ermc final assignment
DESCRIPTION
ERMCTRANSCRIPT
ASIA PACIFIC INSTITUTE OF INFORMATION TECHNOLOGY
IN COLLABORATION WITH
STAFFORDSHIRE UNIVERSITY UK
BA (Hons) in Business Management
Individual Assignment
Module Code & Title
BLB10022-3ERMC
Prepared By
Dinal Madushan Appuhamy CB004424
HF1431BM
Date of Submission
30thMay 2014
Instructor
Dr. Mahesha Samarathunga
Submitted in partial fulfillment for the degree of
Bachelor of Arts (Hons) in Business Management
Word Count: 2189
Abstract
In the modern business arena, a major position is given to the term, conflict management where
every world renounced organizations such as multinationals and large scale business
organizations have taken steps to establish their own conflict management procedures and
policies. Further Pammer and Killian (2003), state in their book, “Handbook of conflict
management” that, to establish a sound and effective working environment in a modern business
organization, being thorough about conflict management styles is crucial.
This report is about how the conflict situation included in a case study in Harvard business
review by Maruca (1998) can be managed by using the developed theories of conflict
management and the key findings of this report can be illustrated as follows:
Virtual organizations need proper planning and management when compared with
traditional organizations and if it is correctly done, many advantages can be achieved.
All working groups can’t be considered as teams and teams are most effective and
productive way of getting the work done in organizations.
The dominating behavior of Penny was the major cause for the conflict to arise and
among the three models explained, Rizzo and Carroll’s model was considered as the best
approach for conflict management.
If Craig had followed an integrating style and both Allison and Penny had followed a
compromising style, this conflict would have been managed.
Table Of Contents
Introduction....................................................................................................................................................5
Section 01.......................................................................................................................................................6
1.1 Virtual Organizations.........................................................................................................................6
1.2 Virtual organizations versus Traditional organizations......................................................................6
1.3 Case Analysis.....................................................................................................................................7
Section 02.......................................................................................................................................................8
2.1 Groups versus Teams.........................................................................................................................8
2.2 Case analysis......................................................................................................................................9
Section 03.....................................................................................................................................................10
3.1 What conditions caused conflict?....................................................................................................10
3.2 What options were available to resolve the conflict?......................................................................11
3.2.1 Evaluation of De Bono’s Model (1985).....................................................................................12
3.2.2 Evaluation of Rizzo and Carroll Model (1986)...........................................................................13
3.2.3 Evaluation of Khun and Poole’s theory on conflict resolution (2000).......................................14
3.3 Can the rift between Allison and Penny be mended?......................................................................15
Section 04.....................................................................................................................................................15
Conclusion...................................................................................................................................................18
Reference List..............................................................................................................................................19
Appendix......................................................................................................................................................20
List of Tables
Table 1: Virtual organizations versus Traditional organizations..................................................................7Table 2: Groups versus Teams.....................................................................................................................8Table 3: Evaluation of Rizzo and Carroll’s Model.......................................................................................14Table 4: Evaluation of Rahim’s model of conflict management.................................................................16Table 5: Situations where conflict managing styles are appropriate and inappropriate...........................17Table 6: Conditions creating conflict situations.........................................................................................20Table 7: Evidence table..............................................................................................................................23
List of Figures
Figure 1: ABC Conflict Triangle..................................................................................................................11Figure 2: Conflict management Styles.......................................................................................................15
Introduction
The report analyze and discuss about a case study taken from Harvard Business Review
regarding a conflict situation occurred in an offsite team in a virtual organization and the key
aims of this report are as follows.
1. Critically analyze whether new virtual organizations need more thoughtful planning and
attentive management than traditional work places do.
2. Discuss the statement, “Not all working groups are team” by Katzenbach and Smith
(1993), considering evidence from the case study.
3. Analyze and discuss the major causes and conditions which led to the conflict by giving
evidence from the case study.
4. Critically evaluate the options that were available to resolve the conflict by considering
conflict management concepts and give an opinion whether the rift between Allison and
Penny could be mended.
5. Critically understand what is meant by conflict management styles and discuss the
importance of it when determining conflict outcomes.
In order to meet the following aims, the report is structured in the following manner where aim
one is discussed in section one and the aim number two is dealt in section two. The next two
aims are analyzed in section three and the final aim is dealt in section four. In order to prepare
this case analysis, some of the key text books related to employee relations and some of the
leading articles from ACASS and CIPD were utilized.
Section 01
1.1 Virtual Organizations According to Harvard Business School (2000), virtual organizations can be defined as the
organizations that are using internet based virtual workspaces for their communication and
business purposes and these organizations have been formed by a temporary or permanent
collection of geographically dispersed individuals, groups or departments where it has made
possible for the businesses to eliminate the geographical boundaries of traditional organizations.
Currently, most of the world renowned business organizations are applying this new business
trend in their businesses and Hewlett- Packard is such a company that is using this trend
effectively where their whole operations process is likened through a virtual workspace.
When considering about the organizational structure of a virtual organization, it can illustrated
from two different viewpoints. When analyzing it from an authority point of view, one can
clearly identify that the structure is non-hierarchical and decentralized and when it is analyzed
from a communication standpoint, it is clear that the structure is somewhat hierarchical and
centralized (Ahuja and Carley, 2006).
1.2 Virtual organizations versus Traditional organizationsAccording to Heneman and Greenberger (2002), when comparing virtual organizations with
traditional workplaces, both of these have their own benefits and pitfalls and these differences
can be demonstrated through a table as follows.
Organizational Attribute Virtual Organization Traditional Organization
Streamlined Priority is given to outsourcing the work beyond the core line of the business
All the work is done inside of the business
Flexible Able to shift focus and change way of working to meet market and consumer needs
Decision making structure and highly specialized roles make shifts in work slow and difficult
Communication Free flowing without regard to level or role in organization. Electronic media such as E-mail, intranet and instant messaging are modes of communication.
Occurs through schedule meetings in conference rooms, from leaders to employees. Formal hierarchical memos are the mode of communication.
Management of work
and workers
Blurred lines between personal and work time. Deadlines driven by customer needs. Variety of work status from part time to telecommunicating, off site, etc.
Hierarchical structure of managers and employees reporting to managers. Formal working hours. Workers are fulltime regular and may have unionized organization to work.
Information Constantly shared by many Held by a few. Distributed formally.
Table 1: Virtual organizations versus Traditional organizations
Source: Heneman and Greenberger (2002)
Hemingway and Breu (2003), states that most of the modern day organizations are seeking to
establish virtual workspaces in their organizations by considering the advantages and benefits
that can be obtained such as cost effectiveness and flexibility.
1.3 Case Analysis When going through the case study, “How do you manage an off-site team?” by Maruca (1998),
one can sense that virtual organizations need proper planning and attentive management when
compared with traditional organizations. There are number of key reasons for this. The first
cause for this can be identified as the company lacking a proper structure for delegating power
and designations. When going through Allison’s e-mail which is in paragraph C3, it can be
clearly understood that Allison and Penny had an issue for the designation of team leader in the
Pnobscott campaign team and it has been one of the reasons for the conflict between them.
Metso & Kutvonen (2005), states that management theories and techniques can’t be changed or
ignored even in modern virtual organizations. As delegation of authority is considered as one of
the key concepts in business management, it is crucial to follow that concept.
The next key reason for the cause can be identified as manager’s lack of knowledge and inability
to lead an off-site team using effective communication skills. When referring the case study,
Craig, head of the business to business division states in paragraph B3, that he had no issue
earlier when all the employees were working beneath one roof under his supervision and all
these conflicts were arise after forming off-site teams. This clearly shows his inability to deal
with off-site teams. Malhotra et al. (2007), states that, to manage an off-site team, a manager
should be able to establish and maintain trust through the use of communication technology
within the team members, manage virtual work-life cycle and monitor team progress using
technology. Craig was unable to do any of these effectively and that was the reason for the
conflict to occur.
By considering the above facts, it can be concluded that virtual organizations need more
effective planning and attentive management when compared with traditional organizations and
if it is done effectively, virtual organizations world bring more beneficial factors compared with
traditional work places.
Section 02
2.1 Groups versus TeamsAccording to Katzenbach and Smith (1993), the difference among groups and teams can be
illustrated through a table as follows.
Groups Teams
Strong clearly focused leader Shared leadership roles
Individual accountability Individual and mutual accountability
purpose is the same as the
organizational mission
Specific team purpose that the team itself
delivers
Runs efficient meetings Encourages open-ended discussion
Measures its effectiveness indirectly
by its influence on others
Measures performance directly by
assessing collective work products
Table 2: Groups versus Teams
Source: Katzenbach and Smith, (1993)
As illustrated in the above table, one can clearly understand that the two terms, a group and a
team have their own characteristics and differences and Katzenbach and Smith (1993), further
states in their article, “The Discipline of Teams”, that working groups can be employed in an
organization if it doesn’t demand effective joint work products, but if the company needs to be
more productive and increase the performance, it is crucial to employee an effective team to get
the work done.
2.2 Case analysis As stated by Katzenbach and Smith (1993), an effective team should comprise of five key
characteristics and it can clearly jot down as follows. (1) A meaningful common purpose that the
team has helped safe (2) Specific performance goals that flow from the common purpose (3) A
mix of complementary skills (4) A strong commitment to how the work gets done and (5)
Mutual accountability. When going through the case study of Maruca (1998), it can be clearly
recognized that the Pnobscott team is lacking some of the characteristics mentioned above.
Paragraph C4 clearly shows that the Pnobscott team members are not working to achieve the
common goals of the team, but they are working to defend themselves, where Allison says that
she would not be able to deliver the service for the client on time as she has to spend time on
defending herself from Penny in front of the client. So it is clear, that the Pnobscott team has no
commitment towards getting the work done and achievement of common goals of the team.
When reading paragraph A3 of the case study, it is evident that the team also lacked a proper mix
of complementary skills and it can be proved by Penny’s disability to have proper
communication with the team members. As stated by Katzenbach and Smith (1993), to be an
effective team, all the team members should be equipped with problem-solving and decision-
making and interpersonal skills. But the Pnobscott team members are lacking all these three
skills.
The Pnobscott team has also ignored the key characteristic that every team should have which is
the mutual accountability among the team members as specified by Katzenbach and Smith
(1993). As stated in the case study in paragraph A2, Penny disagreeing with Allison regarding
the schedule just in front of the client clearly conveys that this team has no mutual accountability
among the team mates. Harrison et al. (2002), further states in his article, if there isn’t proper
understanding among the team members, that team would probably fail and it will also bring
many drawbacks to the organization.
When considering the above facts, it can be proved that the statement “Not all working groups
are team” by Katzenbach and Smith (1993), has become true and if an organization needs to
form a successful and effective team, first the organization should consider the key
characteristics stated by Katzenbach and Smith (1993) and then the key factor that should be
reflected is whether the team members have mutual understanding among each other.
Section 03
3.1 What conditions caused conflict? As stated by De Bono (1985), conflict situations arise because of two major reasons which can
be illustrated as disagreement within people and people are concerned with fear, force, fairness
and funds. When going through the case study of Maruca (1998), it can be clearly understood
that some of the reasons mentioned above have directly affected to cause the conflict situation
between Allison and Penny. In paragraph A2, it clearly shows that one of the key causes for the
clash between Allison and Penny was the disagreement among them regarding the schedule.
When further reading the case study, it is evident that the perception of fear and fairness
discussed by De Bono (1985), has affected the conflict to arise. Evidence for this can be
provided from paragraph C4, where Allison says that she has to spend 90% of her time to defend
herself from Penny in front of the client where it clearly demonstrates the perception of fear. In
paragraph C6, perception of fairness is undoubtedly seen where Craig meets Penny alone already
knowing that there is a conflict situation between Allison and Penny.
Filley (1975) has also discussed nine major conditions which create conflicts and it is
demonstrated in the Table 01 in the Appendix.
Another way to identify the causes
for conflict situations is the
ACB model introduced by
Galtung (2009). The ABC model is
illustrated in figure 01 given below.
Figure 1: ABC Conflict Triangle
Source: Galtung (2009)
According to Galtung (2009), all the three attributes, conflict, attitudes and behaviors are
connected as shown in the figure above. The interconnection between these attributes can be
clearly seen in the conflict situation of Allison and Penny. When going through paragraph C4 of
the case study, it is evident that Allison’s perception was to defend herself from Penny in front of
the client and because of that attitude she informed Craig about the situation and this can be
identified as her behavioral pattern to face the conflict. When considering Penny, she had an
attitude that Penny’s performance was not enough and her behavior is somewhat different than
Allison, where she contradicted Allison just in front of the client as said in Allison’s e-mail in
paragraph A2. When considering the above scenarios, it is evident that both attitudes and
behaviors are causes to create a conflict.
3.2 What options were available to resolve the conflict?The author has taken into consideration, three main theories related to conflict resolution which
are De Bono’s model, Rizzo and Carroll model and Khun and Poole’s theory and using these
theories the author has been able to demonstrate the options which were available to resolve the
disagreement between Allison and Penny.
3.2.1 Evaluation of De Bono’s Model (1985)De Bono (1985), in his conflict resolution model states that when two groups or individuals face
a conflict situation, they can react in four ways and it can be jot down as fight, negotiate,
problem solving and design. This model can be related to the case study of Maruca (1998) as
follows.
Allowing the two parties to fight is the first approach of conflict resolution introduced by
De Bono (1985). When considering the facts from the case study, it can be clearly
evaluated that this approach is not worth while in this kind of conflict situation and it can
be used if the situation has driven to worse scenario such as courtroom situation.
Negotiation is the next approach. According to De bono (1985), this kind of an approach
can be used in the starting age of a conflict situation. If Craig influenced on the situation
at the very first he received the first e-mail from Allison, this approach would have been
successful, but at the moment it is very difficult to resolve this conflict through
negotiation.
The next approach introduced is problem solving where it identifies the root cause of the
conflict situation, removes it and take actions to make it normal. But as stated by De
Bono (1985), it is difficult and sometimes impossible to get the situation back to normal.
Craig would have used this approach to solve the conflict, but it is doubtful that the
situation will become normal because of reasons such as past conflicts and
misunderstandings between Allison and Penny as mentioned in paragraph B4.
As the final approach, De Bono (1985) has stated that, designing a strategy to make the
conflict situation normal will be more effective than the above approaches. If Craig has
used this approach, he would have been able to resolve the problem easily, but when
reading the case study, it can be understood that Craig lacks creativity to design a strategy
to resolve the conflict as he a traditional thinker who imagines that misunderstandings
among women are natural and ignores the conflict situation as mentioned in paragraph
B5.
3.2.2 Evaluation of Rizzo and Carroll Model (1986)Tosi et al. (1986), suggests that there are three main techniques that can be used to manage
conflicts and these techniques are illustrated in the table given below.
Approach Evidence from the case study
01. Style
Suggests that different conflict management
behavioral styles (competition, collaboration,
compromise, avoidance or accommodation)
can be encouraged to resolve the conflict.
According to the case study in Paragraph
B5, it can be seen that Craig has followed an
avoidance style by ignoring the conflict. He
should be encouraged to follow a
compromising style towards the situation.
According to paragraph A2 and C2, Penny
has followed a competitive behavioral style
on Allison and she should follow an
accommodative style to resolve the
situation.
As seen in paragraph B4 Allison has
followed an accommodative style where she
declined Penny’s offer to write a letter to the
client regarding the miscommunication
behavior. But she would have been
encouraged to follow a compromising
behavioral style.
02. Improving organizational practices
This means improvement of organizational
practices such as;
improvement policies, procedures and rules
altering communications
changing reward systems;
can be used to resolve conflict situations.
The best practice that would have been done
by Craig was to improve the offsite team
communication system by providing better
intranet chat rooms and training the team
members.
03. Special role and structure
According to Rizzo and Carroll (1986), a
manager has to;
initiate structural changes needed
shoulder liaison functions, and
act as an integrator to resolve conflicts.
As mentioned in the case study, Craig has
been unable to do his job as the line
manager where he fails to appoint
designations among the staff members (see
paragraph C3) and ultimately fails to resolve
the conflict.
Table 3: Evaluation of Rizzo and Carroll’s Model
Source: Author’s work based on Tosi et al. (1986)
3.2.3 Evaluation of Khun and Poole’s theory on conflict resolution (2000) According to Khun and Poole (2000), management of conflict is categorized into two sections as
distributive and integrative. When considering distributive approaches, mostly conflicts are
considered as results of fixed amount of positive outcomes where one side ends up winning and
the other losing; and integrative model see conflict as a chance to integrate the needs and
concerns of both groups and make the best outcome possible (Mukhtar, 2012).
According to this theory, if distributive approach is being followed, both Allison and Penny will
have to share the conflict responsibility and at the end, one party would win and other party will
have to give up. If integrative approach is being used, the best thing to do is to identify the root
course of the conflict and take actions to manage the conflict. As the line manager, Craig would
have involved in managing the conflict as said in the integrative approach.
According to author’s view, among the theories discussed, Rizzo and Carroll’s model is the best
approach for conflict management because this model includes all the criteria needed to
effectively manage a conflict situation.
3.3 Can the rift between Allison and Penny be mended? As stated by Rahim (2002), conflicts can be either resolved or managed and according to him,
conflict resolution means reducing or eliminating the conflict and conflict management suggests,
managing the conflict while minimizing the negative outcomes. When going through the case
study of Maruca (1998), it can be clearly seen that the rift between Allison and Penny has gone
too far and now it is very difficult to resolve the conflict. The best thing that should be done is to
use correct and effective conflict management techniques to manage the argument. According to
author’s view, Craig should be more aware with these techniques and if he does so, he would be
able to manage the rift among Allison and Penny and reduce the negative outcomes.
Section 04
According to Rahim (2002), five main conflict management styles can be identified as illustrated
in the figure given below. Rahim (2002) has introduced this model by developing the conflict
resolution theory of Thomas and Kilman (1976).
Figure 2: Conflict management Styles
Source: Rahim (2002)
Conflict Management Styles Description1. Integrating style
High concern for self and others
This style involves openness, exchange of information, looking for alternatives to reach effective solutions.
This is the best style that can be used for management of any conflict situation.
If Craig had followed this style, he would have managed the conflict effectively.
2. Obliging style Low concern for self and high
concern for others
Associated with attempting to play down the differences and emphasizing commonalities to satisfy the concern of the other party.
As reflected in paragraph A3, Allison is following a kind of obliging style.
It is inappropriate because Allison knows that she is not wrong and Penny bears the whole responsibility of the conflict.
3. Dominating style High concern for self and low
concern for others
This style is identified with win or loses orientation or with forcing behavior to win one's position.
Penney’s behavior is more towards this style when considering paragraphs A2 and C2 where she threatens Allison about her performance review and bonus.
4. Avoiding style Low concern for self and
others
Associated with withdrawal, buck-passing, or sidestepping situations.
Craig’s behavioral style is mostly equal to avoiding style where it clearly illustrates in paragraph B4 and B5 which shows Craig ignoring the conflict situation just imagining it is natural among women.
5. Compromising style Intermediate in concern for
others and self
Involves give and take whereby both parties give up sometimes making a mutually acceptable decision.
This is the conflict management style that Allison and Penny would have followed to manage the conflict between them.
Rahim (2002) has developed these five conflict management styles by considering the two
variables, concern for others and concern for self. The table below illustrates how the case study
of Maruda (2002) in HBR, can be dealt with the following conflict management styles.
Table 4: Evaluation of Rahim’s model of conflict management
Source: Author’s work based on Rahim (2002)
According to Rahim (2002), if the proper conflict management style is applied in the conflict
scenario, one could easily manage the conflict while minimizing the negative outcomes to the
victims as well as to the organization. To illustrate this link between the adoption of the correct
conflict handling style and the final outcome Rahim (2002), has developed a table showing
appropriate and inappropriate situations where each management style can be utilized.
Conflict style Situations where
appropriate
Situations where
inappropriate
Integrating Issues are complex
One party alone cannot
solve the problem
Time is available for
problem solving
Task or problem is simple
Immediate decision is
required
Other parties are unconcerned about the outcome
Obliging You believe that you may
be wrong
Issue is more important to
the other party
Issue is important to you
You believe that you are
right
The other party is wrong or
unethical
Dominating Issue is trivial
Quick decision is needed
Issue is important to you
Issue is complex
Issue is not important to you
Avoiding Issue is trivial
Cool off period is needed
Issue is important to you
Prompt attention is needed
Compromising Goals of parties are
mutually exclusive
Parties are equally powerful
Temporary solution to a
complex situation is needed
One party is more powerful
Problem is complex enough,
need problem solving
approach
Table 5: Situations where conflict managing styles are appropriate and inappropriate
Source: Rahim (2002)
When going through the above table, it is clearly seen that each conflict management style can
be used in different kind of scenarios and if it is correctly applied considering appropriateness, it
will be easy to resolve conflicts. When reading the case study of Maruca (1998), it can be clearly
seen that the major cause for the conflict to become more serious is the mishandling of
appropriate conflict management styles. According to author’s view, if Craig had followed an
integrating style and both Allison and Penny had followed a compromising style, this conflict
would have been managed.
Conclusion
The key aims of this report was to analyze whether virtual organizations need more planning and
management when compared with traditional organizations, analyze the variations between
working groups and teams, discuss the causes and conditions leading to conflicts, evaluate the
options available to resolve the conflicts and finally understand the term conflict management
styles and importance of it when determining conflict outcomes.
In section one, it was investigated that virtual organizations need proper planning and
management when compared with traditional organizations and if it is correctly done, many
advantages can be achieved. In section two, it is proved through theory and case analysis that all
working groups can’t be considered as teams and teams are most effective and productive way of
getting the work done in organizations. Further more in section three, it was investigated, that the
dominating behavior of Penny was the major cause for the conflict to arise and among the three
models explained, Rizzo and Carroll’s model was considered as the best approach for conflict
management. Finally in section four, Rahim’s model of conflict management styles was deeply
analyzed and concluded that, if Craig had followed an integrating style and both Allison and
Penny had followed a compromising style, this conflict would have been managed.
Reference List
Ahuja, M. & Carley, K. (2006). Network structure in virtual organizations. Journal of Computer-Mediated Communication.
De Bono, E. (1985). Conflicts: A Better Way to Resolve Them. London: Harrap.
Filley, A.C. (1975). Interpersonal Conflict Resolution. Glenview IL: Scott, Foresman.
Galtung, J. (2009) Theories of conflict: Definitions, dimensions, negations, formations. [ONLINE] Available at: http://www.transcend.org/files [Accessed 25 May 2014]
Harrison, D., Price, K., Gavin, J. and Florey, A. (2002). Time, teams, and task performance: Changing effects of surface-and deep-level diversity on group functioning. Academy of management journal, 45(5), pp.1029--1045.
Harvard Business Publishing. (2000). Organizational behavior: Harvard Management Communication letter. Volume 3
Hemingway, C. & Breu, K. (2003). From traditional to virtual organisation: implications for work unit boundaries.. pp. 778--787.
Heneman, R. & Greenberger, D. (2002). Human resource management in virtual organizations. 1st Ed. Greenwich, Conn.: Information Age Pub.
Katzenbach, J. and Smith, D. (1993). The discipline of teams. Harvard Business Review, 83(7), p.162
Kuhn, T., & Poole, M. S. (2000). Do conflict management styles affect group decision making? Human Communication Research, 26, 558-590.
Malhotra, A., Majchrzak, A. & Rosen, B. (2007). Leading virtual teams. The Academy of Management Perspectives. 21 (1). pp. 60--70.
Maruca, R. (1998). How do you manage an off-site team?. Harvard Business Review. 76 (4). pp. 22--30.
Metso, J. & Kutvonen, L. (2005). Managing virtual organizations with contracts.
Mukhtar, U. (2012). Identification of frequent use of Conflict Management Styles in Pakistan Academia, Banking & Industrial Sector.
Pammer, W. and Killian, J. (2003). Handbook of conflict management. 1st ed. New York: Marcel Dekker.
Rahim. M. A., (2002). Toward a new theory of managing organizational conflict. The international journal of conflict management Vol. 13, No. 3, pp. 206-235
Thomas, K.W., & Kilman, R.H. (1976). Conflict Mode Instrument. Tuxedo, New York
Tosi, H.L., Rizzo, J.R., & Carroll, S.J. (1986). Organizational Behavior. New York,
Appendix
Appendix 01
Conditions initiating conflict
situations
Evidence from the case study
1. Ambiguous jurisdictions Occurs when the designations and work
boundaries of two individuals are not specified.
Clearly seen in paragraph C3 where a formal
leader of the Pnobscott team is not assigned by
Craig.
2. Communication barriers Occurs when communication barriers cause
misunderstanding and argument.
Clearly expressed in paragraph B3 that Craig
has found it difficult to manage the offsite team
because of communication problems.
3. Behavioral regulation This means the whole team gets negatively
affected because of one person’s bad behavior.
Evident when going through paragraph C4
where it said by Allison that the whole team is
unable to deliver work on time because of
Penny’s behavior.
4. Unresolved prior conflicts This means conflicts which remain unsettled
over time create anxiety and stress, which can
further intensify existing conflicts.
It is stated by Craig in paragraph B4 that
Allison and Penny had some bad history and
this has also been a cause for the current
conflict.
Table 6: Conditions creating conflict situations
Source: Author’s work based on Filley (1975)
Question No.
Related theories and models
Evidence from the case
Does the evidence support the theory model
Additional reading done
Additional comments
01 See Paragraph C3
Show how ambiguous jurisdictions affects conflict situations
Refer book “Managing virtual organizations with contracts” by Metso & Kutvonen (2005)
See Paragraph B3
Shows Craig’s inability to manage an offsite team.
See article “Leading virtual teams” by Malhotra et al. (2007)
02 Characteristics of a team
See Paragraph C4
According to the theory, strong commitment towards how to get the work done and achievement of the common goals is ignored by the Pnobscott team.
See article “The discipline of teams” by Katzenbach and Smith (1993) and “Time, team and task performance changing effects of surface and deep level diversity on group functioning” by Harrison et al. (2002)
Pnobscott team can not considered as a successful team when considering the evidencesSee Paragraph
A3 Pnobscott team members are
lacking problem solving, decision making and interpersonal skills.
See paragraph A2
The key characteristic, mutual understanding is ignored by the team members.
03 What conditions cause conflicts according to De Bone (1985) and Filley (1975)
See Paragraph A2
Disagreement among people (Allison and Penny) has caused the conflict.
Refer book “Conflicts: A Better Way to Resolve Them” by De Bono (1985)
See Paragraph C4
Perception of fear discussed by De Bono (1985) is clearly seen in Allison where she says she has to spend time defending herself from Penny.
Refer book “Conflicts: A Better Way to Resolve Them” by De Bono (1985)
See Paragraph C6
Perception of fairness is clearly seen where Craig, the line manager meets Penny alone which an unfair situation to Allison.
Refer book “Conflicts: A Better Way to Resolve Them” by De Bono (1985)
ABC model See paragraph A2, C4 and C6
Clearly shows how attitudes and behaviors of people cause conflicts according to Galung (2009).
Refer article “Theories of Conflict” by Galtung (2009)
De Bono’s conflict resolution model
See paragraph B4 and B5
According to De Bono (1985), the best approach is designing a conflict resolution method and Craig has failed to achieve it.
Refer book “Conflicts: A Better Way to Resolve Them” by De Bono (1985)
Rizzo and Carroll’s conflict management model
See paragraph A2, C2 B4 and C3
It explains three main approaches that can be used to manage conflicts.
Refer book “Organizational Behaviour” by Rizzo and Carroll (1986)
04 Rahim’s model See paragraphs A3, A2, C2, B4 and B5
It clearly demonstrates what conflict management styles were followed by Craig, Allison and Penny and further states what styles they would have followed to manage the conflict.
Refer article “Toward a theory of managing organizational conflict” by Rahim (2002)
Table 7: Evidence table