...Assessment Tool - Combined Hospitality Department Off-campus training Qualification code & title SIT30112 – Certificate III in Travel and Tourism SIT30612 – Certificate III in Events SIT30713 – Certificate III in Hospitality SIT31212 – Certificate III in Holiday Parks and Resorts SIT40212 - Certificate IV in Travel and Tourism SIT40812 - Certificate IV in Holiday Parks and Resorts SIT40313 – Certificate IV in Hospitality SIT50112 – Diploma of Travel and Tourism SIT50212 – Diploma of Events SIT50313 – Diploma of Hospitality SIT60112 – Advanced Diploma of Travel and Tourism SIT60212 – Advanced Diploma of Events SIT60313 – Advanced Diploma of Hospitality Unit code/s & title/s SITXCOM401 – Manage conflict Learner name and ID Email Assessor name E-mail Telephone Task Method Due date Weighting (if relevant) 1 Written Questions 2 Observation Report 3 Portfolio of Evidence Note: If you are completing a Certificate IV or higher, your assessment might be graded. Please refer to the Course Handbook for Learners for information about Graded Assessment. Assessment Task 1-3 OFFICE USE ONLY © Goulburn Ovens Institute of TAFE 2014 Goulburn Ovens Institute of TAFE. Provider No: 3094 Author: Hospitality Department  This work is subject to copyright. Apart from any use as permitted under the Copyright Act 1968 and its amendments, no part may be reproduced without prior permission. Requests and enquiries...
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...Personality Style Considerations in Effective Negotiation James L. Patterson, Ph.D., C.P.M. Associate Professor of Management Western Illinois University – Quad Cities 3561-60th Street Moline, IL 61265-5881 U.S.A. I. Introduction Most buyers and supply managers have been trained in the processes and mechanics of commercial negotiation and have had a significant experience in applying the tools and techniques that they have been taught. However, most commercial negotiators (buyers and suppliers alike) have not been sufficiently trained to identify and take advantage of the innate personality characteristics and tendencies that all humans have. This session will provide insight as to how the different personality styles of negotiators can affect the outcomes and process of a negotiation. Several simple models are discussed that can be used to predict and identify the different personality traits and related negotiating styles for more effective negotiation preparation and execution. It has been estimated that, even though most of us understand the basics of negotiation, 80% of us do not actually like to negotiate. In addition, we often perceive that we are better negotiators than we actually are, i.e., we tend to overestimate our personal effectiveness in achieving our desired outcomes in any given negotiation. Our supplier counterparts usually receive more negotiation training than we do, so they are better prepared and are often more effective. II. Negotiation as an Interactive...
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...Conflict Management in an Organization Introduction Druckman and Diehl (2006) stated that conflict resolution involves a series of steps taken toward eliminating friction within members of a particular organization. Arbitrators or people holding neutral positions on the matter usually carry out conflict resolution. They may take a different approach depending on the type of conflict or the magnitude of the conflict. To alleviate issues between parties, active or passive conflict resolution is used. Griffin and Goodwin (2013) explained that active conflict resolution consists of accommodation, compromise, collaboration and competition. Each of these conflict resolution styles have advantages and disadvantages. This article “Conflict resolution” (Lansford, 2008) discussed the advantages enjoyed on application of active conflict resolution. The article also discussed the communication channels for use. Finally, the article identifies the timeline of events in communication of change. Active Conflict Resolution Strategies Active conflict resolution involves several strategies. When coupled with, they possess significant advantages in the processes of conflict resolution. For instance, a collaborative effort has significant advantages. First, it allows parties to express their grievances openly. As a result, the parties find mutually beneficial solutions. According to Lansford (2008) using this strategy, identification of the roots of a problem is possible. The organization is...
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.... ORANA uses both its own sales staff and independent distributors to increase retail sales in Vietnam. Discuss the advantages and disadvantages of this strategy. ORANA realized the huge opportunity in covering new market areas due to the increasing demand in Vietnam as an emerging market, many indications showed that annual sales has a potential growth rate of around 20%, due to the increasing purchasing power, the middle class is growing, and people are willing to try new products. Therefore ORANA wanted to take the opportunity of being a fast mover and expanded its distribution from Ho Chi Minh City (Saigon), to the central and northern parts of Vietnam, by starting direct sales through independent distributors instead of relying only on own sales staff. Advantages: - Increase market coverage: By penetrating new geographical areas, ORANA makes it easy for customers to find the product, to achieve spatial convenience and easy availability which is important for retailer sales, these convenient goods are for everyday use, and buyers will take what is on offer rather than search for favorite brand. - Reduce liability of foreignness: National distributers are likely to have advantages over ORANA’s own sales staff, because they have important information and critical knowledge about their country’s: * Culture: A minimum of 9 different ethnic groups, with the majority of 86% Vietnamese, concentrated in center and northern parts (Map 3.1), a local expertise is required...
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...lot of of the people of New Oxford receive the new fabricating plant, as a new way to raise income for the town and generate employment. M-Core is trying to construct the new plant by buying the homes of the people who presently reside in the terrain for a cost higher than what the homes are valuable. The majority of the people have been content to get the corporation up on its offer but three residents have been indisposed to move and put up for sale their houses. M-Core has requested the mayor to assist convince the people to put up for sale their terrain. This paper will study the difficulty facing M-Core and several of the potential solutions to the dilemma. In the end I will suggest a solution for M-Core to employ to resolve the conflict among the corporation and the residents and how the corporation can assess the consequences of the solution. Describe the Situation Issue and Opportunity Identification M-Core is sustaining a fragile balance because the corporation desires to construct a new plant that will in fact do well to the population although it also wants to construct the facility immediately with the...
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...Managing Conflict In Organisation- An Overview Volume 8 Issue 4 Fall 2010 Posted On Tue, Sep 21 2010 16:46:00 Authors: Muyiwa Adeyemi Editor's Rating:0 (0 Ratings) Reader's Rating:0 (0 Ratings) Login to Rate | About Ratings Introduction In any organization, effective administration of the resources available is very important and paramount to the attainment of its objectives. The human aspect of the resources is most important and crucial as it is the one responsible for the co-ordination of other factors and more importantly conflict situation among staff cannot be over-emphasized. It is known fact that no two workers are the same, even twins are only alike. Nwakwo (1987), Craston (2002) and Onanuga and Arikewuyo (2005) describes administration as the careful and systematic arrangements and use of resources (human and material), situation and opportunities for the achievement of specific objectives of a given organization. To this end, it is worthy of note that effective organizational administration is necessary for managing conflict situation in any system, such should be embedded in the day-to-day running of the industry. Conforming to this viewpoint, Peretomode (2001) describes administration as the performance of executive duties, the carryout of policies or decisions to fulfill a purpose, and the controlling of the day-to-day running of an organization. To this extent, among the very important duties of an administrator, is the management of...
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...Running head: NONEMPLOYMENT CONFLICT MANAGEMENT Nonemployment Conflict Management University of Phoenix Nonemployment Conflict Management Policy decisions whether made in public or private setting require a careful analysis of including the possible outcome from implementation to stakeholders. No better example to the impact of policy decisions and the stakes it holds that in the United States political forum. Legislative decisions that impact the public are known to split the two aisles of the political spectrum; democrats and republicans. It has been argued that although the public may appear to be the major stakeholder behind the scenes the actual stakeholders are the big corporations. These corporations are known to lobby through vigorous negotiations on major policies by using their relationships, experiences and valuable insights of how “things” work in Washington. In the case of the Wamayo River Basin, the decision to preserve the salmon population conflicts with the economic development interests for hydropower, timber industry and agricultural development proponents. Indeed, the decision formulated is like walking a tight rope as it will create conflict given its impact on multiple stakeholders. Wamayo Dam, the company contracted to build additional dams along the basin has to identify the non-organizational conflicts that may exist given the multitude of stakeholders. For Wamayo, developing an astute conflict management will ensure that...
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...20-1 PEER PRESSURE No matter how old they are people care what others think and want to fit in. When you are just starting to think for yourself, the influence of your friends and people your age—your peers—can be powerful. It can affect how you feel, dress, and act. This is called peer pressure. Peer pressure can be good and bad. Good pressure from your peers might lead you to play sports, study hard, or join clubs. But there are often negative pressures, too—to make fun of someone, to tell a lie, or to cheat on a test. Sometimes the pressure may be about actions that have more serious results like skipping school, shoplifting, using alcohol, tobacco or other drugs, or having sex. *REMEMBER* Make up your own mind, even if your peers don’t agree with you. Respect your friends’ choices, even if you don’t agree with them! It is important to think about what could happen if everyone just “goes along with the crowd” without thinking about their CHOICES. Young people make choices every day. Some are more important than others. There is a big difference between deciding what to wear to a party and deciding whether or not to do drugs. The choices you make say a lot about what kind of person you are. When you feel unsure, try talking to someone you trust: your parents, another adult who cares, or maybe a close friend you respect. *REMEMBER* YOU CAN MAKE YOUR OWN DECISIONS It’s okay to say “NO” Some decisions, like those about drinking, drugs or sex, are difficult to make and have...
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...The Group and Organizational Dynamics class helps a person step back and look at themselves and others. It allows a person to look at different task functions, group versus individual decision-making, motivational patterns and conflict. It helps a person step back and observe the content of certain situations and then attempt to see how the process of the content unfolds. When working with a group, a person is going to have to deal with conflict and how to use task functions to process that conflict within that group. As a leader or individual, you will have to insert different aspects of motivation to lead and maintain a group. This reflects what type of a leader that individual wants to be or how that individual can adapt to the group. This includes adapting to new additions within the class and understanding our own personal work dynamics. Group vs. Individual Decision Making When trying to get a task completed there are positive and negatives when deciding to do a task as a group or as an individual. In a group, there is more than one person that works together to complete a task. A group will have different opinions and personalities that will form different decisions to complete the task. There are benefits to working as a group because everyone in the group and not just one individual makes the final decisions. A group must have a leader. If there is not a leader, there is no clear direction and the task will take longer to complete. As an individual, the individual...
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...Description of the management team Key managers and employees One of the partners will be involved in the managing of the company. He will be responsible for overall management of the company and will received helps from other partners in doing so. His main job will be to manage different area of the company. He will look after the forecasting, capacity planning, scheduling, managing inventories, assuring quality, recruiting new worker, motivating workers, decide where to locate the company, buying of raw materials and equipments and maintaining them. His job consists of making plans before hand. Making plans like working time table for worker, rest time, meal breaks. His jobs will also consist of forecasting of events, problems and accordingly plan a solution. Others important things like buying of raw materials, processing them and making them ready for the use. Among the key operation management task in either case is the scheduling production, deciding which parts to produce and which parts to buy, ordering parts and materials, deciding on the style of the furniture to produce and how many, purchasing new equipments to replace the old ones or worn outs and motivating the worker, ensuring that the standard quality is met. One of the important aspects of managing is the ability to motivate the worker. If the worker is not motivated enough they will perform below their natural ability. So good manager is one who is able to inspire and motivate his/her worker to do best of their...
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...EMBODIED PEACEMAKING: Body Awareness, Self-Regulation and Conflict Resolution An E-Book by Paul Linden, Ph.D. www.being-in-movement.com EMBO D IE D P EA CE MA K ING Body Awareness, Self-Regulation and Conflict Resolution Paul Linden, Ph.D. First Edition 2007 CCMS Publications www.being-in-movement.com Columbus, Ohio EMBODIED PEACEMAKING: Body Awareness, Self-Regulation, and Conflict Resolution by Paul Linden, PhD Published by CCMS Publications 221 Piedmont Road Columbus, Ohio 43214 USA 614-262-3355 paullinden@aol.com www.being-in-movement.com All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the author, except for the inclusion of brief quotations in a review. Copyright © 2007 by Paul Linden First edition 2007 Publisher’s Cataloging-in-Publication (Provided by Quality Books, Inc.) Linden, Paul. Embodied peacemaking [electronic resource] : body awareness, self-regulation and conflict resolution : an e-book / by Paul Linden. -- 1st ed. p. cm. System requirements: Adobe Acrobat Reader. Mode of access: World Wide Web. Includes index. ISBN-13: 978-0-9716261-7-1 (e-book) ISBN-10: 0-9716261-7-0 (e-book) 1. Conflict management. 2. Interpersonal conflict. 3. Mind and body. I. Title. HM1126.L54 2007 303.6'9 QBI07-600195 TABLE...
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...Presentation: Managing Workplace Conflict Donna Jacobson HRDV 5610 Fall I October 8, 2014 Table of Contents Course Overview………………………………………………………………………………….3 Needs Assessment and Analysis………………………………………………………………..….………4 Outline…………………………………………………………………………………………….6 Evaluation Plan……………………………………………………………………………………8 References………………………………………………………………………………………..12 Course Overview Conflict in the workplace happens every day and with our hectic, ever changing work environment, it is no wonder. Because conflict is so common, each of us needs to develop the skills necessary to manage conflict productively. The good news is, when properly managed, conflict provides a chance for us to learn from each other, to improve our work methods, and to build team solidarity. Target Audience: Professionals in any work environment who wants to hone their conflict resolution skills. Needs Assessment and Analysis Conducting a needs assessment is a vital aspect of training. The most efficient way to identify trainee needs is often by surveying them. I choose to do a survey based on the Likert scale. The survey is below and the responses of the five participants are annotated. 1. I see conflict as an opportunity. Never Sometimes Always 1/ 5 3/5 1/5 2. I address conflict openly, without avoiding or Never Sometimes Always ignoring it. 0/5 4/5 1/5 3. I speak directly to the key person in a conflict Never Sometimes Always...
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...Training ourselves on tactical and strategic nonviolent action is essential to maximize possibilities and results. What does this kind of training entail? Practitioners included: Srdja Popovic and Giorgi Meladze from CANVAS Sam La Rocca, Jason MacLeod, James Whelan, Holly Hammond, and Anthony Kelly from The Change Agency Zsuzsanna Kacsó, Bianca Cseke and Corina Simon from PATRIR Daniel Hunter, Joe Catania, and Philippe Duhamel from Training for Change Linda Sartor from Nonviolent Peaceforce Dola Nicholas Oluoch from Chemchemi Ya Ukweli-Active Ouyporn Khuankaew from International Women's Partnership for Peace and Justice Shaazka Beyerle from The International Center on Nonviolent Conflict Hardy Merriman, an independent consultant in the field of strategic nonviolent conflict Learn more about the experienced nonviolent action trainers who shared their ideas and resources during the dialogue. Summary of Dialogue Moving Nonviolent Action Theory to Practice Enormous and exciting developments have taken place over recent decades to make this strategic theory available and accessible to people around the world, notably through education and mainstream acceptance of the theory. Core concepts of successful nonviolent action are support, careful planning and strong leadership. It is essential to have a vision and strategic plan and to develop the tactics and campaigns necessary to achieve it. Most often, movements tend to happen through local grassroots organizations...
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...Conflict Resolution Strategies Conflict, an antagonistic state or action involving divergent ideas or interests, is inevitable in interpersonal relationships. There is an erroneous belief in our society that conflicts always produce negative results and therefore should be avoided. But since people have divergent interests, beliefs, values, and goals, it is inevitable that conflicts will occur in our work settings and in our private lives. Conflicts are not only a natural component of any interpersonal relationship, but often desirable, because they have a number of potential payoffs. Conflicts produce lively discussions. When constructively handled, conflicts motivate the people involved to define issues more sharply, to search harder for resolution strategies, and to work harder in implementing solutions. Conflict, when handled effectively, can also lead to greater commitment to the relationship of the people involved, raise morale, and increase communication and cooperation. Successful resolution of conflict can lead to personal growth and facilitate innovation and creativity. However, ineffective management of conflict can lead to deterioration of rapport between the people involved, distrust, and perhaps alienation and burnout. Unfortunately, some organizations have norms that urge front-line service providers to suppress their suggestions for changes. Such norms are often communicated informally by agency management taking adverse actions (such as dismissal, demotion...
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...TOOLS FOR CONFLICT ANALYSIS The Iceberg Model [pic] One of the classical ideas in conflict resolution is to distinguish between the positions (i.e. concrete demands) held by the parties to the conflict and their underlying interests and needs. Interests are often easier to reconcile than concrete positions, since there are usually several positions that might satisfy them. For example, two neighbours quarrel over a tree. Each neighbour takes the position that the tree is on her land (positions: "The tree is on my land." "No, the tree is on my land.") No compromise is possible, since the tree cannot be sawn in half. It turns out, however, that the interest of one neighbour is in using the fruit of the tree (Interest: "I want the fruit of the tree."), and the interest of the other is in having the shade (Interest: "I want to sit in the shade."). The positions may be irreconcilable at first, but the interests might be. New positions can be found to satisfy the interests of both parties. For more reading refer to: Burton, John. (ed.) 1990: Conflict: Human Needs Theory (vol. 2 of the Conflict Series). London: Macmillan. Fisher, Roger and Ury, William. 1981: Getting to Yes. Boston: Houghton Mifflin. [pic] The Conflict Triangle [pic] This Conflict Triangle analyses certain basic elements often present in conflict. One way of conceptualising the relationship between these elements is a triangle with Attitudes, Behaviours and structures at the tops of the...
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