The conflict, I am currently faced with, influences organizational culture and project performance. Working on a complex project, the team cannot come to an agreement about the best solution and future project development needs. The team has worked on this project for half a year, and has to accept the most important decision related to project outcomes and success. Each of the employees proposes his problem-solving approach, but refuses to accept or analyze the approach proposed by other employees. Some of the team members have no interest in their job because they cannot be creative and innovative. Motivational conflict is also inevitable and on some occasions can actually be beneficial to the greater well-being of the organization. The main causes of the conflict are lack of mutual trust and poor communication between team members. While it is still a good course of action to prevent misunderstanding, when it does arise the effective manager needs to understand the nature and the causes of the conflict and then choose an appropriate action to deal with it.
Teamwork and organizational design influence organizational culture and performance. The case of the project conflict proves that well-thought organizational design and teamwork lead to positive climate and high morale of employees. To the extent that organizations can agree on goals and on the means to attain them, organizational politics can be reduced. In the absence of this qualification there will be differences of opinion and conflict (Scott, 2002). Differences of opinion that take in all available points of view are useful in formulating the right goal. However, if conflict becomes bitter, focused on personalities, or results in power struggles, the organization will be harmed. Few organizations retain the dispassionate efficiency to consistently focus on totally clear and agreed-upon goals. What is clear is that in all organizations, at least some stakeholders will disagree as to means or ends. Therefore, there will always be some degree of political activity and the use of power. Nevertheless, generalizations can be made about the kinds of organizations in which there is more likely to be agreement on goals and the means to attain them (Schien, 1996).
Team members worry about changes and experience some stress caused by work problems. The organizational interest is served by the foregoing approach because it benefits from the decision maker’s personal interest and effort in controlling each supporting dialogue. In effect, the decision-maker addresses and works out the concerns of the interested parties in each of the component dialogues as part of the decision-making process. The usual result is a rational decision acceptable to all the interests involved. At the present time the managerial playing field is not level (Senior, 2002).
In order to avoid such situations in the future the HR manager should pay attention to (1) personal needs of employees and (2) their career hopes, (3) interest in the job they perform and (4) possible training programs. Also, it is important to recognize level of responsibility and advancement opportunities for professional workers. The appeal approach is solving conflicts is also a part of ethical program. It implies that the organization’s main task is to help employees to keep their ace and meet moral and ethical principles they value (Scott, 2002). In such situation, the committee is composed of employees from the organization and various representatives of community organizations. Once both the project capabilities and community needs are established, then some form of ethical procedure is established for determining the best solution.
Schien, E. H. (1996). Organizational Culture and Leadership. Jossey-Bass.
Senior, B. (2002). Organizational Behavior. Pearson Higher.
Scott, W. Richard. (2002). Organizations: Rational, Natural, and Open System Perspectives (5th Edition). Prentice Hall.