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 1 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. 2 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 3 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. 4 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. 5 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). 6 7
