel they are pushed too in the workload given. Unrealistic needs and expectations have also contributed to significant conflicts since one is supposed to handle many tasks that he could handle given time to work in line with his/her pace (De Dreu, 2008, 16). A good example is when employees lack time to manage their responsibilities at home like taking care of their children. Inadequate training also causes conflicts since most employees do not understand what they are supposed to do when at work — the other cause of conflicts in the available business values. Finally, change is inevitable but admitting the difference brings disputes among employees if not handled in a good way.
Recommendations to Deal with Conflicts in Management Process
The first way to handle conflicts is through clarifying the root cause of the disagreement in a conflict. Management requires to look for the root cause of the two parties. In case of a dispute between two employees then the managers and supervisors should listen to the two employees to get each side. Obtain as much information from each side, and this process should get repeated until the two parties feel the issue has been well understood (De Dreu et al., 2004, 22). Obtaining a common goal also assists in solving conflicts among the two parties. Once every individual in the organization perceives the set goal, then conflicts would reduce as they understand that they work towards a common goal and objectives. Leaders can also solve any form of conflicts through discussion on the right way to meet the set common goal. Looking for the barrier to common goal also helps to make parties come in terms. Understanding the barriers aids in coming up with various resolutions mechanisms which can make them decide on the best possible way that can be used to reduce conflicts. Once the right way to achieve a common goal is set the other purpose would be to let each party understand the role they have to play in ensuring that they meet a common goal. Each party can be asked to use such terms as ‘I agree to,’ ‘I acknowledge’ and also make them sign some agreement forms (De Dreu et al., 2004, 20). In addition to the six steps outlined above, there is a need to have well-set policies that can prevent any occurrence of conflicts within an organization. Change in the workplace can be handled by involving employees in each step when making significant decisions at the workplace.
In conclusion, it is indeed challenging to handle management process mainly due to the existence of conflicts in the organization. Performance issues, unfair treatment, unresolved issues, having high needs and expectations, unclear business values and inadequate training are major causes on conflicts in an organization. Some recommendation measures have been used to address conflicts within the organization which includes involving all parties in coming up with significant issues in the organization and following the six steps that help to come up with the cause of conflicts when achieving common goals and objectives.
Ayoko, O. B., Callan, V. J., & Härtel, C. E. (2003). Workplace conflict, bullying, and counterproductive behaviors. The International Journal of Organizational Analysis, 11(4), 283-301.
De Dreu, C. K. (2008). The virtue and vice of workplace conflict: Food for (pessimistic) thought. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(1), 5-18.
De Dreu, C. K., Van Dierendonck, D., & Dijkstra, M. T. (2004). Conflict at work and individual well-being. International journal of conflict management, 15(1), 6-26.