Nature of the Conflict

When employees and employers work together, conflict always becomes part of the business system the occurrence of such conflict is treated as a standard norm’ however, most managers have been associated with the cause of several disputes in the company. Generally, conflict in the workplace often stems from minor issues between employees and their managers within the company. Studies investigated the discrepancies between the attributions of members and leaders as a unified function of LMX quality. It also explored the relationship between the attribution conflict, perception of equity, low job satisfaction as well as turnover intentions. Findings suggest that attribution conflict between managers and subordinates are due to the tendency of most leaders of making several favorable attributions to subordinates at a higher LMX quality as opposed to the real attribution which subordinates are associated with(Rahim, 2017). Results show that attribution discrepancies relate negatively to the perception of equity and low satisfaction amidst intentional turnovers from the managers. The paper focus to discuss the conflict between managers and the subordinates with the possible resolution approach to rationalize the situation.

The Overt and Covert Issues in Conflict between Managers and Subordinates

Most managers always portray passive aggression towards the subordinates when they fail to take up the responsibility with the stipulated time. A couple of punishments follows this without accepting all the sanctions which are related to the cause of hiccup. As a result, they brush shoulders making the condition unbearable for the effective workforce. Similarly, decreased satisfaction from either the managers or the subordinate may trigger aggression in the workplace(Ayoko, 2016). Other issues such as stress and harassment in most workplaces can lead to troubles if not handled amicably.

Effects of Manager and Subordinate Conflict to a Company

Workplace conflict is inevitable especially if employees from various backgrounds as well as different work styles come together for a combined business purpose. Employee’s emotional stress may be an effect or a cause of conflict between employees.However, most of these conflicts are between the managers and their employees.

In most companies, the adverse effects conflict between managers and subordinates can include decreased productions due to frequent handling of cases to correct the mess. Most employees also feel dissatisfied thus literally boycotts their duties thereby rendering the operation redundant. Similarly, workplace conflicts lead to work disruptions. The flow of services is halted during aggression especially if the manager feels dissatisfied with the works of some employees with the company. According to Ayoko (2016), if the cases within the manager’s jurisdiction, his or her power of dispensing duties are curtailed leading to a decrease in work progress (Ayoko, 2016).The conflict also points to project failure. For example, if the initiator of the project falls as the primary victim in the conflict wrangle, his or her plan may be rendered worthless. Overall, workplace conflict leads to frequent absenteeism, terminations, and turnover of duties.

Attribution Errors in the Workplace Conflict

The common attribution error in the workplace conflict is the tendency of managers to explain the behavior of their employees based on internal factors such as disposition or personality. They also underestimate the influence of the external factors such as the situational discrepancies and their effects on the behavior of the workers. However, to control these attributions, both the managers and the employees should maintain a mild focus on the external factors to shape their behaviors within the working set up.

Dynamics in the Workplace

Every workplace has a manger that handles and controls all the operations and activities within the organization. He is responsible for coordinating the entire department within the company. Companies also have other employees who work under the manager. All their duties must come from the leader. The orders and instruction s must be obeyed throughout the system. Failure to heed to these orders and terms leads to a conflict.

Elements of Conflict Resolution in the Workplace

Conflict resolution in a workplace refers to the process trough parties within the company engage in a dispute, debate or disagreement to solve the conflict. Several elements are paramount to make the process faster and within the stipulated time that will not hinder the activities and operations within the organization (Rahim, 2017). Other common elements include active listening, assurance of fair process in resolving the conflict, use of direct communication, trying to find the most valuable interest as well as focus on future possibilities.

Central Strategy

Direct Communication

For effective conflict resolution the workplace, use of direct communication is the central strategy the will help resolve the conflict amicably. Most managers prefer the plan because it brings the two conflict parties together for a common goal. Employees also find an opportunity to address their problem without fear of being discriminated. However, addressing attribution errors requires keen attention towards the behaviors of both the manager and the employees.

Elements of persuasion in Workplace Conflict

Hitting the “Yes” Buttons

This element triggers the primary social responses between parties who are trying to come to a concrete resolution. According to Wang et al. (2018), it allows the managers to be more persuasive especially to employees who owe the company some debts and thinks that the author is on their sides to offer them extensive support Wang et al., 2018).

References

Ayoko, O. B. (2016). Workplace conflict and willingness to cooperate: The importance of apology and forgiveness. International Journal of Conflict Management, 27(2), 172-198.

Rahim, M. A. (2017). Managing conflict in organizations.Routledge.

Wang, Y., Wu, L., Lange, J. P., Fadhil, A., &Reiterer, H. (2018). Persuasive technology in reducing prolonged sedentary behavior at work: A systematic review. Smart Health.

 
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