Conflict at work
Conflict would usually occur between people or groups of people with different needs or goals, however it can often occur in organisations when people disagree on how to achieve the same goals. Conflict would then prevent these goals from being achieved until it has been resolved. Although conflict at work can cause stress for the people within the organisation, a small amount of controlled disagreement could also potentially be beneficial for the company because it may cause the organisation to review their method or strategy into achieving targets or goals.
According to Mullins (2010) conflict is now considered as the norm; an everyday occurrence as part of life in the 21st century, however this is in extreme contrast to how conflict was perceived in the 19th century, as something that should be avoided altogether. This change in acceptance of conflict at work and everyday life may have occurred due to other elements of life that have changed over time, including the economy, technology, society and labour market.
Personal experience with conflict
During Business A Level, part of the course involved planning, organising and staging an event to raise money for charity. A list of specific job roles were created for the group, including a Managing Director, Financial Planner and Advisor, the Promotional Team and Sales Team, to allocate people to each role, a volunteer system was put in place. One individual volunteered to take on the role of Managing Director, to oversee the work of others within the group, be available to support others throughout their tasks and ensure that deadlines are met. Everyone else within their group took on their job role and began to plan and organise the event, however it became increasingly difficult when the MD failed to support and guide other members in the group. I began to take on certain tasks and responsibility that should belong to the MD in order to ensure that everyone remained on task. After a group meeting, we decided to ask the MD if they wanted to step down from the role or needed some guidance, which they declined. This began to create tension within the group because others were getting frustrated with the lack of commitment, dedication and ability to carry out their role. Arguments broke out within the group because people felt that the MD wasn’t doing enough and therefore should forfeit the role, however others who didn’t want to get involved with the arguments simply stopped working, causing deadlines that had not been met to pass. With only 4 weeks until the event and changes that needed to be made, another group meeting was organised. I volunteered to take on the role of Managing Director if everyone else in the group voted yes. The decision was made, and everyone was now motivated to get back to work and ensure the event was a success.
Overall when working within a group, communication, both before during and after, is vital. If not everyone in the group is happy or pulling their weight, it will result in conflict that can be resolved only through further communication and agreement.
French and Raven (1959)
This theory has been developed on the basis that power within the work place can be linked with conflict. French and Raven believe that there are different types of power, and with that they have divided them into five sources of power.
Five sources of power:
Coercive
The aim of this kind of power is to create order within the work place. A controlling power, often including threatening or punishing behaviour, especially if an individual is not carrying out their job role. Alternatively this type of power can be used to reward individuals that do comply within the work place, for example offering promotional opportunities to those who work hard, whilst others get punished or threaten with disciplinary action.
Reward
Most people work for reward, with the main reward being money, however money is not the only reward that can be seen within a work place. Reward could also include recognition and opportunities. Individuals that are aware that meeting goals and objectives could lead to some kind of reward are more likely to work harder and conform within the work place. For example, if a manager offered an individual a cash bonus in return for reaching certain goals by a given deadline. This arrangement helps both parties get what they want.
Expert
Having expert knowledge in a specific field can come hand in hand with power. This is usually because people are likely to trust and follow people who have a large amount of knowledge on a topic, especially if it is information they require. For example when someone visits a doctor, who is an expert in that field, they would usually trust what the doctor tells them, because they do not know themselves.
Legitimate
This power is related to job role or title; it is the power and responsibility that comes with certain roles, for example a managerial role automatically creates a level of power over the individuals under that management. The power is linked to the position and not the individual within that position, and therefore if the person is to no longer carry out that job role, they would also loose that specific level or amount of power.
Referent
Certain characteristics within an individual can have this type of power, for example a strong personality can often be linked with power. Referent power is also seen when a person is idolised or followed by others who respect them, creating power for the individual being followed over the people following or wanting to be like them. For example a celebrity has the power to influence their fans fashion sense simply by wearing certain clothes.
Work related stress
An article within the Guardian has looked at how longer working hours is having a direct impact on long-term work related illness. Work related stress is likely to increase greatly, especially within the over 65 generation due to retirement age being withdrawn. Older people are likely to put themselves under more stress at work because they are now expected to work until they are older.
This will have a negative affect on workplaces, having staff taking time off to recover from work-related stress and illness can cost companies an extremely large sum of money each year. This figure will increase with the increase of working hours and workload.
Work related illness could be a vicious circle for some individuals, particularly if the individual has money worries. They may need to take time off work for stress, however whilst they are away from work they are becoming more stressed about nor earning money whilst they are not at work; this could lead to needing more time off work.
With the cost of living so high, the lack of job opportunities, and low interest rates, the economy is not helping the situation. Both people and organisations are trying to survive, and for this reason everyone is working harder for anything they can get. But without having specific help, or plans in place for staff within organisations, the problem is only likely to get worse with the economy.
References
Crush, P. (2011) Is your work place making you unwell? [Online]. Available from: http://www.guardian.co.uk/worklifeuk/workplace-stress-unwell-related-illness?CMP=KNCMICTXT4764 {assessed: 01/12/11}
Mullins, L. (2010) Management & organisational behaviour, ninth edition, Essex: Pearson Education Limited.
