Xa
Team Dynamics
Conflict Management through third party Intervention ⑥
How well the team works together to achieve the goals
·
> Conflict resolution steps of the business .
Negotiation compromise by themselves
· -
·
Synergy
Conciliation facilitate the discussion
- 1 3
-
·
+
1 =
· mediation -
provide advice
call
·
Arbitration-make a
judgement ·
Role overload -
one member takes on
more than cope with
-> The Con-arb process Role conflict-one
· member wants play a certain role
one Step process of conciliation and arbitration for unfair
Role ambiguity
·
· -
lack of Clarity between roles
labour practices affecting individuals .
· continuous action in one day .
·
compulsory in matters relating to probation .
Conflict Management 2
-> CCMA
· Commission for Conciliation Mediation and Arbitration
·
A disagreement
where the parties involved perceive a
External labour dispute resolution
,
threat to their needs interests or concerns
body= solves problems
·
.
. ,
·
Prevents labour unrests and boosts morale -> Functional Conflict
↳) Strikes and lockouts
·
Promotes productivity
·
Non-aggressive
Involved in workplace restructuring Stimulates creativity and allows ideas to flow
·
.
· .
-> Workplace Forums (WPF)
·
Disagree ,
but can still work together .
Positive higher productivity
· =
Trade union apply to CCMA for WPF
Dysfunctional Conflict
·
->
.
·
Ensuring all level of employees have a
say . ·
Hampers productivity
& 47S8 Urce
·
Aggressive violence
together
· ·
WPF Refuse to work
decision-making with Senior
management employees
·
Consensus and
·
productivity
poor decision-making
.
Reduced
·
Disciplinary
Efirmative
·
↳ Decisions procedures =
+ ·
Waste of resources
↳ No consensus :
Taken to
decision-making CCMA -
-
Ch 1
Reasons for Conflict
-
.
-> Employers Organisation conflict 3
· Provide members with a Labour and /or Industrial Relations expert management -> Change
Resistant
Employers
·
National Association of Private
Unknown-uncertainty
·
·
Fear of
·
National Employers' Association of South Africa ·
aut of comfort zone
· some work in specific industries · Stressed Out
minerals Electrical
↳ Road
Freight Council Contractors
-> Inclusivity and Cultural Diversity
Ignorance
,
, ·
Acceptance and
-> Trade Unions ·
Stereotyping and prejudice
·
Different
backgrounds think differently from you
-
Skill manager -> Lack of or poor communication
Recommendations for conflict management
needs to manage conflict
-
4 ·
Employees
,
not informed work/role ambiguity
-> Ability to deal with change ·
poorly defined job descriptions and
-> Smoothing ⑤ Communication less stress
·
=
inconsistent actions from management
· Short term focus on Explain need for Change
·
· Result of poor listening Skills- misunderstanding
and cultural
·
differences are ignored tast at hand -> Tolerance regarding Incity diversity -> Resource Allocation
·
conflict in the future Exposure to
·
Insufficient Unequal
·
fighting for
diversity- of differences
-
cultural =
distribution resources
-> Forcing resources
Autocratic Acceptance
eastity HR, Financial and physical resources
= =
· ·
·
·
Authority forces solution to the problem on the
-> Communication Skills
Interdependence
·
subordinate ↳) approval from I delay in
communication clear and understandable
.
=
finance purchase department
·
-> Avoidance communication tools
Skills and abilities are resources
ignoring it
·
pretending it is not there
· or .
·
used when perception exists
·
·
·
for trivialissues
serious conflict = worsen the conflict over time .
nem?
meetings
Board -> Personalities and Emotions
Different personalities React with different
·
thrown together
=
emotions to Situations
-> Think Act Strategically Type A # type b
-> Compromise and ·
·
democratic
style
·
StrategicI Shared vision ·
Type A type A
·
both parties have equal power planning and mission
·
mutual give and take .
↳ helps employees to understand the purpose -
·
worsen over inner and direction of the organisation
time conflict
-> Emotional Intelligence
manage relationships in a mature manner
·
·
Be understanding
·
keep emotions in check
, Levels of Business Ethics
⑬ ①
Business Ethics
-> Individual levels ·
How personal values principles and are applied in a business function .
↳ Plagarism
·
governs the way the employee should act .
behaviour
account
·
= values
Ethics human morals or which govern good .
↳ Cheat on an expense
Shared organisational Culture
↳ Accept a bribe
·
·
create policy that assits employees' wellbeing .
-> Organisational level
earn profit
↳ Unethical or illegal acts to .
↳) Pressure others to overlook wrongdoings
in the interest of the business's reputation/image .
-> Professional level
7) Accountant advising a client to deduct questionable
items for tax purposes
j
/
↳ Lawyer offering a plea bargain= benefit their career and
not their client .
Ethical issues
↳ Doctor risking harmful side effects for the patient=
gain favour from pharmaceutical company . -> Conflict of interest
Situation in which an individual or business is involved in
Societal level
-> ·
multiple interest and serving one interest could involve
·
Determing the acceptability of actions in society .
working against another .
Go-between payments
-> Bribes Corruption and Inappropriate
·
↳ bribeor
payment to make sure a transaction runs smoothly Ch 2 , gifts
Bribes
.
.
· persuade someone to act in one's favour
Trading/sports
=
·
on religious holidays Corruption misue of public power
Professionalism
.
=
· .
-> International level t
Inappropriate -> Sexual harassment
·
·
Companies involved in countries where there are human rights Ethics
t
violations .
·
Economic sanctions -> Sexual Harassment
· Unwelcomed and uninvited sexual advances
↳ physical or verbal
·
person of authority
·
Any gender
- Insider Trading
·
Illegal practice of buying and selling shares on the stock
exchange with the advantage of having "insider" access to
Code of Ethics vs Code of Conduct ⑭ confidential information .
-> Piracy
-> Code of Ethics ·
Unauthorised and illegal duplication of products protected by
principles and patents or copyrights
Defining values under which
.
· the morals ,
Intellectual property
· -
an organisation operates
-> Counterfeiting and Bootlegging
.
-> code o Conduct
·
Regulating the expected behaviour for proper business ·
Counterfeiting copying limitating a product and trying to
=
practice .
it off S the
pass original .
·
Bootlegging illegal distribution of
=
a product .
e -
Team Dynamics
Conflict Management through third party Intervention ⑥
How well the team works together to achieve the goals
·
> Conflict resolution steps of the business .
Negotiation compromise by themselves
· -
·
Synergy
Conciliation facilitate the discussion
- 1 3
-
·
+
1 =
· mediation -
provide advice
call
·
Arbitration-make a
judgement ·
Role overload -
one member takes on
more than cope with
-> The Con-arb process Role conflict-one
· member wants play a certain role
one Step process of conciliation and arbitration for unfair
Role ambiguity
·
· -
lack of Clarity between roles
labour practices affecting individuals .
· continuous action in one day .
·
compulsory in matters relating to probation .
Conflict Management 2
-> CCMA
· Commission for Conciliation Mediation and Arbitration
·
A disagreement
where the parties involved perceive a
External labour dispute resolution
,
threat to their needs interests or concerns
body= solves problems
·
.
. ,
·
Prevents labour unrests and boosts morale -> Functional Conflict
↳) Strikes and lockouts
·
Promotes productivity
·
Non-aggressive
Involved in workplace restructuring Stimulates creativity and allows ideas to flow
·
.
· .
-> Workplace Forums (WPF)
·
Disagree ,
but can still work together .
Positive higher productivity
· =
Trade union apply to CCMA for WPF
Dysfunctional Conflict
·
->
.
·
Ensuring all level of employees have a
say . ·
Hampers productivity
& 47S8 Urce
·
Aggressive violence
together
· ·
WPF Refuse to work
decision-making with Senior
management employees
·
Consensus and
·
productivity
poor decision-making
.
Reduced
·
Disciplinary
Efirmative
·
↳ Decisions procedures =
+ ·
Waste of resources
↳ No consensus :
Taken to
decision-making CCMA -
-
Ch 1
Reasons for Conflict
-
.
-> Employers Organisation conflict 3
· Provide members with a Labour and /or Industrial Relations expert management -> Change
Resistant
Employers
·
National Association of Private
Unknown-uncertainty
·
·
Fear of
·
National Employers' Association of South Africa ·
aut of comfort zone
· some work in specific industries · Stressed Out
minerals Electrical
↳ Road
Freight Council Contractors
-> Inclusivity and Cultural Diversity
Ignorance
,
, ·
Acceptance and
-> Trade Unions ·
Stereotyping and prejudice
·
Different
backgrounds think differently from you
-
Skill manager -> Lack of or poor communication
Recommendations for conflict management
needs to manage conflict
-
4 ·
Employees
,
not informed work/role ambiguity
-> Ability to deal with change ·
poorly defined job descriptions and
-> Smoothing ⑤ Communication less stress
·
=
inconsistent actions from management
· Short term focus on Explain need for Change
·
· Result of poor listening Skills- misunderstanding
and cultural
·
differences are ignored tast at hand -> Tolerance regarding Incity diversity -> Resource Allocation
·
conflict in the future Exposure to
·
Insufficient Unequal
·
fighting for
diversity- of differences
-
cultural =
distribution resources
-> Forcing resources
Autocratic Acceptance
eastity HR, Financial and physical resources
= =
· ·
·
·
Authority forces solution to the problem on the
-> Communication Skills
Interdependence
·
subordinate ↳) approval from I delay in
communication clear and understandable
.
=
finance purchase department
·
-> Avoidance communication tools
Skills and abilities are resources
ignoring it
·
pretending it is not there
· or .
·
used when perception exists
·
·
·
for trivialissues
serious conflict = worsen the conflict over time .
nem?
meetings
Board -> Personalities and Emotions
Different personalities React with different
·
thrown together
=
emotions to Situations
-> Think Act Strategically Type A # type b
-> Compromise and ·
·
democratic
style
·
StrategicI Shared vision ·
Type A type A
·
both parties have equal power planning and mission
·
mutual give and take .
↳ helps employees to understand the purpose -
·
worsen over inner and direction of the organisation
time conflict
-> Emotional Intelligence
manage relationships in a mature manner
·
·
Be understanding
·
keep emotions in check
, Levels of Business Ethics
⑬ ①
Business Ethics
-> Individual levels ·
How personal values principles and are applied in a business function .
↳ Plagarism
·
governs the way the employee should act .
behaviour
account
·
= values
Ethics human morals or which govern good .
↳ Cheat on an expense
Shared organisational Culture
↳ Accept a bribe
·
·
create policy that assits employees' wellbeing .
-> Organisational level
earn profit
↳ Unethical or illegal acts to .
↳) Pressure others to overlook wrongdoings
in the interest of the business's reputation/image .
-> Professional level
7) Accountant advising a client to deduct questionable
items for tax purposes
j
/
↳ Lawyer offering a plea bargain= benefit their career and
not their client .
Ethical issues
↳ Doctor risking harmful side effects for the patient=
gain favour from pharmaceutical company . -> Conflict of interest
Situation in which an individual or business is involved in
Societal level
-> ·
multiple interest and serving one interest could involve
·
Determing the acceptability of actions in society .
working against another .
Go-between payments
-> Bribes Corruption and Inappropriate
·
↳ bribeor
payment to make sure a transaction runs smoothly Ch 2 , gifts
Bribes
.
.
· persuade someone to act in one's favour
Trading/sports
=
·
on religious holidays Corruption misue of public power
Professionalism
.
=
· .
-> International level t
Inappropriate -> Sexual harassment
·
·
Companies involved in countries where there are human rights Ethics
t
violations .
·
Economic sanctions -> Sexual Harassment
· Unwelcomed and uninvited sexual advances
↳ physical or verbal
·
person of authority
·
Any gender
- Insider Trading
·
Illegal practice of buying and selling shares on the stock
exchange with the advantage of having "insider" access to
Code of Ethics vs Code of Conduct ⑭ confidential information .
-> Piracy
-> Code of Ethics ·
Unauthorised and illegal duplication of products protected by
principles and patents or copyrights
Defining values under which
.
· the morals ,
Intellectual property
· -
an organisation operates
-> Counterfeiting and Bootlegging
.
-> code o Conduct
·
Regulating the expected behaviour for proper business ·
Counterfeiting copying limitating a product and trying to
=
practice .
it off S the
pass original .
·
Bootlegging illegal distribution of
=
a product .
e -
