3 pagesapasources5Conduct a K.S.F. analysis by addressing t.docx
- 1. 3 pages apa sources:5 Conduct a K.S.F. analysis by addressing the following: Identify the key success factors necessary for success in the industry in which your venture would be competing, including the expectations of customers. Weigh each factor to reflect its relevance to success in the industry(Event planning). Identify two competitors in your industry. Evaluate your competitors and your venture against those key success factors, assigning weights. Sum individual ratings to get overall measure of competitive strength for each rival and for your new venture. Evaluate your venture?s overall competitive strength relative to rivals and to customer expectations. Determine a course of action to enable your venture to achieve competitive advantage in your industry relative to the industry?s key success factors and the position of your competitors. In addition to the requirements above, your paper: Must be double-spaced and 12 point font. Must be formatted according to APA style. Must reference two scholarly sources in addition to the textbook. Must include a reference page written in APA format. NO PLAGIARISM PLEASE INSTRUCTOR IS STRICT TEXT: http://proeunthat.files.wordpress.com/2013/11/concepts-in-
- 2. strategic-management-business-policy.pdf GRADING RUBIC: https://ashford.waypointoutcomes.com/assessment/1132/preview 7.4 Conflict and Management Communication Learning Objective # 4: What forms of conflict exist in organizations, and what roles do communication channels play in those conflicts? Interpretations of the term "conflict" have taken several directions in the past few decades. One early perspective suggested that conflict constitutes a negative force. Words such as "violent," "destructive," and "angry" portray this point of view. As time passed, conflict began to be conceptualized as a continuum from mild disagreement to major confrontations, but still with a negative connotation. More recently, concepts of conflict have evolved from considering it as something to be avoided or eliminated to viewing conflict as an inevitable, but manageable, process. Some see conflict as a driving force that leads to innovation and much-needed change (Fink, 1968; De Dreu & Van de Vliert, 1997). For our purposes, conflict will be defined as a circumstance in which one party negatively affects or seeks to negatively affect another party in both observable and perceived ways (Thomas, 1992; Wall & Callister, 1995). Some forms of conflict take place even when it would be difficult to point it out as an observable event. In others, the manifest strife will be readily apparent. Conflict can be compared to another concept, competition, which is a situation in which all parties in an event or situation attempt to do their best, and the winner emerges as the person or group with the highest level of performance. A sales contest between individuals or teams is a competition; a confrontation between two members of a sales force in which one accuses the
- 3. other of "stealing a sale" becomes a conflict situation. Conflict has been conceptualized as taking two forms. Functional conflict serves the organization's interests in some way. An example of functional conflict would be one in which improvement in performance or greater cooperation among individuals or groups takes place. Other terms used to describe functional conflict include constructive, cooperative, and substantive conflict (McGrath, 1984). Dysfunctional conflicts include the destructive activities that hinder group or organizational performance (Amason, 1996). Poor organizational communication can create dysfunctional conflicts. Quality communication systems assist in developing and resolving functional conflicts, and aid in avoiding many conflicts. Levels of Conflict Many forms of conflict exist. Members of the business community should be aware that four levels of conflict occur in the workplace. Resolving conflict cannot occur until the level has been properly identified. The four levels of conflict are: between individuals between groups or departments between companies with the government Communication processes often accompany the various forms of conflict. Table 7.9 lists the communication venues that can become part of both functional and dysfunctional conflicts. Table 7.9: Communication channels and conflict Interpersonal Group Between Companies With the Government Face-to-face verbal Meetings Advertising Meetings with officials Memos and letters Informal channels Media releases Media releases
- 4. Telephone Social media Court documents Court documents Email and text Email and memos Social media Social media Social media Meetings with supervisors Conflicts Between Individuals Conflicts between individuals, or interpersonal conflicts, take place between employees both on- and off-site. Personality conflicts often result from workplace incivility and risky communication. Examples of incivility and risky communication are: sexually inappropriate comments, racial or ethnic slurs, ridicule of older or younger workers, derision based on sexual orientation, and insensitive comments about physical or mental disabilities (Blau & Anderson, 2005). Workplace bullying is repeated, health-harming mistreatment of one or more persons. Bullying involves one or more perpetrators and takes the form of verbal abuse, offensive conduct, and work interference (Workplace Bullying Institute, 2011). Workplace bullying can create another forum for conflict. Reyner & Hoel (1997) identify five types of workplace bullying, including the items in Table 7.10. Bullying can happen at the same organizational rank (employee to employee) or involve hostility by a supervisor toward an employee. The tactics in Table 7.10 lead to various types of conflicts, some of which go unresolved, as the individual is too intimidated to react. Others lead to withdrawal behaviors, including increased absenteeism and the search for a different job. Table 7.10: Types of workplace bullying Threats to professional status Belittling opinion Public professional humiliation Accusation regarding lack of effort Threats to personal standing
- 5. Name-calling Insults Intimidation Devaluation with regard to age Isolation Preventing access to opportunities Physical or social isolation Withholding of information Overwork Undue pressure Impossible deadlines Unnecessary disruptions Destabilization Failure to give credit when due Meaningless tasks Removal of responsibility Repeated reminders of blunders Setting up to fail Conflicts between individuals play out in many ways, as do the
- 6. bullying tactics in Table 7.10. Face-to-face confrontations are the most visible and require the most direct, quick action. Other interpersonal conflicts take place in the form of email exchanges, comments made in meetings, questions and arguments following presentations, text messages, and sometimes hostile memos and letters. Telephone skirmishes are also common in commerce. More recently, postings on Facebook, in Twitter accounts, and through other social media indicate the presence of conflict. Remember that anything you post electronically, such as an email or text, is typically considered the property of the company. As with any message you put in writing, it can provide evidence of your misbehavior, inappropriate use of language, and other transgressions. Groups and Departments Intragroup conflict refers to incidents between members of one group. Disagreements about goals, methods of operation, and who will be the leader create intragroup conflicts. The end result can be poor decisions and ineffective group functioning, when conflicts are not properly managed and resolved (Bazerman & Neale, 1992). Intragroup conflict takes the forms of confrontations during meetings, between group members in other locations (face-to-face) and also by phone and email, and through social media. Many times, informal communication or gossip becomes part of the conflict process. Intergroup conflict transpires between various groups or departments. Besides conflicts between departments within companies, other factions can emerge around any common point between employees (e.g., ethnicity, gender, position of power, etc.) and this can become the basis for various battles. Intergroup conflicts emerge when disagreements about goals, differences of opinion about which group should be assigned a project or task, or budget allocations become the focus of attention. Intergroup conflicts may be brought to the attention of management through memos and emails, and by asking for personal contacts with managers at high levels to present grievances regarding the conduct of the other group or
- 7. department. Conflicts Between Companies Numerous conflicts emerge between companies over proprietary matters. Often, conflicts involve advertising claims or other business tactics deemed unfair or designed to compete in unfair, illegal, or unethical ways. In those circumstances, company leaders engage in private negotiations, issue public statements and releases, and request the intervention of entities such as the Better Business Bureau and Federal Trade Commission. As an example of conflicts between organizations, the toy company Mattel employed an individual named Carter Bryant for many years. Bryant left the company and became part of MGA Entertainment, where he designed and developed the popular Bratz line of dolls to compete with Mattel's Barbie brand. Mattel's executives claimed that Bryant came up with the idea for the Bratz line while still employed at Mattel. After intense confrontations, the matter went to court. Mattel won a $100 million judgment against MGA Entertainment; however, no punitive damages were assessed. Both sides claimed victory as a result (WCCO, 2010). A wide range of additional conflicts are possible beyond disputes over products. Companies may dispute rights to other properties, employment of rival workers, theft of trade secrets, and clash over suppliers and retail outlets. The issues and communication tactics vary by the type of engagement involved. Conflicts With the Government Conflicts between companies and with the government mayinvol ve the use of formal mediation. Many companies engage in various types of conflict with gover nmental officials and agencies. Disagreements over regulations, taxes due, and meeting various regulatory requirements can spur clashes with i
- 8. ndividuals from the government. These include encounters with local, state , and national officials, depending on the size and scope of the compa ny and the issue involved. Also, some company managers in international f irms cope with governmental officials from other countries. Domestically, conflicts arise with representatives of the Environ mentalProtection Agency, Occupational Safety and Health Admi nistration, InternalRevenue Service, Food and Drug Administrat ion, and Federal TradeCommission. Communication venues with these individuals include formalwritten reports, in- person meetings, telephone conversations, emailcorrespondence, courtrooms, and formal mediation situations. An increasingnum ber of companies take disputes with governmental organizations to thepublic through public relations releases and social media campaigns. Each of these four types of conflict requires an intervention. In the case of an intrapersonal conflict, a counselor or adviser may assist.Intragroup and intergroup conflicts may be resolved in a variety of ways, most notably by the intervention of managers. Conflictsbetween companies and with the government often resu lt in reliance on attorneys to assist in reaching an acceptable sol ution. Managerschoose the most appropriate method for dealing with each problem as it arises. Stages of Conflict In 1967, Louis Pondy developed an often- used model of conflict. A modified version appears as Figure 7. 1. Pondy's model notes the presence of the conflict cycle, in which individuals or groups en gage in a series of conflicts, even when they are only spectators. Thiscauses them to become increasingly sensitized to the events, which in turn makes subsequent conflict more likely. After a series of conflicts has been resolved, the company enters a more tranquil period. D
- 9. uring that time, individuals and groups may become morepatient with each other, and the net result will be reduced numbers of potential and open conflicts. Managerial skill and in tervention can break the cycle of increasing conflict. Figure 7.1: An adaptation of Pondy's conflict model This adapted version of Pondy's model shows the conflict cycle, which starts with latent conflict or all thepotential sources of th e conflict. The cycle continues with felt and perceived conflicts. Then comes open conflict,which is the confrontation resulting f rom escalation of the issue. After open conflict, resolution must take place.The aftermath of the conflict then cycles back to late nt conflict again. Adapted from: L. R. Pondy (1967). Organizational Conflict: Co ncepts and Models. Administrative Science Quarterly, 12(Septe mber), 296–320. As shown in Figure 7.1, latent conflict represents all the potenti al sources of conflict at the individual or group level. These pot entialsources may or may not erupt into open confrontations. So me problems may exist for years without ever becoming manifes t. Others maytake a "fast track" and quickly develop into alterca tions. Table 7.11 lists the potential sources of conflict within an organization. A lack ofcommunication or poor communication can worsen latent conflicts. Misinterpreted messages often heig hten personality issues and otherdisagreements. Posts on social media can also exacerbate any latent sources of conflict. Felt conflict occurs when people know something is wrong but c annot pinpoint the source. It is not unusual to have the experien ce ofwalking into a room and feeling immediately that somethin g is wrong without knowing the actual problem. That point is th e felt conflictstage. Perceived conflict means that those near a conflict know the iss ues and the people involved, yet do not feel discomfort from it. In essence,the conflict is "someone else's problem." Often perce ived conflicts appear in other departments or parts of the organi
- 10. zation. When two individuals or parties become engaged in a conflict, p erceptions play major roles. Inaccurate perceptions of the other side'sposition or of the issue at hand lead to inaccurate mutual p erceptions in which resolution becomes increasingly difficult (H ynes, 2011). Inessence, as felt and perceived conflicts intensify, perceptions become distorted. The tendency shifts toward inter preting people andevents as either with one side or against that side. Thinking reverts to more stereotypical and biased forms th at favor a person'sviewpoint. This sets the stage for more- open conflict. Open conflicts appear as showdowns, confrontations, and other outward signs. Often an open conflict results from ongoing esca lation ofthe issue. As this takes place, communication between t he parties decreases, issues become blurred by generalizations a nd blanketstatements, such as "You always . . ." or "You never . . ." Parties to the conflict lock into positions and tend to magni fy differences andminimize similarities between the two sides. Manifest conflict behaviors include yelling, loud arguments, an d violence toward others at the individual level and work slowd owns,strikes, and deliberate rules violations at the group level. Evidence of conflict in meetings or presentational formats can b e revealedthrough the questions audience or team members pose . Controlling questions take the form of mini- lectures in which one side of anargument or disagreement seeks to dominate the other. Hostile questions aggressively point out t he conflict at hand (Munter, 2012). Otherforms of manifest conf lict are found in memos, emails, and phone exchanges between t he parties. At that point, conflict resolution musttake place. A manager or arbiter will need to step in. Conflict resolution includes an understanding of the concerns of the parties. Both concerns about personal outcomes and concer ns aboutthe other side's outcomes affect the nature of the confli
- 11. ct. Figure 7.2 lists the potential responses. Figure 7.2: Responses to concerns Both concerns about personal outcomes and the other side's outc omes affect the nature of the conflict andsubsequent responses. When one side has little concern about the other's outcomes, tw o responses are contending and inaction. Contending or competi ngoccurs when one side fully pursues its outcomes with no regar d for the outcomes of the other side. Other terms associated wit hcontending are dominating and forcing (Rahim, 1985). Forcing expresses a high concern for production with low concern for p eople(Hall, 1986). With this approach, one sees stronger tactics, such as threats, intimidation, and unilateral action. Inaction or avoiding is withdrawal or remaining passive during t he conflict.The passive party has little regard for its own outco me and is not concernedabout the other's outcome. Some authors equate inaction or avoiding with alow concern for people and a low concern for production in the workplace(Blake & Mouton, 1 970). In response, one side retreats from the conflict. A third response involves circumstances in which concerns for t he other'soutcomes are high. Two possible actions are yielding a nd problem- solving.Yielding or accommodating involves seeking to help the other side achieveits outcomes with little care about one's own outcomes. Yielding can also betermed obliging or smoothing (R ahim, 1985). It occurs when one party hasa high concern for peo ple and low concern for production (Thomas &Kilman, 1974). Problem- solving or collaborating occurs when high concern for the other' soutcomes accompanies high concern for one's own outcomes, a nd when theparties share high concerns for both people and prod uction (Blake &Mouton, 1970). The goal becomes a win- win solution. Problem- solving has also been labeled as an integrating approach. When moderate levels of concern emerge for both personal outc omes and the other side's outcomes, and concerns for people and
- 12. production are also moderate, the most common approach invol ves compromising. A compromise becomes more likely when co nsensuscannot be reached, the goals of the two parties are not st rongly connected, and the two sides hold equal levels of power. Managers normally have the responsibility of discovering the re lative positions of the two sides to a conflict. In order to resolve theconflict, managers try to identify the level of give-and- take that will be possible by assessing the strength of commitme nt each side has toits position. More effective negotiations or re solutions then become possible. Then, the venue and method for conflict resolution can bechosen. Individual meetings and grou p settings can accommodate conflict resolution. For Review What are the five main responses possible in a conflict resolutio n, based on levels of concern for others? The Steps of Conflict Resolution A manifest conflict often requires a cooling- off period before any attempt at resolution can start. When emot ions are high, reasonabledialog will be unlikely. When an arbite r or manager surmises that both sides have sufficiently calmed d own, conflict resolution cancommence. The steps of the conflict resolution process are: 1. Identify the parties involved. 2. Identify the issues. 3. Identify the positions of the parties. 4. Find the bargaining zone. 5. Make a decision. Managers identify the parties by investigating whether a conflic t involves individuals or groups. Identifying the issues takes tim e. Often aconflict becomes manifest through an unrelated issue. When two employees become involved in a shoving match over a space in theparking lot, the real conflict may be that one perso n was passed over for a promotion that was given to the person who "stole" hisparking space. When identifying the positions of the parties, a two- person or two-
- 13. group conflict should have a fairly straightforward analysis. Ma nytimes, however, a problem or concern exhibits many facets, a nd the net result will be that several people or coalitions have s ome sort ofvested interest. In that circumstance, the moderator t ries to determine the agendas of each party. The bargaining zone may be kept confidential, presented openly , or can be deciphered by a third party. In a conflict resolution, t hebargaining zone represents the settlement range in a negotiati on, or the boundaries of acceptable solutions for both sides. It c onsists ofthe area in which give-and- take can be carried out. At times, no such range may be found; o ne side will win and the other will lose. Table7.12 suggests key negotiation techniques when seeking to resolve a disagreement. Table 7.12: Negotiation techniques during conflict resolution Focus on ideas and information rather than personalities Find areas of agreement Deal with important rather than trivial issues Discuss potential tradeoffs Identify objective criteria when assessing solutions Find ways to move on following a resolution Source: Andrews, D. C., & Andrews, W. D. (2004). Managemen t communication: A guide. Boston, MA:Houghton Mifflin Comp any, 150–152. Making the final decision determines the outcome of the conflic t. A win- win solution allows all sides to make gains in the conflictresolut ion. Win- win solutions can occur only when four conditions have been m et (Zand, 1972): 1. The parties believe cooperation will be better than conflict. 2. The parties trust each other. 3. Status differences between the parties have been minimized. 4. Mutually acceptable solutions can be found. A win- lose solution means one side gains the advantage over the other. A lose-
- 14. lose, or compromise, means both parties gain on someissues but lose on others (Rackham, 1976). When the result of a conflict resolution has been well handled, benefits may appear. Table 7.13 lists some of the positive outco mesassociated with dealing directly with conflict. These occur a t the interpersonal, intergroup, and intragroup levels. Table 7.13: Benefits of dealing directly with conflict Individual Stronger relationships with co-workers Increased self-respect for taking action Personal growth and development in understanding how you res ponded Organizational Increased efficiency and effectiveness following effective resol ution Spurs creativity Allows for synergy and teamwork among employees Source: O'Rourke, J. S. IV (2010). Management communication: A case- analysis approach (4th ed.).Upper Saddle River, NJ: Prentice Ha ll. Conflict Outcomes The goal of any conflict resolution should be to reach a function al settlement. Three desired outcomes of conflict resolution are (1)agreement, (2) stronger relationships, and (3) organizational learning. Agreement has been achieved when both sides believe asettlement was fair or equitable. Stronger relationships emerge when both parties try to build trust and goodwill for the future. Organizational learning takes place when an individual or group achieves greater self- awareness and/or better understands how to findcreative solutio ns to problems. While desirable, these goals will be difficult to achieve. Many times, the negative aftereffects of conflict, aslist ed in Table 7.14, become the result. Table 7.14: Potential negative aftereffects of conflicts
- 15. Anger, revenge, continuing attempts to make the other side look bad Noncompliance with orders and decisions Reduced effort/passive resistance Empire building, withholding information, territory defense Increasingly legalistic approach to tasks and assignments Withdrawal behaviors such as daydreaming or meeting in group s to visit New lobbying efforts Sarcasm in front of the mediator Increased sensitivity to statements and comments Effective management of conflict includes two primary activitie s. The first involves managers actively analyzing potential sourc es ofconflict at all times. Then reducing, modifying, or removin g the source can be accomplished. Second, managers should see k to becomeadept conflict arbiters. Remember that impartiality, a sense of humor, and a calm disposition are major assets in con flict resolution.