Discussion 7A: Five (5) Interpersonal conflict management strategies

 Looking at the Five (5) Interpersonal Conflict Management Strategies, discuss and identify the following aspects for each of them: 

1.)   Strengths

2.)   Limitations and/or Weaknesses

3.)   Best Used Situations @ the Workplace

Conflict is a persistent part of organizational life. However, according to William James, when conflict is approached constructively in the epigraph, it can also be advantageous. (Kay, A. A., & Skarlicki, D. P., 2020).

            1.)   Accommodating

This style turns your back on your own needs in exchange for those of others. One would be putting the concerns of others before your own. This style is very me as suggested by McClelland’s acquired needs framework, the need for Affiliation.

A collaborative style of managing conflict refers to a high level of concern for both one’s concerns and those of the other party. (Kay, A. A., & Skarlicki, D. P., 2020)

Strengths

·       Demonstrates mutual respect for your team members’ needs

·       Establishes a good working environment and camaraderie

·       Trust and teamwork

Limitations and/or Weaknesses

·       Exploitation if the other party involve always accommodates and doesn’t have the gull of reciprocation

·       No growth as people will always rely on the person who is always accommodating

Best used situations @ the Workplace

·       Useful when the issue is more important to the other person, maintaining a good relationship, or when you have less expertise in the conflict. It can be appropriate for non-critical decisions

2.)   Avoiding

This style completely evades the conflict. You would neither chase your views nor those of the other people involved. You will constantly push back or entirely ignore the clash whenever it comes up.

This style could be assumed to use when the conflict seems minor, you don’t have the time, you need more time to think, you feel as though you have no chance of winning, or you’re afraid of being met with hatred.

While avoiding conflict can be effective in some sense, it can be highly problematic as a general style of conflict. Without hawking with the essential concerns, the disputing parties are unable to exchange information and find equally acceptable resolutions. (Kay, A. A., & Skarlicki, D. P., 2020).

Strengths

·       Provides temporary relief and prevents immediate escalation

·       Can create a prospect for sentiments to calm down

·       Suitable for minor issues or when immediate action isn’t essential

Limitations and/or Weakness

·       No conflict has been resolved or the underlying concerns are not discussed

·       May lead to periodical conflict (Kay, A. A., & Skarlicki, D. P., 2020)

·       can hinder efficiency or damage relationships within the team

·       “Lose-lose” approach to managing conflict (Kay, A. A., & Skarlicki, D. P., 2020)

Best Used Situations @ the Workplace

·       This is suitable for minor conflicts that are unlikely to escalate, issues that may resolve themselves over time or when emotions are running high and need time to settle

3.)   Compromising

A compromising style attempts to find a solution that will partially please all parties involved. You would work to find a middle ground between all the needs, which would typically leave people discontented or only satisfied to a certain extent. This style could be appropriate when it’s more important to solve for the solution to be great or you just need a temporary solution for the moment.

Compromising includes focusing on the parallels between the two groups by overlooking alterations, vents thoughts that agree and yield to make the other party happy.   (BaAoAul, C., 2021).

Strengths

·       Allows for a middle-ground solution that partially satisfies each party

·       Demonstrates a willingness to reach a resolution and maintain relationships

Limitations and/or Weakness

·       May not fully address the underlying concerns of either party

·       Can lead to resentment and/or dissatisfaction

·       Requires a willingness to make yielding and find common ground

Best Used Situations @ the Workplace

·       It can be suitable for decisions about resource allocation, schedule adjustments, or choosing between two viable options

4.)   Collaborating

A collaborating style attempts to find a solution that will meet the needs of all parties’ concerns. Rather than trying to find a middle-ground solution, you would aim for a solution that satisfies everyone and ends up being a win-win situation. This style could be appropriate when multiple perspectives need to be addressed, there is an important relationship between the parties, and the final solution is too important for anyone to be displeased.

Strengths

·       Encourages open communications and active listening

·       Fosters creativity and innovation through diverse perspectives

·       Builds trust and strengthens relationships

Limitations and/or Weaknesses

·       Time-consuming process, requires thorough discussions

·       May not be suitable for demanding issues

·       Requires willingness to cooperate and find a mutually beneficial solution

Best Used Situations @ the Workplace

·       Collaboration works well when there is a need for a long-term resolution, complex issues, or situations where multiple perspectives and expertise are valuable such as team development/team conflict

 5.)   Competing

A competing style takes a firm stand and refuses to see the other parties’ perspective. You would keep insisting your stance or rejecting other ideas. This style could be appropriate when you must stand up for your rights or morals, need to make a quick decision and force others to get on board, need to end a long-term conflict, or must prevent a terrible, opposing decision.

Competing style is a hostile and stubborn approach based on the power that one imposes one’s will on others. (Alan, H., Gül, D., & Baykal, Ü., 2022)

            Strengths

·       Quick decision-making and action

·       Suitable for situations requiring strong leadership

·       Can establish clear boundaries and assert one’s rights

Limitations and/or Weaknesses

·       Damage trust and strain relationships

·       May not foster collaboration

·       Can lead to win-lose outcomes and long-term negative consequences 

Best Used Situations @ the Workplace

·       Competition is appropriate for urgent situations, when unpopular decisions need to be made, or when maintaining authority. It can be useful in situations where immediate action is necessary or when there is a need for a clear direction and accountability           

Reference

Kay, A. A., & Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management. Organizational Behavior and Human Decision Processes, 159, 8–20, p. 9. https://doi.org/10.1016/j.obhdp.2020.02.005

Kay, A. A., & Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management. Organizational Behavior and Human Decision Processes, 159, 8–20, p. 8. https://doi.org/10.1016/j.obhdp.2020.02.005

Kay, A. A., & Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management. Organizational Behavior and Human Decision Processes, 159, 8–20, p. 8. https://doi.org/10.1016/j.obhdp.2020.02.005

Kay, A. A., & Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management. Organizational Behavior and Human Decision Processes, 159, 8–20, p. 9. https://doi.org/10.1016/j.obhdp.2020.02.005

Kay, A. A., & Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management. Organizational Behavior and Human Decision Processes, 159, 8–20, p. 9. https://doi.org/10.1016/j.obhdp.2020.02.005

BaAoAul, C. (2021). Conflict management and teamwork in workplace from the perspective of nurses. Perspectives in Psychiatric Care, 57(2), p. 612,  https://doi.org/10.1111/ppc.12584

Alan, H., Gül, D., & Baykal, Ü. (2022). The relationship between the conflict management strategies and ethical leadership behaviours of nurse managers perceived by nurses. Journal of Nursing Management, 30(7), p. 2372, https://doi.org/10.1111/jonm.13840

 

 

 

 

Discussion Forum (DF) E: Conflict

Using an example, explain how dysfunctional conflict can have a negative impact on performance in an organisation. As a manager, explain how you would remedy the conflict situation you have discussed.

Conflicts in an organisation is common in all aspect of the Company. However, a dysfunctional conflict damages employee relations and hinders organisational progress. It can involve behaviour such as aggression, hostility, or lack of respect toward others. It can arise between individuals, groups, or teams. When it is functional, conflict can lead to better outcomes for the organisation. As conflict is the engine of organisational innovation and helps generate the best ideas.  (Contu, A., 2019) However, when conflict becomes dysfunctional, it can have negative consequences for both employee productivity and the organisation.

Conflict is a necessary resource for organisational performance to be managed so as the dysfunctional part can be minimised. (Contu, A., 2019)

As a manager, it is his duty to identify a dysfunctional conflict within his team. Though it is hard to identify, there are some signs that may indicate when a dysfunctional conflict has become an issue in the workplace. Absenteeism, increase in employee turnover, decreased commitment, poor employee morale, decline employee efficiency and increase in negative behaviours are tell tale signs of a growing dysfunctional conflicts.

The following list down some examples of dysfunctional conflicts:

                            1.)   Credit grabber

·       This conflict strikes the heart of an individual who have been dishonoured. It may establish a low morale to the affected employee and eventually resignation. As a manager, he/she should practise due diligence in identifying and rewarding the correct individual. Create an environment of trust and respect within the team that credit grabbing will not be question. Create a culture of transparency when it comes to acknowledging achievements. Establish a performance evaluation system that ensure credit is appropriately attributed.

    2.)   Gossiping

·       Making stories and false claims never end up in a good way. This creates animosity within the organisation. The manager should always encourage employee collaboration to foster a sense of teamwork and responsibility. A strict guidelines and expectations for employee behaviour should be adhered. Set a reminder to team members the importance of confidentiality in the workplace. The organisation should inform employees about the effect of words and how they should cease from conversations that negatively impact others. Managers can also empower employees with challenging tasks so that they have lesser time to engage in gossiping. (Tan, N., Yam, K. C., Zhang, P., & Brown, D. J., 2021).

        3.)   Refusal to work in a team

·       This conflict is a result of an underlying issues that were ignored and/or neglected for a long time. As a manager, small issues within the team should be addressed immediately, he/she must identify growing conflicts within his/her team and resolve it immediately by setting up open forum communications within the team and discuss all aspects of minor conflicts and misunderstandings. Human Resource Department can also provide employee training on effective communication techniques and conflict resolution strategies to all employees. Provide support and training to help individual develop necessary interpersonal and teamwork skills. Create a positive team environment that promotes collaboration and trust. Encourage team-building activities, recognition, and reward teamwork. Help the individual to see the value in working with others and the positive impact it can have on their growth and success.

       4.)   Personal attacks, insults, and threats

·       A conflict at this proportion can be a form of a crime and goes to show how poorly an organisation is being managed. The manager, in collaboration with HR should establish a reporting mechanism within the organisation. Implement a confidential reporting system where employees can report incidents of personal attacks, insults, or threats. Assure the employees that their concerns will be taken seriously and that they will be protected from retaliation. Establish a strict code of conduct, workplace policy, and organisational policies to adhere this kind of conflict.

        5.)   Professional arguments

·       This conflict involves decision-making process, resource allocation, and task prioritization. This may lead to decreased team cohesion, damaged relationship, and a negative impact on morale. Though if seen constructively, this can stimulate creative thinking and innovation and a sense of a challenge to the individual to articulate their thoughts clearly. It encourages self-reflection and deepens their understanding of the subject matter. To resolve this matter, a manager should be unbiased to both parties and encourage constructive discussions within affected parties, actively listening, and promote a respectful communication. Ask both parties to present their arguments and facilitate a compromise and collaborative approach to find common ground and exploring potential solutions that address the concerns of both parties. Encourage brainstorming and help them identify a win-win scenario. A good manager will provide guidance and coaching to help individuals develop effective resolution skills.

        6.)   Miscommunications

·       This conflict occurs when an intended message is not accurately understood or interpreted by the recipient. Miscommunications can lead to errors and mistakes in the workplace and can negatively impact productivity, quality, and efficiency. Miscommunication can cause tension between individuals and groups. Miscommunication can lead also to lack of coordination, resulting in conflicting actions and inefficiencies. Persistent miscommunication can erode trust among team members. An effective manager will always check-in with his/her team to address potential misunderstandings, clarify expectation, and provide updates on progress and will do his/her best to address all concerns as swiftly as possible. When miscommunications occur, encourage team members to seek clarification; as the saying goes, if you are not certain of the task in hand, don’t do it.

Conclusion

Dysfunctional Conflicts happen to any organisation, it is a common fact. By implementing these strategies listed above, teams can proactively mitigate dysfunctional conflicts and foster a positive and collaborative working environment, and channel their energy towards a productive outcome.

It is not only the job of the managers to implement these strategies but a collaborative effort to all employees in achieving a common goal of a harmonious working culture. 

Reference

Contu, A. (2019). Conflict and Organization Studies. Organization Studies, 40(10), p. 1448,  https://doi.org/10.1177/0170840617747916

Contu, A. (2019). Conflict and Organization Studies. Organization Studies, 40(10), p. 1445,  https://doi.org/10.1177/0170840617747916

Tan, N., Yam, K. C., Zhang, P., & Brown, D. J. (2021). Are You Gossiping About Me? The Costs and Benefits of High Workplace Gossip Prevalence. Journal of Business and Psychology, 36(3), p. 430, https://doi.org/10.1007/s10869-020-09683-7

 

 

Discussion Forum (DF) D: Teaming

Discuss the benefits and challenges of teaming. Using examples, evaluate the significance of teaming in getting the work done in today’s global business environment.

My career in power generation is close to 25 years and from the beginning, I have always been working in Teams. The initial process of forming a team of power plant professionals and apprentice is a tedious process and involves a lot of trainings and activities in preparation for a good relationship within the team. Hiring the best power plant professionals from different region of the world will come about certain conflicts and disagreement initially as the team evolves to more a robust group.

Individuals coming from different types of power plant will clash about certain protocols, comparing their previous power plant to the present one. One will compare their previous techniques used and will argue that what they had is the best practise and most of the time, they will initially ignore the present set-up. Teamwork can sometimes lead to conflicts and disagreements. Differences in opinions and personal conflicts can disrupt the team’s cohesiveness. Collaboration within teams of power plant professionals is the key in establishing a good team. One must understand the values and the common goals of the present team, the company’s vision to achieve a common goal as one team.

One must understand the task at hand on a distinct role on the team and a need for teammate to interact with other teammates to communicate. (McNeese, N. J., Demir, M., Cooke, N. J., & Myers, C. 2018).

As the company is setting up groups of power plant professionals and later will be put into different teams on a shifting roster, an analysis of each team members traits, behaviours and camaraderie will be scrutinized, to properly group them together on a shift. This is an important aspect in forming a cohesive team. The objective is to have everyone teaming together initially to identify who will be in teams on shifts. Normally, when organisations convene groups of individuals with diverse knowledge, the challenges are particularly intense. (Edmondson, A. C., & Harvey, J.-F., 2018).

The challenges of teaming a group of experienced power plant professionals are intense and excruciating. But the rewards are fulfilling. Human Resource Management (HRM) plays a huge role in this stage of team development. HRM should offer a comprehensive view on the competencies available and should assist in the challenges associated with combinations of knowledge attributes. (Edmondson, A. C., & Harvey, J.-F., 2018).

Throughout my career, I have had learned from my seniors and peers in the operations and maintenance of a power plant. Through Collaboration, I have experienced different perspectives and knowledge from my teammates on how to deal certain scenario associated to malfunctions in the power plant. The idea of Knowledge-sharing through teaming enhances my skills and expertise in the power plant. It improved my decision-making skills as I received inputs and insights on how to deal certain dilemma, we are facing in the power plant. I am motivated to learn more as I am inspired by the different sets of skills my teammates have. My eagerness and my passion to learn all facets of the power plant were developed through teaming. I have learned through experience and have improved my problem-solving skills in the power generation sector through teaming. As a team, we have learned to depend in each other and be accountable on the actions we take. Most importantly, I have gained friends over the years through working in teams.

With increasing complexities within today’s global business environment, especially in a power plant setting, where power generation are now being financially traded, teamwork enables organisations to leverage diverse perspectives, enhance efficiency, and improve problem-solving capabilities. However, it is essential to address the challenges of communication, collaboration, and accountability to reap the full benefits of teaming.

Reference

McNeese, N. J., Demir, M., Cooke, N. J., & Myers, C. (2018). Teaming With a Synthetic Teammate: Insights into Human-Autonomy Teaming. Human Factors, 60(2), p. 263. https://doi.org/10.1177/0018720817743223

Edmondson, A. C., & Harvey, J.-F. (2018). Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations. Human Resource Management Review, 28(4), p. 348. https://doi.org/10.1016/j.hrmr.2017.03.002

Edmondson, A. C., & Harvey, J.-F. (2018). Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations. Human Resource Management Review, 28(4), p. 356. https://doi.org/10.1016/j.hrmr.2017.03.002

 

Discussion 6A: Case Study: Duplicity in Design: The Politics of Constructing The Western Sydney International Airport

1.       Were the ongoing government studies commissioned to determine the need and a location for a potential second Sydney airport examples of decision making or problem solving?  Justify your choice.

The government studies for the need for a potential second Sydney Airport are both decision making and a problem solving.

Decision-making: To arrive to a better decision-making, a thorough study should be involved. Years of research and feasibility should be conducted to assess the situation, in this case, having a second Sydney airport involves critical study on economic and environmental impact in both the future of Sydney metropolitan and population growth. The decision to build a second airport necessitated to a new metropolitan strategy around the new airport. (G. Searle & K. O’Connor 2022)

Problem-solving: The studies involve problem solving as well as it aims to address the capacity constraint of the existing Sydney Airport. Identifying the growing demands of air travel and a long-term solution are targeted with this study. Furthermore, this study addresses the future problem of tourism in Australia.

Decision-making often are part of problem-solving.

2. Do you think the government was using a rational or behavioural approach to decision making in the situation of the potential second Sydney airport?  Explain your reasoning. 

The decision-making of the government on a potential second Sydney airport is subjective and depends on several factors. I believe that both approaches were given a look in arriving a better decision-making.

Rationally, the government conducted a study; gathering and analysing data objectively and selecting the best possible option that meet its specific criteria.

In the context of building a second Sydney airport was heavily influenced as well by behavioural approach. As the decision-making recognizes real-world problem facing Sydney metropolitan in a future context. The study recognizes future planning, and future development within the region, with emphasis on the growing population and influx of tourist in the eastern region of Australia.

Decision-makers always considers combination of rational and behavioural elements to arrive to a better, albeit practical conclusion. The Government should always balance rational analysis; it is plausible that the decision has been made through both rational and behavioural factor

3. What examples of Evidence-Based Management (EBM) can you see in this case?  How would you see EBM impacting on the decision making?

Evidence-Based Management (EBM) emphasizes the use of empirical evidence, data, and research in decision-making processes. The potential second Sydney airport shows EBM that impacts decision-making:

a)       Data-driven analysis: collection and analysis of relevant data on air travel demand, capacity constraints, economic impact, environmental factors. This would provide a more accurate understanding and an informed decision-making based on empirical evidence.

b)      Feasibility studies: EBM promotes comprehensive feasibility studies to assess the viability of having a second Sydney airport. This involves financial feasibility, environmental impact, infrastructure requirements, and the potential pros and cons of the project. The results from these studies would form a basis for a better decision-making.  

c)       Expert opinions: the consultation of relevant experts in the field of airport strategies and industry professionals are part of EBM. By seeking experts’ opinion, government decision-makers can gain confidence and knowledge in arriving to a better decision.  

d)      Evaluation of past experiences: EBM teaches us from learning from past experiences and evaluation of similar projects. Decision-makers would investigate outcomes and learning from previous or similar airport projects. The evaluation from previous projects would inform the decision-makers in arriving to a more robust decision and help avoid past mistakes from other similar projects.

4. What potential do you see for escalation of commitment and what might be some factors influencing the current decision-making path?

a.)     Sunk cost: if the government has already invested a significant amount of money, time, and effort into the initial studies and planning for the second Sydney airport, decision-makers may feel compelled to continue the project to justify those sunk costs, even if new evidence suggests it may no longer be viable.

b.)    Political unjust: Political factors can sway in the decision-making. If the political situation in Sydney has a strong support or opposition, decision-makers may be inclined to continue despite latest evidence that alternative options may be more viable.

c.)     Stakeholder pressure: Decision-makers will eventually face pressure from various stakeholders, such as local communities, businesses, environmental groups, or associations. These factors can influence the decision-makers and potentially lead to escalation of commitment, regardless of its viability.

d.)    Emotional attachment: Decision-makers can become emotionally invested in a particular course of action, dependent on their personal beliefs or legacy. This can cloud judgement and lead to a reluctance to abandon the original plan, even when evidence suggests it may no longer be the rational choice.

To mitigate these potential escalation of commitment, decision-makers should:

a.)     Constantly evaluate and assess the project’s feasibility, open to new information and changing circumstances

b.)    Encourage open dialogue, constructive criticism, and challenging assumptions

c.)     Transparency in decision-making to ensure decisions are based on objective evidence

d.)    Seek independent reviews and inputs from external experts to provide unbiased assessments and recommendations

e.)     Regularly review and communicate the project’s goals, objectives, and progress to stakeholders, ensuring accountability

 

 

 

Reference

Glen Searle & Kevin O’Connor (2022) Flawed Vision? Sydney’s Three Cities Metropolitan Strategy, Urban Policy and Research, 40:4, p. 373, DOI: 10.1080/08111146.2022.2079626

Discussion 5A – Tuckman’s five stage model of group and team development

Discuss the following:

1.)    What happens at each stage of a group/team’s development according to Tuckman’s five-stage model?

2.)    What are the leadership requirements and behaviours at each stage?

Forming

The initial phase of structuring an organisation is always the challenging part. I have had been a part of various start-up companies and commissioning of power plant; I have always been part of a team of experienced power plant professionals of different nationalities. We were always group in teams to handle the operations and maintenance of a power plant; paired with different levels of experience in power generations; from the most experience, to average and to apprentice. From experience, the ambiguity of working with different levels of experienced personnel is somewhat stressful, albeit a disaster waiting to happen. As per Tuckman’s work, through Vaida’s interpretation, individuals can be polite, assessment of peers’ personality and grouping themselves apart as per their like-mindedness. (Vaida, S., 2021) Generally, an anxiety towards their work and workmates are discussed.

Team vision, ground rules and explanation of job description should be clearly established. The Leader should spearhead guidance and promote camaraderie to ease the tension of uncertainty and animosity within the group. (Vaida, S. 2021) Failure in doing so could jeopardize the team’s effort for a common goal. Each team member must have an active participation to the team’s common interest to identify connections with one another. 

Storming

Every developing team are always faced with a conflict or two or even more in progressing to their common goal, it is an inherent fact that should not be avoided and discussed to strengthen the team. (Vaida, S. 2021) Storming is a stage where the team undergoes reflection on what to do to achieve its common desire. Personal relations and competitiveness are discussed during this stage. The question of leadership and team hierarchy are being discussed also, together with lack of job explanation and progress. (Vaida, S. 2021) And this is an on-going struggle within the team.

The Leaders should be able to mitigate this concerns early on by being pro-active to their subordinates in solving conflicts within the team and resort to hear feedbacks from within. Communication is key in every team member to move forward and progress.

Norming

As the team progresses to the next level, it will be identified that guideline and a focus in a common goal are required rather than egos and pride. (Vaida, S. 2021)

Accordingly, norming is a stage where a transition of maturity will be developed. People’s differences will be resolved and begin to be more comfortable to each other. Trust is a requirement to lead a team. It is encouraged to collaborate within the team in establishing certain protocols, thus a high level of participation is encouraged as well to define certain roles and establish Standard Operation Protocol (SOP).

 The supervisor should be more open to suggestions to be more flexible in identifying the group’s mandates. There will still be conflicts, but a more reasonable and matured dealings will be observed. (Vaida, S. 2021)

Performing

As conflicts within the group are slowly being managed in a matured way, the next stage fulfills the group’s transition. Team cohesion and a degree of excitement are noted. The relationships of each team member at this stage have a positive impact to conflict as intimacy and group maturity are proven. (Vaida, S. 2021)

However, a risk of deterioration can occur at this stage. But as the group evolve its maturity, a positive mindset is established in moving forward.

Adjourning

As the team reached their goals, certain team members are ready to leave and take on another role or advancement to the next level. Separation anxiety within the team is prevalent during this stage, as certain goals are reached, or a task or project is completed. Some team members are ready to take on another challenge or redeployed or transfer to another group.

A recognition of sort is in order, a certain goodbye, and farewells, with matching accolades. Whilst the group continues to strive productively, a minor crisis may occur temporarily, and a new member will be welcome and the whole cycle will start over again.

Reference

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 93. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 93. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 93. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 93. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 94. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 95. https://doi.org/10.24193/subbpsyped.2021.1.05

 

 

 

 

 

Discussion 4A: McClelland's Acquired Needs Framework

How do you think your motivations influence the way that you lead or that you will lead in the future?

I score high in the Need for Affiliation under McClelland’s acquired needs framework, theory of motivation and subsequent self-assessment.  Interestingly, I am on the high average.

Before taking the test, I thought I will fall on the Need for Power as sometimes I have the tendency of being the one to lead or the urge to be followed. It turns out, my openness to new challenges and experiences have superimposed my motivation for need for affiliation. As with high affiliation motivation seeks company and mostly interactive. (Corpuz, J.T., Sullano Peña, G., Dela Torre Baconguis, R., 2022)

I am happy with the results since it is in my nature already to favour collaboration over competition. I believe in empowering everyone to have a say or have an input to certain levels of decisions; more so I want to hear what other people’s perspective and seek their point of view to arrive to a better judgement in a particular task. A recent study (Steinman, B, Kleinhart, A., Maier, G.W., 2020) concluded and confirmed the importance of Affiliation Motivation for leadership success. I believe that Affiliation motivation fosters the development of a relationship between subordinate thus creating a harmonious workplace and elimination of animosity between peers. (Steinman, B, Kleinhart, A., Maier, G.W., 2020)

Moving forward, this is exactly my idea of management. If I am privilege to manage a company or one department, my affiliation motivation will cater to the needs of my subordinate: both to their welfare and development, thus honing them to be better individuals in their skills and perhaps a better manager someday. That, I believe is the main goal of being a manager.

Reference

Corpuz, J. T., Sullano Peña, G., & Dela Torre Baconguis, R. (2022). Achievement, affiliation, power and academic performance of business management students of a state university in Cavite, Philippines. Cogent Social Sciences, p.3,  8(1). https://doi.org/10.1080/23311886.2022.2060538

 Steinmann, B., Kleinert, A., & Maier, G. W. (2020). Promoting the underestimated: A vignette study on the importance of the need for affiliation to successful leadership. Motivation and Emotion, 44(5), p. 654. https://doi.org/10.1007/s11031-020-09833-7

Steinmann, B., Kleinert, A., & Maier, G. W. (2020). Promoting the underestimated: A vignette study on the importance of the need for affiliation to successful leadership. Motivation and Emotion, 44(5), p. 642. https://doi.org/10.1007/s11031-020-09833-7

 

 

 

Discussion 4B: Process-based perspective on motivation review

How is inequity determined by a person in an organisation? How can inequity be resolved if it exists?

 There is inequity in every organisation, whether we like it or not, it happens everywhere. I can name a few that I encountered during my employment through the years:

1.)    unconscious bias

2.)    pay gaps

3.)    disparity in promotions

4.)    bullying, discrimination, and harassment

5.)    burnout

6.)    gender inequality, especially to a male dominant workplace. And the more than a hundred-year-old inequity to coloured individual, particularly in the US. In 2020, there are undeniable evidence in the US of racism especially against individuals of colour. (Gagliardi, J.P., 2021)

Although part of the job of first line managers are to sort out inequity within his/her team, as discussed in an article by (Xuan, K., Hussein, K. Jongwook, P., 2022), First Line Managers have more control over Human Resources responsibilities. Effective HR implementation depends on FLM’s competencies and willingness to enact HR practices. It only makes sense if a certain employee who experiences inequity in the workplace should stand up and voice out their concerns; it is not easy to do so but that is the right thing to do. 

The company or organisation have the duty to identify inequity in the workplace by establishing a communication within the organisation and have a campaign of sort to empower every employee to stand up with their rights against inequity. Most companies now are using third party organisation in helping them to identify these biases. Gallup surveys is one of the most popular global analytics and advice firm that helps leaders and organisations solve their most pressing problems. (About - Gallup)

If a company cannot afford a third-party management firm, the Human Resources Department must develop a HR procedure that helps minimise, albeit eliminate inequity in the workplace.

                 1.)    Unconscious bias

    a.       Promote team building activities across company departments

2.)    Pay gaps

    a.       Establish pay grade system, to the best market rates

3.)    Disparity in promotions

    a.       Develop a ranking system that identifies key performance index (KPI) in the workplace to understand how promotion system works within the company

4.)    Bullying, discrimination, and harassment

    a.       Encourage every employee to speak up against bullying in the workplace

    b.        Develop a help centre within the company for abused employees

5.)    Burnout

    a.       Encourage every employee to check on their workmates and bosses every now and then

    b.       Encourage employees to workout

    c.       Participate in the “RUOK” campaign (www.ruok.org.au)

    d.       Fatigue management in the workplace

6.)    Gender inequality

    a.       Promote transparency in the workplace by having a team building for gender neutral position

    b.       Encourage women to progress

    c.       Have a clear policy on discrimination

    d.       Provide flexible working and shared parental leave

 (Collated from Synergy Website, 2023)

 Reference

Gagliardi, J. P. (2021). What Are the Data Really Telling Us About Systemic Racism? The American Journal of Geriatric Psychiatry, 29(10), 1074–1076. https://doi.org/10.1016/j.jagp.2021.06.007

Kou, X., Kurdi-Nakra, H., & Pak, J. (2022). The framework of first-line manager’s HR role identity: A Multi-actor HR involvement perspective. Human Resource Management Review, 32(4), 100898–. https://doi.org/10.1016/j.hrmr.2022.100898

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