Organizational Behaviour & Management for Scotts- myassignmenthelp

Question: Discuss about theOrganizational Behaviour Management for Scotts Garments. Answer: The authors view point and the purpose of the first article Conflict is a process which occur when one party perceives the other party has or is negatively about to affect something that the first cares about. In the first article, the author views conflict as good and necessary to a group to perform its functions effectively. This is because conflicts energize debates, improve responsiveness, increase cohesion, and re-examine assumptions among the members of the group. The author addresses conflict, conflict management, conflict resolution, and highlights ways of coming up with valid outcomes for the good of both parties. The article highlights, conflict to be as a result of two or more parties differing in ideologies, incompatibility of goals, different interpretation of some facts, and also disagreements of a behavioral expectations of an organization. The author suggests that cooperativeness and assertiveness models should be used to address conflict resolution. The article clear outlines the avoidance applicable when the problem is trivial, relationship conflict, and when time is needed to cool (UNDERSTANDING CONFLICT MANAGEMENT AND RESOLUTION IN SCOTTS GARMENTS LTD, 2015). Strengths and limitations The journal is important and relevant because it address different types of conflicts, different ways of solving conflicts, taking into considerations the interests of all parties involved. The paper suggests negotiations, comprising, collaboration, and competing as measures to handle a conflict. The article in contradiction, points conflict as hindrance to any groups effective performance. The paper did not address comprehensive the destructive form of conflicts leaving organization with little information on how to address the same (Mayer and Louw, 2009). Value or contributions The article stated, the human relations view (1940-1970) of conflicts as natural and inevitable in day to day life. He gives massive information on constructive forms of conflicts. The article greatly points out that people should focus on discussion and should respect conflicting parties interests and facts (Kiitam, McLay and Pilli, 2016). References Stevahn, L. and King, J. (2005). Managing Conflict Constructively in Program Evaluation. Evaluation, 11(4), pp.415-427. Tjosvold, D., Wong, A. and Feng Chen, N. (2014). Constructively Managing Conflicts in Organizations. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), pp.545-568. https://www.researchgate.net/publication/261181240_Constructively_Managing_Conflicts_in_Organizations?enrichId=rgreq-e92a038c-a13b-46bb-9589-625c478c5f76enrichSource=Y292ZXJQYWdlOzI2MTE4MTI0MDtBUzo5OTYxMDEzNTYyOTgyNUAxNDAwNzYwMzE1MTE5el=1_x_3 The authors view point and the purpose of the second article The author suggests the following constructive ways of managing conflicts in organizations; providing free expression of ones own views, listen and understand opposing ones, and then integrate them. Further, the article clearly indicates that, mutual benefit relationships are preliminaries or antecedents for open-minded discussions. The paper addresses the skills and relationship that can help managers to deal with conflict complexities, broaden and deepened thinking on open-minded discussion, check when ones own thinking or idea is inappropriate. Throughout the work teamwork is brought out as useful as it promotes open discussions by the parties. Through review of the literature review, the article amplifies teamwork as a vehicle that promotes diverse perspectives and integrating them. Different frameworks to establish model of constructive conflict management has been pointed out. The paper further points at dialogue as a high quality solution approach. Various researches have sugg ested different ways of arriving at the end goal of the paper, for instance, mutual benefit relationship forms the foundation of open-mindedness discussion, dynamics of open-minded discussion lead to skills and norms which managers and employees need (Stevahn and King, 2005). Strengths and limitations The paper demonstrates conflict as an important aspect since it provides the room for conventional thinking to be challenged, threatened, opportunities identified, and new solutions found. The open-minded solutions addressed in the paper strengthen relationships and restores respect among the partners. Individual benefits are also pointed out as one feels connected to others. The overall strength of the paper lies in the fact it outlines different managing styles which include; integrating, obliging, compromising, dominating and avoiding. On limitations, the paper provides different concepts and terms that are closely related and which may obscure the process and considers traditional methods of conflict management. Value or contributions Different models as used in the paper help the readers to understand the antecedent actions to open-minded discussion of conflict management. Finally, the paper proposes all the perspectives put together which lead to mutual benefit relationship. Similarities and differences In both articles conflict is consider important. Discussions and dialogue are pointed in both articles as ways of settling disputes. The second paper clearly indicates teamwork as a vehicle that promotes cohesion within the parties while the first article overlooks the strength of teamwork. Difference in conclusion The first article concludes by highlighting negotiation process as a vital tool of managing conflicts while the second paper adopted mutual benefit relation process as an antecedent to open-minded discussions. The second article author employs a wide review of literature which provides more detailed approach to constructive conflict management (Tjosvold, Wong and Feng Chen, 2014). Questions about the topic Conflict resolution approaches. Conflict management approaches. Management style from the table Number Choice 1 3 2 1 3 2 4 5 5 2 6 1 7 5 8 1 9 4 10 2 11 4 12 3 13 1 14 5 15 4 16 1 17 3 18 1 19 4 20 2 Yielding 3+1+4+1=9 Compromising 1+5+3+3=12 Forcing 2+1+5+1=9 Problem solving 5+4+5+4=18 Avoiding 2+2+4+2=10 From the above information problem solving forms the best management style. References Kiitam, A., McLay, A. and Pilli, T. (2016). Managing conflict in organisational change. International Journal of Agile Systems and Management, 9(2), p.114. Mayer, C. and Louw, L. (2009). Organisational conflict: Reflections on managing conflict, identities and values in a selected South African organisation. SA Journal of Human Resource Management, 7(1). Understanding Conflict Management And Resolution In Scotts Garments Ltd. (2015). ELK Asia Pacific Journal of Human Resource Management and Organisational Behaviour.