Week Two Discussion 1 In most organizations, management generally tries to encou

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Week Two Discussion 1 In most organizations, management generally tries to encourage their personnel to bring disputes to the notice of supervisory staff to mediate and resolve. Unfortunately, this usually doesn't happen until the conflict has reached a near critical stage. The main reason is because most front line workers will not report interpersonal conflicts. They remain silent largely because they believe it would damage their reputations with their fellow co-workers and they would be labeled as squealers On the other hand, no one enjoys working in a workplace fraught with friction. The uninvolved personnel would likse to see the issues resolved, but often remain silent. The reason is because they aren't trained on how to mediate disputes. If you were to take a poll of your workplace, it is likely you would learn that most employees prefer to resolve such disputes in house, without management input The smartest way to deal with this problem is to be proactive. This means you should act before a problem arises, and not just react after the damage hasleftits impact How this be done? and submit To answer this particular question, dlick the link above Once you are in the forum, cilck the "Create Threedt button to view the answer

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Note: This response is in UK English, please paste the response to MS Word and you should be able to spot discrepancies easily. You may elaborate the answer based on personal views or your classwork if necessary.

(Answer) There might be several reasons as to why an employee might not report a dispute. Sometimes, the employee does not want to be viewed as the “squealer” and at other times they feel that management might judge them poorly, their relationship with their co-workers would be damaged or even their professional prospects might be affected. Either way, ignoring a dispute might lead to animosity and eventually would affect the camaraderie in the workplace.

This is a scenario that affects the atmosphere and the productivity of an office to a large extent. That is why it is absolutely essential to resolve a dispute as soon as it occurs. Better still, the “prevention is better than cure” motto should be applied to such interpersonal issues.

In order to make sure that an issue is reported as soon as it occurs, there should be an agreement between the employee who makes the report and HR that there would be strict confidentiality between the parties involved. If this confidentiality is breached, there should be strict measures taken. This would help contain personal problems only amongst the people involved and HR or upper management.

Whether or not the problem is solved, it would at least stop from spreading gossip or damaging professional relationships in the office. The second way to get pro-active would be to develop basic guidelines about possible and common issues. For instance, there could be a strict guideline in the office policy about plagiarism. In this way, the problem stays within the confinement of a professional solution where a mere breach of guidelines would have to be reported.

In this way, issues might stay as professional as possible and the breaching of guidelines would ensure that the wrongdoer is dealt with accordingly. By setting such rules and guidelines, the personal equation is less likely to disrupt the issue which makes it a little less awkward to report. This would be similar to that fact that one can easily report a robbery as opposed to reporting an argument with a sibling. Since the personal equation is sieved, the issue stays as professional as possible.

The third proactive measure would be if the HR department would conduct regular surveys about interpersonal office relationships. This would help them spot issues that have been reported anonymously and even reform their guidelines based on these surveys. These surveys would also double as empirical data on their office environment and help the company make any reforms to optimise their resources if necessary.

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