Learning Activity 15
What is conflict?
Each person has a unique personality, values, and prejudices. When people interact and
communicate, there are times when people do not see eye to eye. Hence, conflict arises.
Conflict is defined as a struggle for power or a strong disagreement between people or
groups that results in an argument (Merriam-Webster, 2022). It is a difference in beliefs,
ideas, or interests (Collins Dictionary, n.d.). Moreover, it is also described as a process
when one party perceives that another party is about to negatively affect
something important to them (Judge & Robbins, 2017). Conflicts are an inevitable
part of life. They are part of human nature. We have conflicts with our parents when did
something that we are not supposed to do. Some have experienced fighting with
partners because of incompatible personalities. There is conflict among groups with
different political views. Thus, conflicts would definitely occur within the workplace. As we
live and experience life, the conflicts we encounter become more and more complex.
Given this, everyone must constantly grow and learn how to handle conflict with others
because not only is this a part of being a member of an organization, it is crucial in living a
peaceful life.
What are the types of conflict?
Acco r d i n g to Ju d g e an d Ro bbi n s (2 0 1 7), t h er e ar e t h r ee t yp es o f co n fl i ct s
i n an organization: task conflict, relationship conflict, and process conflict. Task conflict
occurs when there is a disagreement over the content and goals of the work. This
commonly happens when people with varying expertise work together on a task. For
instance, in the development of a product, a businessman, engineer, and designer may
have different perspectives. A businessman may focus too much on incurring low costs
and earning a profit, and the product designer may focus on creating an aesthetic product.
Relationship conflict happens due to interpersonal issues in a team (Mockler, 2016). In
other words, relationship conflicts occur when personal feelings are involved. For
instance, a team leader may have a strong personality and often raises his voice when
talking to others. Also, he has a superiority complex and would constantly belittle his
subordinates. Due to this, his team members would feel disrespected. Thus, the relationship
conflict between the team leader and his s u bo r d i n a t e s w o u l d a f f e ct t h e
e m p l o y e e s' p e r fo r m a n c e , t r u s t , a n d co m m i t m en t t o t h e organization. Process
conflict occurs when there is a disagreement on how a project should be done. It happens
when there is a conflict on the strategies and procedures with regard to a task.
For instance, a team may not agree on how decisions should be made. Some might
assert that the leader gets to have the final say, and some may argue that voting would be
the more appropriate approach. Process conflict would likely happen when roles are not
clearly identified. It is important to identify which type of conflict is occurring since it
can help determine the appropriate approach to conflict resolution. Dialogue and
communication may resolve a disagreement if a disagreement is a task conflict.
However, if it was a relationship conflict, emotional feelings are involved, and
often, these cannot be resolved by merely a short talk. Overall, conflict may
challenge a team to become better, but too much would affect team dynamics and
an employee's well-being.
Describe the stages of conflict process.
Now that the definition of conflict has been discussed, there is also the need to know how
conflict occurs. According to Judge and Robbins (2017), the conflict process has five
stages: potential opposition or incompatibility, cognition, and personalization, intentions,
behavior, and outcomes. The first stage, potential opposition or incompatibility,
refers to the existence of
conditions that allow conflict to arise, such as communication, structure, or personal
variables (Lumen, n.d). Excessive or insufficient communication can lay the
foundation for conflict. Conflicts can arise due to noise or semantic issues in the
communication channel. For instance, a manager uses jargon and complex terms in
communicating with his team. His subordinates were afraid to clarify, which may result in
low-quality work and him being frustrated. Next, structure describes variables such as
group size, the degree of specialization in the tasks assigned to group members, the clarity
of the group's jurisdiction, member/goal compatibili ty, leadership styles, reward
systems, and the degree of interdependence between groups (Judge and Robbins, 2017).
C o n fl i ct s d u e t o s t r u c t u r e s ar e m o r e l i k el y t o h ap p e n b et w e e n yo u n g er
m em b e r s o r i n organizations with high turnover. For instance, an organization has a
vertical structure. Newly- hired employees may perceive that management does not
value their opinions, resulting in deviant behavior. This may cause managers and
employees to clash. Personal variables such as personality, emotions, and values may
be potential sources of conflict. For instance, someone goal-oriented would
immediately dislike someone who is more laid back, which may lead to relationship
conflicts. Another example would be a boss creating a negative impression of his
employee because of her gender. In the second stage, cognition, and personalization,
conflict is defined (Lumen, n.d). During this stage, perceived conflict arises. For
instance, a team leader would notice that an employee's productivity has been
decreasing. In this situation, the team leader is cognizant that t h e e m p l o y e e n e e d s
to be more productive. Cognition does not necessarily lead to
personalization. In order for personalization to happen, the parties involved must feel that
there is potential opposition or existence of incompatibility. In other words, conflict develops
when there is felt conflict or emotional involvement that creates anxiety, tenseness,
frustration, or hostility. The third stage involves intentions, which are an individual's
decisions to act a given way (Judge & Robbins, 2017). Intentions intervene between
people's perceptions and emotions and aid the parties in deciding their behavior. In
order to determine how to respond to a statement or action, an individual must
discern the intended meaning of the other party (Lumen, n.d.). Numerous conflicts
escalate as a result of one party inferring the wrong intentions from the other. In the fourth
stage, behavior, conflicts become visible. Intentions that are brought into a conflict
eventually become behaviors. The behavior stage is a dynamic stage of interaction that
includes the conflicting parties' statements, actions, and reactions. The intensity of
behavior v a r i e s a l o n g a c o n f l i c t - o r i e n t e d c o n t i n u u m . A l o w i n t e n s i t y
w o u l d d e n o t e a m i n o r misunderstanding, while high intensity would involve strong
anger towards another party. The last stage would be the outcome of a conflict
which can either be functional or dysfunctional. Consequences are created due to
the interplay of action and reaction between conflicting parties. Functional outcomes
occur when the conflict is constructive or useful. There are times wherein conflict allows
a group to grow and develop. It prevents groupthink among a group. For instance, an
idea will not be accepted immediately by a member of a group because he thinks
another alternative will be better. Conflict may bring about an exchange of ideas
between two parties and lead to group improvement. On the other hand, dysfunctional
outcomes are outcomes that hinder group performance. Conflicts are dysfunctional
when uncontrolled opposition breeds discontent and reduces trust and satisfaction within
a group (Judge & Robbins, 2017). This outcome is detrimental to an organization since it
decreases group performance and may lead to group dissolution.
What are the dimensions of conflict handling intentions?
As previously discussed, intentions form the third stage of the conflict process. According to
Judge & Robbins (2017), the dimensions of cooperativeness and assertiveness are
used to identify five conflict-handling intentions: competing, collaborating, avoiding,
accommodating, and compromising. First, let us define these dimensions.
Cooperativeness refers to the degree to which one party attempts to satisfy the other
party's concerns (iEduNote, n.d.). Assertiveness pertains to the degree to which one
party attempts to satisfy his or her concerns. The first conflict-handling intention is
competing, also called the win-lose approach, which is characterized by being assertive
and uncooperative (Meier, n,d,). Competing pertains to one party seeking to advance his
own personal interests regardless of the consequences on the other party. In other
words, an individual would pursue his own concerns at the expense of others.
Competing would be appropriate when time is of the essence, standing up for
your position or defending your stance on an issue. Second, collaborating is both assertive
and cooperative. In collaboration, all parties want to satisfy the concerns of other
parties. This is also called the "win-win" situation wherein the goals of both parties are
achieved. Some instances would include integrating two ideas into one solution in order
to satisfy both parties. The downside of this conflict-handling style is that
collaboration may require trust and time to build that trust. Third, avoiding is unassertive
and uncooperative. It is when one party withdraws from the conflict they have
recognized. An individual does not pursue either his own or the other party's
concern. In other words, he does not address the conflict. This may be appropriate when
diplomacy is needed or when it is practical to postpone the argument for a later time. Fourth,
accommodating is unassertive and cooperative. It is cooperating to an extreme
d eg r e e, a n d m ay b e at an i n d i vi d u al ' s o w n e xp en s e . T h i s st yl e i s u se fu l fo r
p r e s er vi n g relationships since generosity or selflessness is presented. However, there
may be a tendency for
an individual to be taken advantage of. This approach is appropriate when the other
party has more significant expertise or has more authority. Lastly, compromising, also
known as the lose-lose scenario, is at the midrange of both coo p er ati ven ess an d
asser t i ven ess. In com pr om i si ng , a m u tual l y ac cep t abl e solu t io n i s determined
that partially satisfies both parties. In other words, both parties find a middle ground, and
neither of them really gets precisely what they want. This approach can be used for
conflicts
wherein an agreement needs to be quickly reached or when both parties have equally
important goals.
What are the conflict management techniques?
Co n fl i ct i s i n evi t abl e w h en wo r ki n g w it h p eo pl e i n an or g an i z at i o n . G i ven
t h i s, management and employees have the challenge of employing conflict management
techniques in order to achieve a smooth working environment. Judge & Robbins
(2017) presented some methods for conflict resolution such as problem -solving,
superordinate goals, expansion of resources, avoidance, smoothing, compromise,
authoritative command, altering the human variable, and altering the structural
variable. It is important to be able to identify which technique to employ in a certain
conflict scenario. For instance, personal conflicts are easier resolved through a
face-to-face dialogue rather than communicating through technology. Also, when
employees between conflicts cannot be resolved on their own, managers may need to step
in. There are also instances wherein conflict is used for the advancement of employees. With
this, Judge & Robbins (2017) suggested conflict stimulation techniques such as
communication, bringing in outsiders, restructuring the organization, and
appointing a devil's advocate. For instance, individuals with different backgrounds,
attitudes, and values may be introduced to a
team in order for them to avoid groupthink. Appointing a devil's advocate may be
needed by a team wherein he would take an opposing point of view and another perspective
to the table. With this, trust will be built within a team, and a better solution will be reached.
What is a labor union?
A labor union is an organization that advocates for workers' rights and interests with their
employers (Collins Dictionary, n.d.). It is formed for the purpose of advancing its'
members interests with respect to benefits, wages, and working conditions
(Merriam-Webster, 2022). Labor unions are also referred to as a "trade union" or
"workers' union" (Investopedia, 2021). A labor union negotiates on behalf of its members
in a process called collective bargaining. Some labor unions in the Philippines include the
Trade Union Congress of the Philippines and the May First Labor Movement. Labor
unions significantly impact employees, businesses, and the political system.
What is labor relations?
In organizations wherein l abor unions exist, the rel ationship
b e t w e e n l a b o r representatives and management is called labor relations
(Dictionary.com, 2022). Labor relations is defined as the way in which workers and
managers of an organization talk to, behave toward, and deal with each other (MerriamWebster, 2022). Strong labor relations are important for a business since it helps it
become more successful in the long run. From the management's point of view,
unionization may be a disadvantage to them since they would have less control over
issues on human resources. However, organizations can benefit from good
relationships with their human resources. Together, management and workers can
work towards the same goals, which is ultimately profit, but without compromising at the
expense of the employees.
What is bargaining?
Part of labor relations is bargaining. Generally, bargaining is defined as an agreement
between parties that specifies what each party gives or receives in a transaction or the
course of action of each party with respect to the other (Merriam -Webster,
2022). Moreover, in the business context, bargaining is also defined as a type of
negotiation wherein the buyer and seller
would dispute the price with the end goal of coming to an agreement (Harvard Law School,
n.d.). With regards to labor unions, collective bargaining occurs. Collective bargaining refers
to the negotiation of employment terms between an employer and a group of
workers (Kenton, 2020). The goal of the parties would be to create a collective
bargaining agreement through a written contract. Good faith from both parties must
be employed in order to reach effective collective bargaining. According to the
International Labor Organization, this collective bargaining is an established
right of all employees. Collective bargaining is important since it develops trust and
mutual respect between employers and workers (Business Jargons, 2020). Moreover,
it promotes equality and fair remuneration, and it increases the productivity and
commitment of workers.
What are the types of bargaining?
Acco r d i n g t o Ju dg e & Ro bbi n s (2 0 1 7 ), t h er e ar e t w o ap p r o ach es t o
n eg o t i at i o n : distributive bargaining and integrative bargaining. Distributive bargaining
is a win-lose or zero- sum negotiation wherein a fixed amount of resources such as
money is sought to be distributed (Surbhi, 2017). With this type of bargaining, parties
would try to claim the maximum share for themselves. Since resources are a fixed
amount, one party's gain would be the loss of the other. This type of bargaining is
competitive in nature. A common example would be buying a car. The buyer would want
to pay the least amount possible while the car dealer would be trained to extract
the most amount of money from the customer. At the end of the negotiation, either the
salesperson or the buyer would receive the better end of the bargain. In contrast, integrative
bargaining is a win-win negotiation. It is a cooperative method of bargaining since the
desired outcome would be greater than what either party could get on their own. Unlike
distributive negotiation, parties in an integrative negotiation are motivated by
mutual interest and gain. In addition, the needs, interests, concerns, and
preferences of both parties are considered. Integrative negotiation is an approach
to reaching a joint agreement through the creation of value for each party (Career
Advice, 2021). For instance, a seller may w an t t o s el l an i t em fo r P1 ,0 0 0 , a n d a
bu y er m ay w a n t t o sp en d P9 0 0 o n i t . I n t e g r a t i v e negotiation occurs when both
parties reach an equal compromise through the agreement to price the item for P950. In
this scenario, both the buyer and seller give up something of equal value in order to reach
an agreement.
Describe the negotiation process.
As previously mentioned, negotiation is a process. Judge & Robbins (2017) identified
five steps of the negotiation process: preparation and planning, the definition of
ground rules, clarification and justification, bargaining and problem-solving, and
implementation. The first stage is preparation and planning, wherein goals are
determined and clarified. In this stage, parties should define and understand the
nature of the conflict and expectations from the negotiation. They should gather and
organize necessary information for the negotiation. The second step in negotiation is
the definition of ground rules which involves the procedures of the negotiation
itself (Judge & Robbins, 2017). Questions pertaining to the negotiation, such as its
location, time constraints, agenda, or scope, are determined. In this phase, the parties will
exchange initial demands or proposals. The third step is the clarification and justification
of the demands of both parties. In the previous step, initial demands have been laid
out. This is when parties would discuss their position in detail and provide evidence
or information to support it (iEdunote, n.d.). The parties would explain and inform each
other on why and how the initial demands were set. In this step, it is important for
individuals to manage their emotions as not to lead to a confrontational situation.
Moreover, the parties can reassess their strategies and determine whether they are
appropriate. The fourth step is bargaining and problem solving, which is the essence of the
negotiation p r o c e s s . T h i s i s t h e s t ep w h e r e i n g i v e a n d t a k e b e t w e en p ar t i e s
h a p p e n . In t h i s st a g e , communication skills and active listening are critical for a
good negotiation. The strategies that were established in the previous stages will be used
to present a party's argument and strengthen its position. Both parties should reach an
agreement eventually. The final step is closure and implementation, wherein
formalization of the agreement occurs. This step also includes developing
procedures for implementing and monitoring the agreement. A formal written
contract is required for major negotiations such as collective bargaining
agreements. For less formal agreements, a simple handshake may suffice.
What is the Catholic social teaching on the dignity of the laborers?
It is the economy that must serve people, not the other way around. It is one of
the teaching of the church that the economy must provide opportunities for work and
fair wages to each individual. According to the Un ited States Catholic Conference
of Bishops (USCCB), "Work is more than a way to make a living; it is a form of
continuing participation in God's creation. If the dignity of work is to be protected,
then the basic rights of workers must be respected--the right to productive work, to
decent and fair wages, to the organization and joining of unions, to private property, and to
economic initiative." (St. Paul the Apostle Catholic Church, n.d.) In society, it i s often th e
poor and vulner able people who ar e dep rived of ju st and adequate employment.
As Catholics, we must advocate for fair opportunities for all people in society. In 1892,
an encyclical entitled "Rerum Noverum" or "all men of good will" was issued by Pope Leo
XIII (Darring, 2012). This was written due to the inhuman employers of the working
poor. Pope Leo stated that the it is the purpose and the government to uphold public
and individual well-being and they should protect equitably its citizens. Given this,
equitable protection would mean that special care should be given to the working poor.
Another encyclical was published by Pope John Pual II in 1981 entitled
"Laborem Exercens" or "on human work" (Australian Catholic University, n.d.).
Mentioned on the encyclical, humanity is made in the divine image and likeness of
God. In the book of Genesis, God worked when he created the world. Thus, when we work,
we resemble Him. Given this, the
encyclical revolves around the affirmation of the dignity of workers as human persons. This
is to counter the perception of employers that labor is merely a means of production.
This encyclical advocates for workers' rights such as just wages and social benefits. Pope
John Paul II defended the rights of the workers to bargain with employers. Thus, it can be
said that issues on labor's rights have long been present in our society. With the aid
of these encyclicals, the present situation of workers may be a bit better than it was
a century ago. However, this is not to say that this problem is eradicated. Capitalism
continues to widen the gap between the rich and the poor. As Catholics, we have a moral
duty to fight for the rights of those who are oppressed. If workers' rights are being infringed
on, it is up to the citizens to amplify the voices of those who are affected.
Write a short reflection on the plight of ordinary employees today in general, and in the midst
of the pandemic in particular.
The covid-19 pandemic has brought about the "new normal" and transformed how
the world works in just a few months. The business sector has been greatly
affected, as well. Numerous businesses declared bankruptcy due to the cease of
operations. Businesses were alsoforced to retrench employees due to economic difficulty.
The number of unemployed individuals has vastly increased due to the pandemic. Working
conditions also deteriorated in the sense that employees are more prone to mental health
problems such as anxiety, depression, and stress. My parents were also greatly affected
by the pandemic. My dad is a sale sman who needed to travel outside the city to do
his job. Since he is in his 50s and already on maintenance medication, it would be risky
for him to travel outside the city. Given this, he was not able to work for about two
years. My mother is an accountant for the government. Sometimes she worked
from home, and sometimes she would work in the office. I could see her struggle to
adapt to the online setup at home. I realized then that the older generations have more
difficulty with regard to technological advancements.
Ultim at el y, my t akeaw ay from thi s i s th at we n eed to be adap ti ve and
const antl y progressive. The world will not adjust for us, no matter how dire our
circumstances are. It is a harsh reality. With that, we should have an adaptive mindset and
always keep moving forward. If the job market is highly competitive, we should enhance or
learn more skills in order to increase our attractiveness to employers. If we have
trouble with the online setup, we need to take measures to make ourselves
productive. However, there is a fine line between adapting and being taken advantage of.
Employees should know when their rights are already being infringed and
know when injustice is already occurring. They have a right to demand better working
conditions from their employers and from the government.
Interview: Unionism: Management and Labor: Attitudes, Motivation, and Perception (1
Manager 1 Labor Union Leader/member)
In order to supplement my knowledge on this topic, I interviewed one manager and one
labor union member. Conflicts are inevitable in an organization. An example mentioned by
both respondents would be conflicts between management and staff during the
implementation of company policies and assessments of performance. According
to one respondent, there is a speci al committee to handle conflict s within their
organization. Both of the respondent s emphasized communication, clarification,
and discussions. Conflicts would be best handled when both parties listen to criticisms.
When asked about their thoughts about labor unions, the respondent who was a
labor union member asserted that labor unions are a must and are relevant to an
organization. The manager responded that while labor unions have their advantages,
they also have disadvantages. Her response allowed me to view labor unions from
the perspective of management. Labor unions may be a headache to management since
they may bring company losses in cases such as work stoppage. According to the
respondents, labor unions are important, especially in big corporations, since they
enable proper dialogue with management and provide workers with a way to raise
their concerns about remuneration, benefits, and work conditions. Labor unions
affect an employee's attitude, motivation, and percepti on in the workplace by
giving them security and assurance that their plights will be heard, which in turn
motivates employees to be more productive. The manager also mentioned that labor
unions could help employees better understand their company policies, which
improves their attitude and perception towards their work. Ultimately, labor unions
lobby the grievances of employees and bring to light several companies' unfair labor
practices. Thus, labor unions have been effective. Management should look at labor
unions not merely as a business requirement but as a chance to form bonds with their
employees. In the long run, a good relationship between management and employees
would be beneficial to an organization.
Concept
a.What is conflict?
According to Juneja (n.d.), conflict is defined as a confrontation between persons caused by
a difference in thought process, attitudes, understanding, interests, needs, and, in some
cases, perceptions. In simpler terms, conflict is what arises when a party perceives that
another party negatively affects things they care about. Conflicts can be differentiated into
two types based on their effects. Functional conflictis a healthy disagreement between the
group. It is healthy in the sense that it supports the group's goal, improves performance, and
is constructive in its form. For example, managers in the manufacturing department is
arguing the most efficient and cost-effective ways of reducing waste in the manufacturing
process. On the other hand, dysfunctional conflict is destructive and hinders group
performance. It is basically the opposite of a functional conflict.
Conflict, refers to as absence of harmony and unity among different parties who have a common
interest. Besides that, lack common understanding among different parties may result to conflict
among people.
Conflict, refers to as absence of harmony and unity among different parties who have a common
interest. Besides that, lack common understanding among different parties may result to conflict
among people. For example, when there is absence of understanding between management and
workers of organization conflict may arise. Additionally, Conflict is when there is a clash of
opinions, lack of common values and also the abnormal demand of interest from different
parties. Conflict can happen in people of same level. For example, conflict among employees,
conflict between employees and government, and also conflict between people and
environment. Conflict disrupts the smooth operation of the organization and thus brings
unproductivity.
Reference
Himes, J. S. (2018). Conflict and conflict management. University of Georgia Press
b.
What are the types of conflict?
One way of understanding conflicts is to determine what the disaccord is al l abo u t .
Al th ou gh di ffer ent di sp ut es ar e i n di vid u al l y u n i qu e, th ey can be generally
classified into three; task, relationship or process. Task conflict among top
management is positively associated with performance. Moderate levels of t ask
conflict must be maint ain ed since low level of task conflict i s indicative of low
job commitment whereas, high task conflict would often escalate to relationship conflict.
Out of three types of conflict, relationship conflict is the most prominent in causing
disarray. Why? Because relationship conflicts increase personality clashes and
diminish mutual understanding. It is suggested that people with high openness and who
are emotionally stable work together to transform conflict into s o m e t h i n g p r o d u c t i v e
s u c h a s i d e n t i f y i n g v a r i a n c e s i n p e r s p e c t i v e a n d determining how it could
help solve the task at hand. According to The Definition (n.d.), a low level of process
conflict is an example of a functional conflict that fosters a healthy work
environment that supports the workgroup and improves organizational performance. It
is ideal that conflict in this aspect is maintained at a minimal level otherwise, it would
lead to a dysfunctional conflict that impedes productivity. The following are the definitions
of the three types of conflict:
T a s k c o n f l i c t - conflicts that arise regarding the contents and
g o a l s encompassing the work.
Relationship conflict - conflicts regarding interpersonal relationships.
Process conflict - disagreements over procedures the unit should use to complete
a task.
Another method to comprehend conflict is to consider its locus or t h e st r u ct u r e
w i t h i n w h i c h i t e xi s t s . Dyadic conflict i s a c o n f l i c t b e t w e e n t w o i n d i v i d u al s.
Intragroup conflict i s co n fl i ct ar i si n g w i th i n th e g ro u p . L ast l y, conflicts between
groups are called intergroup conflict. Conflicts do arise in workgroups, whether it is
within or with another. The same as task conflict, conflict under dyadic, intragroup, and
intergroup should be at a moderat e level sin ce, at this l evel, conflict s ar e
positivel y correlat ed to maintaining positive job commitment and positive influence in
performance.
c. Describe the stage of the conflict process.
The conflict process has five stages: potential opposition or incompatibility, cognition, and
personalization, intentions, behavior, and outcomes.
Stage I:
Potential Opposition or Incompatibility.
The first stage of conflict begins with the appearance of conditions that sets the
opportunity for a dispute to arise. Not every condition leads to a conflict, but it is a
necessary element for it to manifest. The condit ion i s gener all y group ed into
communication, structure, and personal variables. Potential conflict sources under
communication are noise, misunderstanding, jargon, and insufficient information. Under the
structure category, a potential source of conflict is the difference in positions. For example,
a manager would like to minimize the chances of uncollectible accounts, and a sales
agent's interest is primarily on getting sales, whether in credit or cash. Their
interest based on their position would clash since one focuses on minimizing credit
losses while the other wants to maximize sales without regard for potential credit
losses. Lastly, personal variables such as differences in preference in values create
conflict.
Stag e II:
Cognition and Personalization.
If the conditions under step I affect another party's interest negatively, then the
potential opposition may be actualized in Step II. It i s insu ffici ent that ther e is
only awaren ess of th e conditions (p erceived conflict). For it to personalize, it
must reach the felt conflict level when individuals become emotionally involved.
Stage III: Intention.
Intentions act as a bridge between people's perception and feelings and their blatant
behavior They are decisions to act in a specific manner. Intentions are critical on
this stage because we infer what the other party's response to the personalization of the
conditions.
Stage IV: Behavior.
This is the part where conflict becomes visible. Statements, actions, and reactions made
by opposing parties, usually as overt attempts to carry out their own purposes, are
included in the behavior stage. This stage is dynamic since it involves an exchange
between parties.
S t a g e V : Outcomes.
The exchange that happened in Stage IV between the conflicting parties creates
consequences. As discussed in Section A of this text, the effects of conflicts may be
functional if the conflict turns into something productive and dysfunctional if disruptive.
d.
What are the dimensions of conflict-handling intentions?
T h e m od el o f t h e t h eo r y o f pl an n ed beh avi o r su g g est s t h at t h er e m u st be
an intention before it materializes into action. In the third stage of the conflict process,
the intention is critical since it dictates how to respond to behavior. Under this
stage, conflict-handling intentions are discussed.
Competing - Behavior that displays disregard for the effects on the other party to fulfill
personal agenda.
Collaborating - Solving problems through clarifying differences rather than taking in
different views.
Avoiding - An act to avoid conflict through avoidance or suppression.
Accommodating - Appeasing an opposing party by placing their interest above yours.
Co m p r o m ising - Both parties give up something to reach conflict
resolution. Compromising is often termed as "meeting at the middle."
e. What are the conflict management techniques?
Confli ct m an ag em ent t echni qu es p r o v i d e m a j o r resolution an d
techniques that aids manager in controlling conflict levels.
stimulation
Some techniques are provided below:
Conflict Resolution Techniques
Problem Solving - Meeting face to face to identify the problem and reach a
resolution through discussion.
Superordinate goals - creating a common goal that cannot be achieved without
the participation of each of the conflicting parties.
Expansion of Resources - increasing the supply of scarce resources.
Avoidance - withdrawing or suppressing conflict.
Smoothing - downplaying the differences and emphasizing common interests of each of the
conflicting parties.
C o m p r o m i s e - Both parties gi ve up so mething to reach conflict resolution.
Compromising is often termed as "meeting at the middle."
Authoritative command - allowing the management to use its formal authority to resolve
the problem and communicate its interest to the parties involved.
A l t e r i n g t h e h u m a n v a r i a b l e - Use o f h um an r el at i o n t r ai n i n g t o ch an g e
disruptive attitude and behavior.
Al t eri n g t h e str uct ur al var i abl e - Altering the organizational structure and
interaction pattern of the conflicting parties through job redesign, transfers and
creating coordinating positions.
Conflict Stimulation Techniques
Communication - using unclear or threatening messages to stimulate conflict levels.
Bringing in Outsiders - adding employees whose background, values, attitudes
differ from the existing members.
Restru cturi ng the org aniz at ion - Di sr upting the st atus quo by incr easing
interdependence, making structural changes, and altering rules and regulations.
Bringing in the devil's advocate - bring in a critic whose main purpose is to argue
against majority positions held by the group.
f. What is a labor union?
According to the Utility Worker's Union of America (2017), labor unions are
organizations that act as an intermediary between the employees and the business that
employs them. Another definition of labor unions by the Department of Labor and
Employment (2017 ) d efin es l abor uni ons as any union or associ at ion s o f
employees that exist in whole or in part for collective barg aining or mutual aid,
interest, cooperation, protection, or other lawful purposes. In a nutshell, labor unions
are established for the primary reason of giving workers the power to negotiate for
more favorable working conditions and other benefits through collective bargaining.
g.
What are labor relations?
According to Berda & Vuda (2017), labor relations is a term describing the
process between employers and employees, management, and unions make
decisions in companies. Decisions taken are usually related to wages, humane working
conditions, hours of work, safety at work, and security. Basically, labor r e l a t i o n s a r e
t h e p r o c e s s w h i c h l a b o r u n i o n s d o t o c o m m u n i c a t e t o t h e management
about the plea of its employees and represent them in negotiating terms to reach conflict
resolution. Just wages and other economic benefits to be provided to the employees is an
important matter to be settled. Workers cannot stay as workers throughout their life and
workers should be assured they can live a prosperous life after retir em ent . Good
working condit ion s i s al so as import ant as ju st w ages. If workers work in a
polluted environment, chances are their savings will be spent on medicines for the rest of
their lifetime.
What is bargaining? What are the types of bargaining?
Judge & Robbins (2017), define negotiation or bargaining as the process where two or
more parties negotiate to allocate limited resources. Bargaining h ap p en s w h en
yo u n eg o ti at e t h e t er m s an d co n d i ti o ns o f a t r an sact i o n . A relatable example
is trying to negotiate in a market for a lesser price in exchange for buying more of their
vegetables. In an organizational setting, negotiations b e t w e e n m a n a g e m e n t a n d
l a b o r u n i o n s , s a l e s a g e n t s w i t h b u y e r s , a n d purchasing agents with suppliers
occur. T h e r e a r e t w o g e n e r a l a p p r o a c h e s t o b a r g a i n i n g Distributive bargaining a n d integrative bargaining. The goals of the varyi ng
bargai ning strategies vary in a lot of aspects. Let us discuss each approach individually.
Distributive bargaining is a bargaining strategy where the negotiation seeks to
divide a fixed amount of resources. This bargaining strategy is similar to "zero-sum
approach" which is a concept introduced in the previous chapters. Under this
strategy, any gain made by one party is at the expense of the other party, thus,
creating a win-lose situation. Each party has a target point and a resistan ce point.
A target point i s th e po in t/ p ri ce w h er e o n e p ar t y aim s to achieve. On the other
hand, resistance point represents the point of the lowest acceptable outcome. The area
between the target point and resistance point is called the aspiration range. If the offers
made between parties falls between the aspiration range, a transaction can be completed.
In t eg r at i ve bar g ai ni ng i s t h e o p p o si t e o f d i st r i bu t i v e b ar g ai n i n g . I n
contrast of distributive bargaining's win-lose situation, integrative bargaining
strives to create a win-win situation. Integrative bargaining assumes that there are
other possible settlements that creates a feeling of victory for both parties. This
bargaining strategy is more preferred since it fosters long-term relationships. For it to
succeed, both parties must be open with information, sensitive to others' needs and trust,
and is flexible.
i. Describe the negotiation process.
The negotiation process is composed of five steps; (1) preparation and planning,
(2) definition of ground rules, (3) clarification and justification, (4) bargaining
and problem-solving, and (5) closure and implementation. All steps will be individually
discussed below.
Preparation and planning.
This step is the most crucial part of all steps. You do not go to war unprepared. Hence,
you need to study every aspect of the topic that needs negotiation. You should study
what the conflict is about, what led to the conflict, what you want from the talks, and
your goal. Say, for example, you are a union leader, and you represent factory
workers who protest for higher wages and more humane working conditions. As
the union leader, you should plan and prepare how to push through with the
agenda of higher wages and good working conditions throughout the whole negotiation
process and not allow other matters to overshadow the main point of the discussion. It is
also important to identify you're and the other sides best alternative to a negotiated
agreement (BATNA). Iden tifying your sid e's BATNA allows you to assess your
lowest acceptable offer. Identifying the other side's BATNA allows you to assess whether you
will come to an agreement with the other party or not, or there is a need for compromise.
Definition of ground rules.
This stage sets the terms of the negotiation process.
"Who will do the negotiation? Where will the negotiation take place? What are the only
issues to be discussed?" These questions will be answered during the second
stage of the negotiation process. Both parties will issue their proposal s and demands in
mind.
Clarification and justification.
In the second stage of the negotiation process, you issue your initial proposals and
demands; this step allows you and the other side to justify, amplify and explain the
premise of your demands. This is an opportunity for both parties to explain the basis
of their demands. Such as what makes it important, why is it necessary, and how they
arrived at that conclusion.
Bargaining and problem-solving.
This is the actual stage where the actual bargaining begins. Both parties will give and
take to arrive at an agreement.
Closure and Implement ation.
T h e fi n al st ep o f t h e n eg o t i at i on p ro cess i s acknowledging the end of the
negotiation process and developing measures to implement and monitor what is agreed.
j.
What is the Catholic Social Teaching on the dignity of the laborers?
To cite an excerpt from CCSW (n.d), "The economy must serve people, not the other
way around. Work is more than a way to make a living; it is a form of continuing
participation in God's creation. If the dignity of work is to be protected, then the basic
rights of workers must be respected—the right to productive work, to decent and fair
wages, to the organization and joining of unions, to private property, and to economic
initiative." This excerpt dictates five basic rights that must be respected to protect the
dignity of the laborers.