Management Practices For Diverse Workplaces

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Management Practices For Diverse Workplaces

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Question:

Discuss About The Management Practices For Diverse Workplaces.

Answer:

Introduction:
Conflict can be considered as one of the greatest challenges that affects the productivity and performance of any organizational sector and the clinical scenario is no exception to that either (Cerni, Curtis & Colmar, 2012). Moreover, it has to be mentioned in this context that in the clinical scenario, the impact of the conflict is even more heightened due to the fact that the health, welfare and safety of the patients are associated with the conflict in the clinical scenario. Hence, it is imperative for the health workforce to be equipped with different conflict management skills to avoid the chances of any mismanagement or errors happening that can threaten the safety and welfare of the patients (Chan, Sit & Lau, 2014). This assignment will take the assistance of the win-win conflict resolution model by Eleanor Shakiba in order to implement conflict management concept in the clinical scenario.
Description of clinical experience:
The clinical experience that will be discussed in the assignment is the placement experience where I had faced a workplace conflict that had disrupted and affected both my productivity and my performance while in placement. I had always been a very attentive and responsible regarding the professional responsibilities that I had been entrusted with and soon I became the favorite of my supervisor. However, in the third week of my placement I had to attend to a family emergency on an urgent basis, and I had to take random leaves and leaving early, ultimately ending up not paying my complete attention to my professional responsibilities. Unfortunately for me I also had been making small errors in my hurry to leave early which completely ruined my reputation in front of my supervisor. As the placement commenced I could not regain the confidence or trust of my supervisor and was belittled and underestimated in everything and I was never given the opportunities I deserved with the preconceived notion that I would not be careful enough regarding the responsibilities. This belittling treatment based on one unfortunate event which had not even been my mistake entirely had a huge toll on my performance and my confidence.
Theoretical analysis:
It has already been discussed in the assignment that conflicts are an inevitable construct of the organizational scenario and each and every type or organizations are required to face and manage conflicts effectively. Taking the assistance of the contemporary theory of conflicts, it can be mentioned in here that conflicts are inevitable among the humans in both professional and personal setting and it is often a direct result of change which can be either beneficial or detrimental (Gbadamosi, Ghanbari Baghestan & Al-Mabrouk, 2014). However, in this case the frequent leaves and early leaving that I had to take for family emergency for a week had a long lasting impact on my credibility and helped in the formation of a preconceived stereotypic notion regarding my credibility and reliability in the eyes of my senior and eventually led to me antagonizing them after a certain point as well due to the constant belittling and underestimating. This conflict affected my learning opportunities and affected the patients under my care while I attempted to defy orders or take up responsibilities. Hence, conflict management models that can be utilized in the situation could have been an excellent situation in the scenario which could have easily addressed the needs of the situation for both me and my supervisor.
According to the Thomas Kilmann conflict resolution model, there are five alternative steps to a successful conflict management (Thomas, 2008). The first step is the accommodating where the one party is needed to accommodate and agree to the solutions of another party for conflict to be resolved. The next step is avoiding, in which both the parties avoid the conflict and go about their ways without addressing the needs of the situation. According to my best understanding, this had been the option chosen by me and my supervisor which led to further complications and threatened my professional exposure and opportunities of professional growth. The next step of the model is collaborating where the both parties are required to co-operate and contribute equal efforts and adjustment to arrive at a win-win situation rather than a win-lose alternative (Elena Losa Iglesias & Becerro de Bengoa Vallejo, 2012). The next step of the model is the competing where the one of the parties win with respect to status quo and power relation between the both parties and arrive at a win-lose situation (Chen et al., 2012). The last alternative to conflict management according to this model is the compromising, which leads to a lose-lose alternative for both of the parties and neither of the needs of both of the parties are addressed. Researchers are of the opinion that the best and most effective method to conflict management is the win-win situation which addresses the needs of both of the parties involved in the conflict (Riasi & Asadzadeh, 2015). As supported by Altmäe, Türk and Toomet, 2013, in order for the conflict management solution to be productive and relevant in terms of applicability and efficiency, it is imperative for the conflict management s0olution to safeguard the best interest of both of the parties. Along with that, the win-win solution provided by the Eleanor Shakiba, also focuses on generating solutions on the basis of collaboration between both of the parties. The win-win solution by Eleanor Shakiba breaks down collaborating conflict management into four steps, focus on the issue, let go of the past, explore needs, solve collaboratively. Hence, the most applicable conflict management solution in this scenario can be the collaborating solution which could have helped me and my supervisor arrive at a solution that would have addressed both of our issues and led to a win-win situation.
Implications for Professional Practice and Management:
This experience had been a tremendous opportunity for me to understand the basics of conflict, how it may arise, what it may lead to and how it can be managed. It has to be mentioned in this context that conflict is a very common concept in the idea of organizational sector, even in clinical scenario. From my personal experience I had myself observed my attention and performance being affected by the conflict between me and my supervisors which directly affected the safety and efficacy of the care that I provided to the patients in my placement. The conflict management model and the win-win solution provided by the Eleanor Shakiba provided me with the opportunity to understand this impact with much more clarity and helped me understand the inescapable need for conflict management in the very initial phase for better workplace relationships, performance and professional growth (Prause & Mujtaba, 2015). Along with that, the 4 steps of the win-win situation provided by the Eleanor Shakiba helped me clearly understand how to successfully implement the collaborating conflict management solution in the clinical situations as well so that I can successfully implement it in the real world conflict situation without any hassle.

Conclusion:
On a concluding note, it can be easily stated that workplace conflict is undoubtedly inevitable phenomenon in the organizational scenario. However, with the application of the most applicable step of conflict management models can help the parties involved in the conflict situation arrive at a win-win situation; where both the parties have their needs and grievances addressed and their best interests safeguarded along with having a productive solution to the challenges brought forward by the conflict.

References:
Altmäe, S., Türk, K., & Toomet, O. S. (2013). Thomas-Kilmann’s Conflict Management Modes and their relationship to Fiedler’s Leadership Styles (basing on Estonian organizations). Baltic Journal of Management, 8(1), 45-65.
Cerni, T., Curtis, G. J., & Colmar, S. H. (2012). Cognitive-experiential self theory and conflict-handling styles: Rational and constructive experiential systems are related to the integrating and compromising conflict-handling styles. International Journal of Conflict Management, 23(4), 362-381.
Chan, J. C., Sit, E. N., & Lau, W. M. (2014). Conflict management styles, emotional intelligence and implicit theories of personality of nursing students: A cross-sectional study. Nurse education today, 34(6), 934-939.
Chen, X. H., Zhao, K., Liu, X., & Dash Wu, D. (2012). Improving employees’ job satisfaction and innovation performance using conflict management. International Journal of Conflict Management, 23(2), 151-172.
Elena Losa Iglesias, M., & Becerro de Bengoa Vallejo, R. (2012). Conflict resolution styles in the nursing profession. Contemporary nurse, 43(1), 73-80.
Gbadamosi, O., Ghanbari Baghestan, A., & Al-Mabrouk, K. (2014). Gender, age and nationality: assessing their impact on conflict resolution styles. Journal of Management Development, 33(3), 245-257.
Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse workplaces. Journal of Business Studies Quarterly, 6(3), 13.
Riasi, A., & Asadzadeh, N. (2015). The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode

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