Conflict Stress Management - 4611 Words

1.0 INTRODUCTION Stress and conflict are two major issues any organisation faces. They are inevitable in all facets of life, be individual or organisational. If not handled well they can be a hindrance for the company performance. Conflict and stress both varies according to the organisation and its culture. But both need to be managed well to avoid unnecessary problems. Conflict is a perception. Surveys show that employees spend as much as 42% of their time engaging in or attempting to resolve conflicts and 20% of managers’ time is taken up by conflict related issues (Gupta, Boyd, Kuzmits, 2011). This valuable time can be utilised in making the organisation a more efficient and an effective one. Organisations which fail to address†¦show more content†¦amp; Vohra N., 2011:441). It is that point in an ongoing activity when an interaction crosses over to become an interparty conflict. Conflict can be seen as good and bad with corresponding positive and negative outcomes where this would all depend on how one views conflict. There are three basics views of conflict. These are the Traditional view, the Interactionist view and Managed conflict view. The traditional view sees conflict as bad and something that must be eliminated through the use of authority. Poor communication, lack of openness and failure to respond to employee needs could be seen as few of the causes. The interactionist view is that conflict is desirable, necessary for high performance teams and should be encouraged. The contemporary view is that conflict is inevitable and it may be positive or negative but it must be managed to be beneficial. Nippon Lanka follows a more interactionist view where conflict is encouraged and the company is of the view that a perfectly cooperative, harmonious group would hinder dynamism, creativity and innovation where a minimal level of conflict is needed to prevent a lacklustre, uninterested attitude among the group. As mentioned earlier, not all conflicts are good, and this view only supports functionalShow MoreRelatedConflict Management and Stress Management: How to Handle Them as an Administrator988 Words   |  4 PagesConflict management and stress management: How to handle them as an administrator Although conflict management and stress management are two distinct topics, they are interrelated. A conflict-ridden workforce can be extremely stressful, and high levels of stress can produce conflict. Both need to be managed for the workplace to function in an effective manner. From an administrators point of view, certain structural reforms can make conflict easier to deal with. 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