INTRODUCTION
(1998) defined conflict as the perception of personal differences among individuals. It is also the process of social interaction between contradicting parties over various matters like resource, power, beliefs and preferences. In the organizational setting, the types of conflict are usually categorized based on their source or causes. For example, the affective conflict is a type which arises due to contrasting feelings or emotions. (1997) noted that this type of conflict is often characterized by interpersonal clashes, frustration and anger. A cognitive or task conflict on the other hand happens when the opinions or ideas of two or more groups contradict ( 2001). This type of conflict also occurs when the interest of the members do not agree with each other. Conflict may also occur in an organization due to contradicting goals. When social entities have different preferred results or decision outcomes, conflict may also result (2001).
Due to the presence of different personalities in an organization, the occurrence of conflict is indeed very likely. In fact, it has been stated that organizational conflicts are now recognized as inevitable, endemic and in most cases, legitimate. If this statement will be analyzed, there is a clear implication that conflicts at present are both expected and accepted by organizations. While conflicts are typically taken negatively, the statement also emphasizes that these can lead to positive outcomes.
Conflicts for example may result to the development of better goals. It can also bring people together, resulting to closer interpersonal relations. As conflicts may be taken as a challenge, its presence can motivate others to become more positively involved and committed to the assigned task. Conflicts can also promote better understanding of each person’s personality, views and attitudes. By means of applying the knowledge on conflict theories and process, conflicts in the organization can be understood and managed.
DISCUSSION
1) How might cross-cultural issues cause conflict in a business context?
Businesses are the engines of globalization and the key actors in international business. Business practices play a vital role in globalization through worldwide investments, global business transactions and exchange of skills and knowledge across national boundaries ( 1989).
Since businesses conduct transactions in several countries through its headquarters and subsidiaries, its operation faces complex issues. Cross cultures, government laws, human resource management policies, politics are just some of the entities that businesses have to deal with in its operation and sustainability. According to (2006) government policy and the integration of cross cultures and values through the impact of global communication are two of the more specific drivers of globalization. These two factors also have their implications in many facets of business practices including its human resource management activities.
When businesses internationalize, cross cultural concerns, such as staffing, executive development, compensation, and labor relations require globally savvy professionals to facilitate international business success. identifies some internationalization concerns faced by a business which include how to merge the cross cultures, languages, and general work expectations of employees from different countries, and how to respond to employees who bring to their new work situations sometimes very different attitudes toward supervision and have very different expectations related to the practice of management. The different communication and business practice styles, motivation philosophies, and organizational structures and frequent lack of understanding of the cross-country cultures, markets, employment laws and practices, and language, by the parent company, can cause difficulty for the local human resource manager..
The article of suggests that many people managing businesses lack knowledge or sensitivity to cross cultural differences which often results in mistakes during interactions on the job and privately. The cross cultural issue makes the interaction with people from other cultures a challenge for those working abroad. It is therefore important to learn about other cultures or at least understand and pay attention to the fact that there exist different cultures. Learning languages is also very helpful. Kanugo suggests that businesses need to learn to cope internationally with issues like selecting and preparing people for working and managing in other countries, negotiating and conducting business in cross cultural settings, and capitalizing on and absorbing that learning throughout their international operations. At the core of success in these endeavors is the need for cross cultural awareness and understanding of effects of cross culture on day-to-day business operations.
Inescapable as it may seem, concludes that dilemmas on business practices brought about by cross cultures are unavoidable and should be expected at work especially in business firms owned or controlled by individuals from a different cultural orientation especially when they employ the local citizens in their international operations. Dealing properly with situations such as instances of principled power struggle between supervisors and subordinates from different cultural orientations, will be of much help in running a business firm properly and successfully. Addressing conflicts and working out understanding by compromising for the good of all will pave the way to maintain smooth working relationships among the employees, staff, supervisors and subordinates.
Conflict Management
Conflicts had been occurring even from way back; thus, traditional methods of managing conflict had been introduced and applied. One of these conflict management styles is through compromise where one party would just have to agree to one side of the argument. Postponement or procrastination is another style of conflict management; in this method, action will be done in order to determine the cause of the conflict while the solution to the problem is delayed. Another traditional method of conflict management is avoidance. Here, both the cause and the solution to the conflict are simply avoided ( 1991).
If these methods will be analyzed, none of these conflict management styles appear to be effective. For one thing, no positive resolution is obtained out of these styles, particularly in postponement and avoidance methodologies. Moreover, the focus is on short-term rather than long-term solutions. In compromise for example, one contradicting side will just have to give in to the argument so as to prevent the conflict from worsening. The postponement technique on the other hand, used the delay factor so as not to prolong the argument. Among other conflict management styles cited, the avoidance strategy is perhaps the most ineffective as there were no effort exerted to resolve the conflict.
As indicated by (1999), managers must have the confrontation skill in order to handle organizational conflicts. This is because conflicts can be destructive if managers will just choose to avoid or ignore them. Others adapt this behavior of conflict management style in order to avoid hurting others’ feeling or acting impolite. By means of confrontation, conflicting parties are able to face, analyze and settle the issue; they are allowed to generate views and ideas, which can help achieve clear settlement. Aside from these, confronting rather than avoiding the problem generates the feeling that both sides are willing to resolve the matter by hearing each other out. Face to face interaction also exhibits respect, openness and commitment.
The studies of in 1977 (1991) suggested that conflicts should be managed through the same strategies applied for negotiations. These include lose/lose, win/lose and win/win techniques. In the lose/lose conflict management strategy, neither contradicting party wins the argument. Although either party may have benefited from this strategy as the disagreement is immediately addressed, this style may still not be recommendable since no solution is reached. In the win/lose style, the losing party will likely be hostile to the winning party; this negative feelings in turn prevents the losing party from being cooperative and committed to the given solution. In as sense, there is no actual winner in this conflict management style since cooperation and friendship is not achieved.
The win/win strategy is the most effective conflict management style among the three mentioned negotiation strategies. This is mainly because this strategy leads to the most favorable outcome. With this strategy, a solution is developed and all parties involved are satisfied with these solutions (2003). Though the parties may not obtain what they initially intend to achieve, both sides receive at least part of their objectives. As both conflicting parties gained something beneficial out of the disagreement, friendship is established. Furthermore, both are likely to participate in implementing the solution they agreed upon. Although this strategy results to the best outcome, it is the most difficult to apply. Compared to the two other cited styles, the win/win strategy takes the most time, energy and effort. Since both parties would have to benefit in the situation, all possible alternatives would have to be considered.
Though there had been conventional styles and approaches applied in order to manage conflicts within organizations, some modern tools are also integrated in order to promote harmonious working relations and conflict prevention. At present, information technology systems and online collaborative instruments are used by companies in order to ensure that all members of the organization are able to communicate their ideas and opinions easily and effectively. Instant messaging, electronic mailing and voice chatting are some of the known technologies applied today to prevent conflicts in the workplace. Furthermore, conflicts between the company and the customers are also addressed effectively by means of these technologies (2004).
Rather than encountering a multitude of barriers before a complaint is forwarded, customers find it easier to use the internet or e-mail so as to receive a faster response or solution. Employees also find this style less stressful since they are given enough time to understand and respond to the problem. Communication technologies are also helpful in preventing the generation of too intense emotions due to conflict.
This approach can be effective as conflict prevention is more advantageous than curing an actual conflict. In this case, conflicts are totally prevented, harmonious working relations are maintained and no time and energy for discussions are wasted. However, others do not see it as useful. In fact, it is often considered as the coward’s choice for handling conflicts. Some think that this only gave organizations a way to evade complaints and issues of conflict.
It is possible that these communication technologies for conflict management may not be as effective as face to face communication. This is because in online communication, no non-verbal cues are observed; in turn, this could increase the likelihood of miscommunication, leading to conflict. Moreover, if this is the only style used by the organization to manage conflict, others who are not familiar with these technologies will tend to keep their issues to themselves.
While there are other possible styles of conflict management, other literatures had stressed that in addition to methodologies, managers must also be equipped with the essential skills so as to address organizational conflicts effectively. For instance, it is essential that managers have the right communication and listening skills for conflict management. It is important that managers must be able to speak up his or her thoughts to others. Without proper communication abilities, employees will just feel frustrated every time a conflict arises. Effective communication also practices two-sided conversation; in this aspect, managers should let the conflicting parties raise their views and reasons. Managers should not refrain from hearing the parties’ inputs and just focus on developing the right solutions.
Listening abilities is also important among managers; in this case, the managers should concentrate on what both sides are saying and not on response for each point raised. The aim of having these important skills among managers is to ensure that a positive environment is observed despite the conflict (2005). The maintenance of a positive environment is not only helpful for developing the right solutions but also in speeding the process of conflict management.
Conflict management also requires the right attitude among managers. For example, managers must be able to handle his or her emotions well. Strong negative emotions such as despair, frustration and anger must be managed well so as not to worsen the situation. Through effective emotional management, respect will be exercised all parties involved. It is essential that managers do not verbally attack employees who are trying to issues of conflict; it is important that managers still see to it that good relations are still observed in the workforce. Rational behavior is also important in conflict management; managers should realize that they have to be connected with the parties at all times so as to understand the situation and implement the proper solutions.
Conclusion
Conflicts in organizations are typical occurrences. Although these had been perceived negatively, organizational conflicts at present are more accepted and recognized as means for further development. Its ability to improve interpersonal relations, motivate, promote the acceptance of each person’s differences and enhance work outcomes are some of the important benefits conflict can provide an organization. In this paper, various sources and theories of conflict had been mentioned. Specifically, conflicts due to personality, cultural and interest differences had been cited using the issues encountered by the IT company that I work for. With these examples, it has been stressed that conflicts in organizations are really inevitable and endemic.
By using the MBI model, the rise and effect of conflict had become more comprehensive. With this, it has also been explained that conflicts, though these generally result to negative outcomes, can also bring about positive results to the organization. A number of solutions had been suggested in order to address the conflicts encountered by the organization. These include the use of communication and listening skills, implementation of effective internal and external business strategies, conduction of team-building activities, appropriate leadership style and modification of policies. Conflicts then result to positive outcomes as they encourage organization to become resourceful, flexible and adaptable. Organizational conflicts also make organizations more open to changes. For the management and subordinate employees, conflicts are also beneficial as these help them become better workers and individuals. In conclusion, as every organization works towards success, it is then appropriate to say that conflicts should be included as important keys to achieve this primary goal. By being open to conflicts and applying the concepts of various conflict theories, several other organizations will be more compliant to challenges.
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