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BM 131 GROUP ASS 1

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MANZINI DESIRE N
R2210295G
GARISE TINOTENDA B R2210666A
TAKAENDESA BARLLINGTON
R2212183B
KAME NICOLE R2213001V
TIGERE MUFARO
R2210498V
GWANGWARE JAIROS R2213341M
KAMUSIKIRI KUDZAISHE P
BM131ASSIGNMENT 1
R2212536Q
MUDUKUTI BRIGHT
R2111991J
MUZUVA TARIRO
R2211222N
FINANCIAL ECONOMICS
CHIHOTA ZVIKOMBORERO
R2210965X
MR DIZY
A. Discuss the various sources of conflicts as depicted from the case study
Different expectations among employees and management causes conflicts in a
manufacturing organisation. Usually conflicts arises where employees expectations collides
with management expectations, for example, after realising more profits as an organisation,
employees will expect an increase in salary and incentives whereas management and the
shareholders would want to plough back profits into the business for further expansion..
This triggers conflicts in the organisation. However, different expectations between
employees and management will help the organisation in decision making and implications.
This is because they will be more ideas in the decision basket.
In the case study above, a difference in goals and targets between employees and
management in an organisation triggers conflicts in a manufacturing company. In an
organisation, usually goals of employees and the goals of the management opposes each
other .According to Mc Gregor’s theory X and Y, it said that workers in theory X mainly
concentrate on their personal goals rather than organisational goals. They are an economic
man. This causes conflicts with the management since management will retaliate by setting
unachievable and unrealistic goals .However different goals in an organisation brings new
ideas to the manufacturing company. This will help the management in setting goals which
follows the SMART criteria which go a long way in eliminating conflicts in an organisation.
Every organisation is governed by its rules and regulations which are called morals, norms
and values. And these rules are placed to govern employees in a company. Due to these
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values, conflicts may arise when individual values collide with company values. For
example, a manufacturing company can have a rule which requires every man to cut his
beard and this can cause disagreements with people who have their own values and believe
that a beard is a sign of fatherhood e.g. the mapostori. However, different values in an
organisation help the management in grouping workers when promoting division of labour.
This is that the company will be easily identifying those who share the same values to work
together so they will be able to form informal groups and this can motivate them and
reduce labour turnover in an organisation.
B. Describe the various conflicts resolutions strategies that Mr Zuva could use
to solve conflicts that was in the company
The conflicts resolution strategies that Mr Zuva can use to solve conflicts in the company
may include Improving communication, specialization and job rotation; provide adequate
resources, schedule duties and responsibilities.
Firstly, Mr Zuva may improve communication among his subordinates or within his company
so as to resolve conflicts in the company. Thus Mr Zuva must provide counselling so as to
reduce poor communication among his workforce. He may also introduce a neutral language
so as to promote communication among the subordinates as they will all understand each
other during work. The use of a neutral language may reduce double work and accidents at
work.
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Secondly, Mr Zuva can also use specialization to reduce conflicts in the company.
Specialization reduces conflicts among workers as each worker will do his best in areas in
which he or she is an expect. This will result in increased production as workers will not have
time to debate on the task since workers will be doing tasks they have expertise on.
Since they are conflicts in the company lead by Mr Zuva, he may also provide adequate
resources into the manufacturing company. Mr Zuva may reduce the conflict resulting from
workers not able to share the available resources by making sure that they are enough
resources or the resources are equal to the workforce such that each worker may use his or
her resources at work.
Furthermore, Mr Zuva may resolve conflicts in the company by scheduling duties and
responsibilities. This will reduce conflicts among employees as every worker will know his or
her responsibility at work and will not be able to violate or infringe others.
Moreover, Mr Zuva may increase equity among his subordinates in terms of work
delegations, promotions and duties so as to reduce conflicts in the organization. Therefore
whenever Mr Zuva is making decisions, scheduling duties, assigning work and making
promotion, he must do it equally without taking side.
C. Effects of conflicts as reflected by the case study
1 Substandard work
Work done by employees may
not meet the required standards due to conflicts for
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examples if workers are disagreeing with management they may embark on a goal slow
and this can greatly affect sales.
2 .Communication problems
Conflicts in the organisation begin to manifest in such a way that there were communication
barriers .Employees with same taste and preferences are the one who share information
effectively among themselves same as those with their own preferences. This poor
communication then led to the lack of equal opportunities as employees were hostile other
towards each other.
3 .Resignations
Resignations was there as a result of poor interaction between management and employees
.Some employees were able to agree with the decisions made by the business while others
were feeling threatened due to different expectations or personal styles .This caused some
employees to resign because of lack of motivation while other employees felt motivated.
4. Formation of opposing groups
Employees formed two opposing groups ‘’US’’ and ‘’THEM’’ mentality due to conflicts in the
organisation .Due to these divisions among workers there was no team work that
discouraged creation of innovative ideas for the achievement of the organisational goal
.This was also a barrier for the effective flowing of information .Employees were became
unable to share organisational resources due to the formation of these groups.
5. Resistance
As a result of conflicts according to the study ,workers became resistant to solve any issues
.This caused management staff not to intervene that caused difficulties when delegating
tasks to employees because they can feel discriminated if their opinions are rejected
whereas other employees decisions are accepted .Due to resistance the is no equal
opportunities among workers in the organisation.
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D. Difference between functional and dysfunctional conflicts
Conflict may cause disagreements, hostility or incapability between individuals or groups in
the organisation. Conflicts may be functional or dysfunctional.
Functional conflicts is when people have opposing goals that can resolved easily whilst
dysfunctional conflicts is a conflict in which people cannot work together to archive common
goals often due to lack of resolution differences.
Functional conflicts can be good to an organisation since it promotes a healthy exchange of
ideas and promotes creative thinking among employees involved in the conflict whereas
dysfunctional conflicts only pose negative effects since both parties involved will have
opposing views and will tend not to work together, resulting in the draining of productive
energy of the employees.
Functional conflicts promotes competition among the groups of employees which results in
increased efforts and motivation of employees which increases the organisation's output
level, on the other hand dysfunctional conflicts will lead to the reduction of pxnlevelssince
individuals will be against each other, this disturbs the production process and the conflict
may be against organisational goals which is detrimental to the firm.
Conclusively functional conflicts is of great benefit to the firm since there is stimulation off
or change among employees whereas dysfunctional may lead to high labour turnover which
negatively affects the firm.
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REFERENCES
Waterhouse, T (2018) functional and dysfunctional conflicts (online) available at
http//:loriwaterhouse.weebly. Com (accessed on 1 October 2022)
Bartley, C (2020) functional and dysfunctional conflicts (online) available at
https://www.bartleby.com › essay (accessed on 22 Sept 2022).
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