...in a situation where your boss asked you to shape up or ship out? Most people might agree that this expression is viewed in a negative light and is an indicator that the employee is not performing well at his/her job. However, there are cases where job performance is impeded by conflicting values between employers and employees. Likewise, because values are the foundation for which individuals govern themselves, a conflict in values between individuals and organization/interpersonal business protocols could pose a huge threat to the overall effectiveness of the organization. With this in mind, what do you do if your personal values are in conflict with organization and/or interpersonal business protocols? Mary Gentile, author of “Giving Voice to Values: How to Speak Your Mind When You Know What’s Right,” offers several solutions to this problem. Before confronting the issues of conflicting values, it can be assumed that most people have a set of core values also known as universal values. Mary Gentile supports this concept and provides that there are “lots of talk about different cultures, but even across cultures there is a list of core values”(Simon, 2010). When conflict of values between an individual and a company arise, Gentile suggested that the individual can leave the company, do what is asked, or find a way to change the problems within the organization. When I consider the solutions that she presents in her book, it seems apparent that these are the...
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...resolving conflicts. This section of the handbook will discuss understanding conflicts, the different conflict management styles, and approaches to use to resolve conflicts. Understanding Conflict We cannot attempt to resolve a conflict until we fully understand conflict. Conflict is a normal and healthy part of relationships. When handled properly, conflicts can actually strength a relationship instead of destroying it. (Segal & Smith 2013) Many different things cause conflicts. Eight common causes of conflict are (Gatlin, Wysocki, & Kepner 2002): 1) Conflicting Needs – In the workplace, these needs could include resources, recognition, or power. (Gatlin, Wysocki, & Kepner 2002) 2) Conflicting Styles – People approach other people and problems differently because we are all individuals. We all need to understand our own style and how to accept the styles of others around us. (Gatlin, Wysocki, & Kepner 2002) 3) Conflicting Perceptions – People also have different perceptions and may view the same issue in dramatically different...
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...CONFLICT MANAGEMENT INTRODUCTION Conflict refers to all kinds of opposition or antagonistic interaction. It is based on scarcity of power, resources or social positions, and differing value structures. Conflict has two faces, functional (or constructive) and the other dysfunctional (or destructive). Dysfunctional conflict is crucial for organizations and without an effective means of handling it, conflict can tear relationship apart and interferes with the exchange of ideas, information and resources in groups and between departments. Well manage conflict on the other hand helps workers anticipate and solve problems and makes them feel confident. This also strengthens their relationships and makes them become more committed to the organization THE FACES OF CONFLICT The organizational benefits of functional conflict are increased effort and improved performance, enhanced creativity, and personal development. The symptoms of dysfunctional conflict include indecision, resistance to change, emotional outbursts, and stress. By monitoring these various signs and symptoms, management may decide when to encourage conflict and when it is time to step in and attempt to resolve or neutralize it. The first is called conflict triggers, when stimulate conflict, and the second involves conflict resolution techniques, which are used when functional conflict deteriorates into dysfunctional conflict. Types of conflict situation Since conflict has both positive as well as negative...
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...CONFLICT MANAGEMENT READING NOTE Conflict is a clash of interests, values, actions, views or directions (De Bono, 1985). Conflict refers to the existence of that clash. Conflict is initiated the instant clash occurs. Generally, there are diverse interests and contrary views behind a conflict, which are revealed when people look at a problem from their viewpoint alone. Conflict is an outcome of organizational intricacies, interactions and disagreements. It can be settled by identifying and neutralizing the etiological factors. Once conflict is concluded it can provoke a positive change in the organization. When we recognize the potential for conflict, we implicitly indicate that there is already a conflict of direction, even though it may not have yet manifested itself as a clash. Confliction is the process of setting up, promoting, encouraging or designing conflict. It is a wilful process and refers to the real effort put into generating and instituting conflict. Deconfliction is the annihilation of conflict. It does not refer to negotiation or bargaining, or even to resolution of conflict: it is the effort required to eliminate the conflict. Why conflicts arise In most organizations, conflicts increase as employees assert their demands for an increased share in organizational rewards, such as position, acknowledgment, appreciation, monetary benefits and independence. Even management faces conflicts with many forces from outside the organization, such as government, unions...
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...and so forth. The ultimate difference is ethical issues are the majority consideration, or what is beneficial to majority. Moral issues deal specifically with personal values and what we value as individuals. It may involve family values, traditional heritage values or just own individual values. But these two simple words are a lot in common and often compared between each other. Business ethics and personal ethics have somewhat in common also. Personal ethics mostly deal with what you moral feel is ethically right towards others and how you conduct yourself and your belongings in that matter. Also dealing with how you expect things in return as well. Business ethics look on the majority consideration, Laws and Government regulations and also a Liability standpoint. Once these views and points are considered a business or organization usually comes up with their own code of ethics or code of conduct to regulate their employees. I believe it is more so considered and persuaded from a liability view when deciding the current ethics for each individual business. Since employees direct actions cannot be controlled, if one shall conduct themselves in unethical conduct in harms of someone else the company can be held liable. Common ethical issues a business can encounter can be business ethical issues conflicting with individual moral issues. What a particular employer may ask for can may be immoral to the person and therefore not want to abide by the rule or task. Sometimes policy...
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...fulfill their job role efficiently and meet performance targets. Applicants – Require a clear induction policy and training plan taking their individual needs into account. Prioritising Conflicting Needs The needs of customers may sometimes be conflicting (for example, managers want production results and longer working hours whereas employees want more time off and focus on work/life balance). HR would ascertain which demands were the most urgent and important, taking into account the ease and speed of dealing with each issue whilst maintaining focus on the overall needs of the organisation. It is important to keep all customers informed of what HR can provide in the way of services and set realistic expectations. HR needs to be flexible, easy to contact and able to respond swiftly and effectively. However on occasions where the customer’s need cannot be dealt with promptly, a full explanation must be given along with estimated timescales for resolution. Effective Service Delivery Delivering Service On Time By prioritising needs, HR can ensure that issues are handled according to urgency. For example, taking into account the effect of each request on the business and considering: * Maintaining the wellbeing of employees * Organisational mission, policies and values * Meeting performance demands * Current legislation * Satisfying the demands of internal stakeholders (employees, board members, and management) and external stakeholders (trade...
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...workplace realities through an ethical analysis. The increase of information systems and the progressive involvement of third parties in decision making have created new problems dealing with confidentiality and the letting go of sensitive information for health care personnel who are in a the eye of public trust. The problems that are facing nursing administrators are very complicated and of specific concern are the conflicting demands of giving quality care with not much resource. In this article the author talks about different plan of action that has to deal with the work environment, problems that give left to the possibility for abuse as well as different way to help an impaired colleague who attempts to reenter the workforce. When talking about the two types of ethics, institutional and organizational ethics, they are becoming more familiar about the latest health care systems. The areas with the most ethical challenges and value conflicts are increasing are organizational financing mechanisms, structural design, and employer- employee relations. The problems created by differences in organizational, individual, and professional values are most shown when administrators and managers deal with ways to work or organize organizational goals without disturbing personal and professional values. Administrators...
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...Human Resource Management Student Name: Katie Greene - 08541876 Question: When work-place bullying takes place in an organization, it is because leadership and management of the organization allow it to happen. Do you agree? Introduction Bullying in the workplace has been defined as “harassing, offending, socially excluding someone or negatively affecting someone’s work tasks...repeatedly and regularly,” (Einarsen, 2003). By this we understand that bullying is a process that stems from a series of actions foregone. The forms of bullying which take place in an organisation are vast and range from verbal abuse to violence to sexual discrimination and harassment. While occurrences of bullying arise because management allow them to, literature suggests that there are various other factors which lead to it. The following sections attempt to explore these determinants. There is much evidence to suggest that workplace bullying is encouraged by management (O’Connell et al, 2007) and other evidence that suggests the opposite view (Einsaren, 2003). I will determine that one of the main responsibilities lies with management, but that other factors such as personalities, workplace ethic, policies, working culture, organizational behaviour and industrial nature have their own roles to play. Through my research I established that a knock-on effect exists within the concepts produced in the literature. We must firstly look at definitions of bullying and conflict to establish why it occurs...
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...patients suffering a serious disease or at end of life and their families There are many causes of stress and loss among palliative care nurses: poor prognosis of the patient, complication of disease condition, dealing with death and dying, uncooperative patient and the family members. Palliative care nurses facing the above causes are disposed to high levels of stress and burnout. According to dealing with death and dying and dealing with uncooperative family members and patients have all been found to be stressors experienced by nurses. As mentioned in Palliative care nurses experience many stressors in their workplace that rise their stress levels and burnout. Stress can be viewed as The main stressors cause to the palliative care nurses providing end life care, Because they deal with advanced progressive disease, which is defined as The advanced progressive disease leads to death. states These causes’ stressors to palliative care...
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...Dealing With Ambiguity.. Early in my career at Sepracor one of the leadership values the company mentioned but Never really emphasized, was a “tolerance for ambiguity”. Ambiguity is an area that I’m always try to strengthen my approach..I’ve described in the paragraphs to follow my own personal recipe in dealing with such. There was never any coaching on how to develop such a capability… Over the years, however, I have come to appreciate how important this skill can be for a leader and learned how to develop it as strength. Wikipedia defines “ambiguity tolerance” as “the ability to perceive ambiguity in information and behavior in a neutral and open way.” I prefer a more active definition, so I consider a tolerance for ambiguity to means“planning and executing appropriate actions in light of limited information.” The emphasis is on being able to move forward in spite of limited or conflicting information, as opposed to just “neutrally” recognizing that such a situation exists. Ambiguity is all around us, whether it is in the form of uncertain business or economic conditions, unclear job descriptions or expectations, or vague corporate strategies. Today’s economic environment, which some economists have taken to calling The Great Ambiguity, presents an extreme case of an uncertain outlook. Your nature and upbringing can shape your natural tolerance for ambiguity. Education and early career experiences also play a major role. For example, accountants tend to have little...
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...techniques to reduce the discomfort of the new ideas and changes that will occur with China becoming the world’s largest economy and the global challenges we may face. World leaders will have to collaborate and come up with solutions for sake goodness for all men. Creative thinking that will be implemented with the rapid growth of cities, populations, and demand for resources. Decision making and language development/thought of diffision of power in the West and how Asia will surpass the West in gross domestic production and technology. Health of our mind, body, stress and behavior when dealing with changes in our environment with technology, climate change, and demand for food water and energy. The advantages and disadvantages Americans will face in 2030 and how will we deal with the changes that we may not be used to. Motivation/emotions as cognitive dissonance will play a role our value judgments, decisions and evaluations. As...
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...the works of Aristotle and to moral philosophy. His work in ancient philosophy, especially his various commentaries on Aristotle, is still considered to be of the highest caliber. Many believe that Ross's work in this area is his most valuable contribution to philosophy. However, his main writings in moral philosophy are of lasting if not equal value. His The Right and the Good is arguably one of the most important works of moral philosophy published in the twentieth century” (p. 1). This essay reviews ethical pluralism. Ross contends that there is plurality of irreducible moral rules that are basic in moral thought. W. D. Ross Ross argues there is no one single moral principle or rule. Instead, Ross thinks we can make moral betterment by learning more of our moral duties, and doing our best at balancing conflicting understanding and values. According to Ross review of Utilitarianism, which Ross considers has limited aspects of the relationships between people: the relationship of harmer to harmed and the relationship of beneficent to beneficiary. Ross advances that we have self-evident prima facie moral duties, and intrinsic value. These duties are “prima facie” because they can be overridden, duties include "utilitarian" duties to promote other people's happiness and prevent suffering. However, these are not the only duties. They may sometimes conflict, and then we have to decide which is the stronger duty. According to Ross (1996): “When I am in a situation, as perhaps...
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...Generational Differences in the Workplace Composition II—Eng 102 Generational Differences in the Workplace The workplace of today involves interactions among people from four different generations often causing much conflict for leaders and organizations. Each generation represented has its own set of different values and beliefs. These differences can easily lead to conflicting barriers within the workplace. This can pose a significant problem for those in leadership. In order to combat this issue, leaders and organizations can effectively deal with these issues by offering different programs such as executive mentoring, town hall meetings, and leadership seminars for those in leadership. The workplace of today is composed of the intermingling of four different generations all working together towards a common goal. This combination of interactions can often cause much conflict for leaders and create challenges for organizations. Warner and Sandberg (2010) states, “people from different generations and age groups have rather different attitudes, values, beliefs and motivations from one another. These differences can easily lead to misunderstanding, miscommunication and even outright conflict in the workplace.” This can ultimately lead to a loss of productivity amongst fellow employees. The key to success for any leader or organization is learning to effectively deal with these challenges. Leaders and organizations must understand these...
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...Entrepreneur ambidexterity Ambidexterity = the ability both to explore and “search for new, useful adaptions”, and exploit through “the use and propagation of known adaptions”. This is vital to the survival and performance of organizations. Firms should maintain a balance between exploration and exploitation. There has been scant attention to what makes an individual ambidexterious. Several reasons warrant the examination of entrepreneur ambidexterity in small and medium sized enterprises (SMEs): 1. Small business have limited resource endowments. Since exploration and exploitation compete for scarce resources, attention and organizational routines, the situation is likely to heighten the paradoxes facing entrepreneurs. 2. Most SMEs are owned and managed by one individual or a very small group of individuals: the owner-manager makes virtually all the strategic decisions. Ambidexterity: 1. Literally: the ability to use both hands with equal ease. 2. In management: used to refer to an organization’s ability to do two seemingly paradoxical things simultaneously: * To explore and exploit * Be efficient and be flexible * Align and adapt Distinction between exploration and exploitation (March): * Exploration: includes things like research, variation, risk-taking, experimentation, play, flexibility, discovery, innovation. * Exploitation: includes thing like improvement, choice, production, efficiency, implementation, execution...
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... 5 BUSINESS MODEL 5 BUSINESS MODEL BUSINESS MODEL “describes what a company offers its customers, how it reaches them and relates to them, through which resources, activities and partners it achieves this and finally, how it earns money.” Dr. Alexander Osterwalder 6 KP KA VP CR CS 2. C$ by Alexander Osterwalder & Yves Pigneur (taken from the book „Business Model Generation“) BUSINESS MODELCH FRAMEWORK KR R$ 7 2. BUSINESS MODEL FRAMEWORK by Alexander Osterwalder & Yves Pigneur (taken from the book „Business Model Generation“) 7 CUSTOMER SEGMENTS/CS An organization serves one or several Customer Segments. 8 VALUE PROPOSITIONS/VP To solve customer problems and satisfy customer needs with value proposition. 9 CHANNELS Value propositions are delivered to customers through...
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