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... Accountability is virtually non-existent within the organization. ... This dilemma relates to the management of personnel and what characteristics might be changed, addressed and/or considered within the organization to positively impact personnel management. ... Patty・s personal behavior can be explained as intrapersonal conflict, which occurs within the individual because of actual or perceived pressures from incompatible goals or expectations. ... Essentially, she will not simply replace the traditional leadership paradigm, but rather she will achieve a more fundamental change within herself, her team and her organization, which will make them both more effective and happy. ...
Sources of Conflict in Scenario Two
Influence
Neither Jill nor Steve has any formal authority over the other・s behavior or participation in team projects. ... Steve will be more likely to change his behavior when requesting information to avoid this type of miscommunication and potential conflict. ... Steve・s aggressive behavior has offended Jill in the past and is now causing Jill to avoid interacting with him. ... Her emotional response to this aggressive behavior is to become passive because she is unable to communicate her feelings. ... Her withdrawal from interaction is due to suppression of negative emotions caused by Steve・s aggressive behavior. ... The outside link to initiate the change can be another team member, a manager or the organization itself. The outside link must encourage regular feedback of the organization・s members to avoid escalating situations. ... The organization can arrange specific outings like retreats that develop confidence and trust in employee relationships. ... They feel being involved in a project that has a larger significance to the organization is most important. They have innovative views and would like to lead changes within the organization. ... The ．prunes・ also value the opportunity to be recognized by the executives in the organization. ...
By understanding what the other finds valuable, each group can use the most appropriate currency to meet their goals, whether it is to finish the current project on time and maintain reputation or to complete the current project in order to spend more time on being innovative and developing new projects to further the organization. ... She can do this by exploring whether or not her individual team members are acting as an integrated part of the team, and, in turn, whether or not the team is an integrated part of the department and organization. ...
Collaborative people bring to an organization a leader who will promote the collective・s goals as well as their own. They are individuals that are passionate about a possibility or opportunity, masters at building relationships, assertive in their role to generate discussion and the necessary communication and committed to taking the necessary steps to help the organization grow. ...
Collaborative approaches directly undermine established practices and human habitual learning, which have been the greatest challenge towards more frequent adoption and smoother transition of such systems. ... While ultimately resulting in improved group interaction, all of the collaborative approaches had a similar underlying principle: the essential building block for establishing a collaborative organization originates with properly constructing the self-individual mentality. ... The breakthrough starts with asserting the conviction to commit on the individual・s part, adopting a transformational learning approach to acknowledge the deficiencies within the current system and apply new viewpoints that will enhance and stimulate future growth in the organization. ... The collaborative organization instead promotes that rather then issuing orders, its members must be provided with the necessary tools to succeed, those tools being the establishment of ．collaborators・ who work to reinforce a new mind-set and shared understanding. First, the organization must achieve the primary goal of encouraging each individual member to know who he/she needs to be. ... The collaborative world stresses the importance that success is not just achieved by what you do; rather, it is who you are that has a dramatic impact on how you portray your role in an organization.
Organization members must begin to expand their perspectives and reevaluate their role in the current organizational structure by incorporating collaborative approaches. ... Changing the workplace environment requires a thorough consideration of the culture that exists and, in fact, helps to foster the conflicts between individuals within the organization.
The culture of an organization is a ：pattern of shared basic assumptions； that a group has acquired to solve problems related to both ：external adaptation and internal integration. ... In each of the three scenarios, individual members within the organization responded to the specific conflict in a way that reflects his/her basic assumptions about the problem. ... Her employees, on the other hand, feel that their manager does not support them and that they are not an important part of the organization. In the second scenario, Steve exhibits aggressive behaviors reflecting his assumption that he is an unimportant and insignificant part of the organization. Jill, in contrast, perceives Steve・s behavior as a sign from Steve that he does not value her as a team member. In the third scenario, the ．plums・ exhibit behaviors reflecting their assumption that they are not an integral part of the organization. ... In order to encourage effectiveness within the organization, these feelings must be addressed. To do this, thereby creating a more effective organization, four traits must be developed: involvement, adaptability, consistency and mission (Denison and Mishra 1995).
Employees who feel detachment from and insignificant to an organization require greater involvement within that organization. Encouraging greater employee involvement in things like decision-making about organizational environment, task assignment and task accomplishment is important because it fosters commitment of employees to the organization and its goals. ...
Adaptability is also a necessary trait in any effective organization. Flexibility and the capacity to affect change are very important in any organization, especially considering the diversity of individuals with differing opinions and personalities in the work environment as well as the propensity toward change in organizational structure and task orientation. ... This, in turn, encourages employee growth within the organization and positive development of that organization as a whole. ... Consistency is most effective when paired with a high level of employee involvement in the forming of the organization・s systems and structure.
A strong sense of mission is effective in maintaining vision and direction within an organization. When employees know, understand and believe in the long-term vision of an organization, they feel a greater sense of commitment and connection to it. ...
Thus, to minimize the frequency and intensity of conflicts within the organization, senior executives at ViewPoint must seriously consider reshaping the organization culture and structure to allow for flexibility and change, employee participation and a more employee-oriented control system and vision. ...
Trice and Beyer (1993) offer several suggestions for changing the organization culture as it now exists.
Approximate Word count = 6280
Approximate Pages = 25.1
(250 words per page double spaced)
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