Assignment代寫參考:Conflict Management in the Workplace: Causes and Effects

Assignment代寫參考-工作場所的沖突管理：原因和影響。本文是一篇留學生Assignment寫作范文，主要內容是講述沖突是一個讓人產生分歧的過程。這通常是一個過程，其中一方意識到其利益受到另一方的反對或負面影響。沖突可能是由于利益相關方的不同意見，或由于某些相關方可能具有的“顯示”權威而產生的。它可以分為實質沖突和情感沖突。實質性沖突是對目的或目標及其實現方式的分歧。情緒沖突通常是由憤怒、不信任、恐懼等情緒引起的。下面是這篇留學生Assignment代寫參考的全部內容，供參考。

INTRODUCTION 引言
What is conflict?什么是沖突？
Conflict is a process that involves people disagreeing. It is usually a process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict could be created due to different opinions of the interested parties, or due to the “show” of authority that some of the involved parties might have.
It can be separated in substantive conflict and emotional conflict. Substantive conflict is a disagreement over ends or goals and the means for their accomplishment. Emotional conflict is usual coming out over feeling of anger, mistrust, fear, etc. In addition, conflict may be classified in three types: 此外，沖突可分為三種類型：
Intrapersonal conflict, interpersonal conflict and intergroup conflict.
個人內部沖突、人際沖突和群體間沖突。
TYPES OF CONFLICT 沖突類型
Intrapersonal Conflict 個人內部沖突
Intrapersonal conflict arises within a person. It is a fight you have to give with your ego, in front of several solutions for a decision you have to take. For example, if you are a sales manager and you are in front of a deal that you have to make on time with a customer, you might have to decide, either to close it according to your company’s usual policy, or based mostly on your customer needs. In this occasion you are facing an intrapersonal conflict. To be more specific, in case you proceed with the first choice you will be ok with your company, but you may disappoint your customer and this can cause problems either in your personal relationship with him, or in your sales volumes. If you follow the second option, then you might have problems with your company, but you will probably improve your relationship with your customer and as a result the sales volumes as well. But, of course, you’re taking a big risk, in case the sales results will not come as you have planned. This example could be a typical, usual, daily intrapersonal conflict of many employees in several organizational environments.
人與人之間產生沖突。這是一場你必須與你的自我斗爭，在你必須做出的決定的幾個解決方案面前。例如，如果你是一名銷售經理，而你正面臨著一項必須按時與客戶達成的交易，那么你可能必須做出決定，要么根據公司的常規政策，要么主要根據客戶的需求來完成交易。在這種情況下，你面臨著一場內部沖突。更具體地說，如果你選擇了第一個選擇，你會對你的公司感到滿意，但你可能會讓你的客戶失望，這可能會導致你與他的個人關系出現問題，或者你的銷售量出現問題。如果你選擇第二個選項，那么你可能會與公司有問題，但你可能會改善與客戶的關系，從而提高銷售量。但是，當然，你要冒很大的風險，以防銷售結果不會如你所計劃的那樣。這個例子可能是幾個組織環境中許多員工的典型的、通常的、日常的內部沖突。
Interpersonal Conflict 人際沖突
Many companies suffer because of interpersonal conflicts, due to high competition (internal or external), different personalities of those who are decision makers in a company, authority showing, etc.
許多公司都會因為人際沖突、高度競爭（內部或外部）、公司決策者的不同性格、權威表現等原因而受到影響。
Interpersonal conflict is arriving between colleagues, CEOs, boards of director, etc. and actually can be created in any level of a company. It is a usual reason which tends employees to resign. We have all faced during our working experience colleagues and managers fighting each other. Most of the times “these fights” or strong disagreements guide to problematic relationships between staff and finally in resign of those that “don’t want to go a step back”. It is important to refer that according to one research, “31.9% of CEOs quitted from their jobs, because they had conflicts with the board of directors”. (Whitehouse, K. 2008, January 14).
人際沖突在同事、首席執行官、董事會等之間發生，實際上在公司的任何級別都可能發生。這是導致員工辭職的常見原因。在我們的工作經歷中，我們都遇到過同事和經理之間的爭斗。大多數時候，“這些爭斗”或強烈的分歧會導致員工之間的關系出現問題，最終導致那些“不想后退一步”的員工辭職。值得一提的是，根據一項研究，“31.9%的CEO辭職，因為他們與董事會有沖突”。
“CEOs of competing companies might also have public conflicts. For example, in 1997, Michael Dell was asked what he would do about Apple Computer. “What would I do? I’d shut it down and give the money back to shareholders.” Ten years later, Steve Jobs, the CEO of Apple Inc., indicated he had clearly held a grudge as he shot back at Dell in an e-mail to his employees, stating, “Team, it turned out Michael Dell wasn’t perfect in predicting the future. Based on today’s stock market close, Apple is worth more than Dell”. (Haddad, C. 2001, April 18)”.
“競爭公司的首席執行官也可能會發生公共沖突。例如，1997年，邁克爾·戴爾被問及他將如何處理蘋果電腦?！拔以撛趺崔k？我會關閉電腦，然后把錢還給股東?！笔旰螅O果公司首席執行官史蒂夫·喬布斯（Steve Jobs）在給員工的一封電子郵件中表示，當他回擊戴爾時，他顯然懷恨在心，他說：，“團隊，事實證明邁克爾·戴爾在預測未來方面并不完美。根據今天的股市收盤價，蘋果的價值超過了戴爾”。
Intergroup Conflict 群體間沖突
Intergroup conflict takes place among different groups. Types of groups may include different departments in a company, employees and management, or competing companies in a market. Departments may conflict over budget planning. For example marketing budget or equipment budget usually creates a big conflict between marketing or production management or the general management.
群體間沖突發生在不同群體之間。集團的類型可能包括公司中的不同部門、員工和管理層，或市場中的競爭公司。各部門可能會在預算規劃上發生沖突。例如，營銷預算或設備預算通常會在營銷或生產管理或一般管理之間產生巨大沖突。
Employees and management may disagree on work rules and procedures. 員工和管理層可能在工作規則和程序上存在分歧。
Suppliers may conflict with each other on the quality of goods, or in the pricing policy they’re promoting in the market.
“For example, we will refer below a typical labor issue when a joint venture between two airline companies has taken place:
Canadian Air and Air Canada pilots were facing long term personal and legal conflicts when the two airlines’ seniority lists were combined following the merger Seniority. This fact is a valuable and scarce resource for pilots, because it helps to determine who flies the newest and biggest planes, who receives the best flight routes, and who is paid the most. In response to the loss of seniority, former Canadian Air pilots picketed at shareholder meetings, threatened to call in sick, and had ongoing conflicts with pilots from Air Canada” (Stoykewych, R. E. 2003, March 7).
供應商可能在商品質量或他們在市場上推廣的定價政策上相互沖突。             
“例如，當兩家航空公司成立合資企業時，我們將在下面提到一個典型的勞工問題：             
拿大航空公司和加拿大航空公司的飛行員面臨著長期的個人和法律沖突，這兩家航空公司的資歷名單在合并后合并。這一事實對于飛行員來說是一個寶貴而稀缺的資源，因為它有助于確定誰駕駛最新和最大的飛機，誰獲得最好的飛行路線，誰獲得最多的報酬。作為對資歷喪失的回應，前加拿大航空公司飛行員在股東大會上糾察，威脅要請病假，并與加拿大航空公司的飛行員不斷發生沖突”。
POTENTIAL CAUSES OF CONFLICT 沖突的潛在原因
Organizational Structure 組織結構
Conflict can be created depending on the organizational Structure that a corporation follows. “For example, if a company uses a matrix structure as its organizational form, it will have decisional conflict built in, because the structure specifies that each manager report to two bosses” (Jaffe, D. 2000).
沖突的產生取決于公司遵循的組織結構?！袄?，如果一家公司使用矩陣結構作為其組織形式，它將產生決策沖突，因為該結構規定每個經理向兩個老板匯報”。
“For example, global company ABB Inc. is organized around a matrix structure based on the dimensions of country and industry. This structure can lead to confusion as the company is divided geographically into 1,200 different units and by industry into 50 different units.” (Taylor, W. 1991, March-April).
“例如，全球公司ABB Inc.是以基于國家和行業維度的矩陣結構為基礎組建的。這種結構可能會導致混亂，因為該公司在地理上劃分為1200個不同的單位，在行業上劃分為50個不同的單元。”
Employees’ Benefits differentiation 員工福利差異
Resources offered from corporations as extra benefits to their employees such as money, time, and equipment are often a “problem”. Competition among people or departments for different benefits is a frequent cause for conflict. For example, cars, mobile phones, credit cards, laptops are benefits that are offered not in all the employees, or not with the same value. For example salesmen might have different car according to their position in the company. This small issue can cause big conflicts. Differentiation in salaries of people in the same position level, but with different performance can as well create conflicts. Human beings are always jealous and feel unfair.
公司提供給員工的額外福利（如金錢、時間和設備）往往是一個“問題”。人們或部門之間為了不同利益而進行的競爭是沖突的常見原因。例如，汽車、手機、信用卡、筆記本電腦等福利并不是所有員工都能享受的，或者價值不一樣。例如，銷售人員可能會根據他們在公司的職位而擁有不同的汽車。這個小問題可能會引發大沖突。同一職位水平但表現不同的人的工資差異也會產生沖突。人類總是嫉妒并感到不公平。
Task Interdependence 任務相互依賴
Task interdependence could be another cause of conflict. This issue is coming when your success or your achievement in your objectives is also depending on other people performance. For example, when you are a project engineer and you have to complete a building construction in timelines with the correct way and the planned resources, it might be a big success for you, but you have to be supported for example, from the electrician, the plumper, the builder, the supplier of the materials, etc. If you lose control, you will probably have big conflicts with all your above coordinators.
任務相互依存可能是沖突的另一個原因。當你的成功或目標的實現也取決于其他人的表現時，就會出現這個問題。例如，當你是一名項目工程師，你必須以正確的方式和計劃的資源按時完成建筑施工，這對你來說可能是一個巨大的成功，但你必須得到電工、管工、建筑商、材料供應商等的支持。如果你失去控制，您可能會與上述所有協調員發生重大沖突。
Incompatible Goals 不兼容的目標
Sometimes conflict arises when two parties think that their goals are exclusively in their responsibilities. Within an organization, incompatible goals often arise because of the different ways department managers are approaching them. For example, a sales manager who’ s bonus system depends on sales figures, believes that he has to offer higher credit periods in a big client, in order to earn bigger sales volumes. But the financial manager whose bonus terms, might depend on how fast the clients pay their amounts is disagreeing with this option. Then these two managers may conflict each other, because they focus on their personal interests and not on the company’s common goal. Unless this issue is not resolved with the intervention of someone who has the authority to overlap those two, they might continue conflict without coming up to a solution.
有時，當雙方認為自己的目標完全屬于自己的責任時，就會產生沖突。在一個組織內，由于部門經理處理目標的方式不同，常常會出現不兼容的目標。例如，一位銷售經理的獎金制度取決于銷售數據，他認為他必須為大客戶提供更高的信用期，以獲得更大的銷售額。但財務經理的獎金條款可能取決于客戶支付金額的速度，他不同意這種選擇。然后這兩位經理可能會發生沖突，因為他們關注的是個人利益，而不是公司的共同目標。除非這一問題不能通過有權將這兩個問題重疊的人的干預來解決，否則他們可能會繼續沖突而無法找到解決方案。
Personality Differences 個性差異
Personality differences among personnel are something common and usual. Many times you’re arguing with your colleagues, because you see things and issues in different way based on your ethics and your growing environment. Matching of the personalities and team spirit is a difficult thing, through a corporation and needs a special care from the Human Resource management department.
人員之間的性格差異是常見的。很多時候，你和你的同事爭論，因為你根據你的道德和成長環境，以不同的方式看待事情和問題。通過一家公司，性格和團隊精神的匹配是一件困難的事情，需要人力資源管理部門的特別照顧。
Communication Problems 溝通問題
In many occasions conflict arises out of problematic communication system, such as unread-forgotten emails or dealing with people who don’t give feedbacks in your inquiries, or they often forget to reply. Then conflicts are a typical result, usually from the involved parties who try to drop the fault each one in the other. Consequently, many working hours are lost in finding where the mistake in the communication history was.
在很多情況下，沖突都是由有問題的溝通系統引起的，比如未讀的忘記郵件，或者與在你的詢問中沒有給出反饋的人打交道，或者他們經常忘記回復。然后，沖突是一種典型的結果，通常來自于試圖相互推卸責任的相關方。因此，許多工作時間都在尋找溝通歷史中的錯誤所在。
OUTCOMES OF CONFLICT 沖突的結果
Conflict can be dysfunctional if it affects negatively an organization, leads to low performance, or in the worst case, to workplace violence. To understand how to get to a positive effect of conflict, we first need to understand its causes, consequences, and tools to help manage it. “If conflict is too low, then performance is low. If conflict is too high, then performance also tends to be low”.The positive thing is to keep conflicts in the middle of this “thin line”. Most of us might have the opinion that it is quite strange to try in leave conflicts existing in middle levels, but as we will see in the following paragraphs, we can definitely have positive outcomes.
如果沖突對組織產生負面影響，導致績效低下，或者在最壞的情況下，導致工作場所暴力，那么沖突可能是功能失調的。要了解如何實現沖突的積極影響，我們首先需要了解沖突的原因、后果和幫助管理沖突的工具。“如果沖突太低，則性能很低。如果沖突太高，則性能也往往很低”。積極的一面是將沖突保持在這條“細線”的中間。我們中的大多數人可能會認為，試圖解決中層存在的離職沖突是很奇怪的，但正如我們將在以下段落中看到的那樣，我們肯定會有積極的結果。       
Positive outcomes include the following: 積極成果包括
Creation of bigger range in quality ideas 創造更大范圍的優質創意
Identifying and bring in the surface the “dark” inaccurate cases 識別并揭露“黑暗”的不準確案例
Clarification of individual views that build learning 闡明構建學習的個人觀點
Improvement of participation and creativeness 提高參與度和創造力
Motivate your employees in participate in useful discussions and improve their negotiations skills within healthy procedures 激勵員工參與有益的討論，并在健康的程序內提高他們的談判技巧
Examples of negative outcomes 負面結果示例
Increased stress and anxiety among personnel, which guide in low performance and personal satisfaction 員工壓力和焦慮加劇，導致績效和個人滿意度低下
Feelings as being defeated and humiliated, which affect negatively individuals’ morale 被擊敗和羞辱的感覺，對個人的士氣產生負面影響
A mistrust climate, which reduce working relationships, collaboration and teamwork.一種不信任的氣氛，會減少工作關系、協作和團隊合作。
CONFLICT STAGES 沖突階段
Latent Conflict. Latent conflict is visible conflict waiting to happen.潛在沖突。潛在沖突是等待發生的可見沖突。
Felt Conflict. Felt conflict is experienced as discomfort and tension.感覺沖突。感覺到的沖突表現為不適和緊張。
Perceived Conflict. Perceived conflict is the awareness that we are in a conflict situation.感知沖突。感知沖突是指意識到我們處于沖突狀態。
Manifest Conflict. After conflict is perceived and felt, it may or may not become open, or manifest.表明沖突。在感知和感受到沖突之后，它可能會變得公開，也可能不會變得明顯。
Conflict Aftermath. Conflict is likely to breed more conflict and, when it does, that conflict is likely to take on a life of its own. (Gholipour A. 2006).沖突后果。沖突很可能滋生更多的沖突，當沖突發生時，這種沖突很可能會自生自滅。
CONFLICT MANAGEMENT STYLES 沖突管理風格
Everyone in his personal life has his own style in facing conflicts. In the following paragraphs you can see the most well known – frequent and usual approaches in conflict management.
在個人生活中，每個人在面對沖突時都有自己的風格。在以下段落中，您可以看到沖突管理中最常見的方法。
Avoidance 回避
Avoidance is a conflict style, where the involved parties or groups are pretending that everything is fine, while “inside of them” they feel that there is a serious problem. Avoidance can also be an occasion where some of the parties are quitted from the conflict issue, not so much interested in find the solution, since it might considered from their side as a non personal obligation, or because they “unlike” the other parties’ opinion. In low levels and not so important issues, this style can be sometimes a good solution, but usually it finally guides in bad working environment and relationships.
回避是一種沖突方式，即當事方或團體假裝一切都很好，而“他們內部”卻覺得存在嚴重問題?；乇芤部赡苁且环N情況，即一些當事方退出沖突問題，對找到解決辦法不太感興趣，因為這可能被他們一方視為非個人義務，或者因為他們“不同”其他當事方的意見。在低級別和不那么重要的問題上，這種風格有時是一個很好的解決方案，但通常在糟糕的工作環境和人際關系中，它最終會起到指導作用。       
Accommodation 調解
The accommodating style of conflict management is more cooperative than the previous one. In this style, the one party offers or accepts, what the others believe that it is correct. This type of person is usually afraid to argue with their opponents because either they believe that they will destroy their relationships with them, or they feel that they will not come up to a solution. We can say that from one side they’re giving up their proposals. This style is a good way to manage conflicts, but you might lose proposals or ideas, which could be interesting from the person that always go a step back in front of the most dominant persons.
沖突管理的通融風格比前一種更具合作性。在這種風格中，一方提供或接受他人認為正確的東西。這類人通常害怕與對手爭論，因為他們要么認為自己會破壞與他們的關系，要么覺得自己無法找到解決方案。我們可以說，從一個方面來說，他們放棄了他們的建議。這種風格是管理沖突的好方法，但你可能會失去建議或想法，這對那些總是在最占優勢的人面前后退一步的人來說可能很有趣。
Compromise 妥協
The compromising style is always referred as the “middle-level solution”. In this style all the involved persons are “giving a little” of them in order to come up in the best solution. We can say that it is a kind of bargaining. It is a quite effective in overpass conflicts usually without negative outcomes.
妥協的風格總是被稱為“中層解決方案”。在這種方式下，所有參與的人都會“付出一點”，以便找到最佳解決方案。我們可以說這是一種討價還價。它在天橋沖突中非常有效，通常不會產生負面結果。
Competition 競爭
People often show a competitive style to in order to achieve their goals or to perceive the other parties following their ideas. Competition may create bad relationships with others, if one is always trying to maximize his own outcomes at the expense of others’ well-being. “This approach may be effective if one has strong moral objections to the alternatives or if the alternatives one is opposing, are unethical or harmful”.
人們通常表現出一種競爭的風格，以實現他們的目標或感知其他各方遵循他們的想法。如果一個人總是試圖以犧牲他人的福祉為代價最大化自己的結果，那么競爭可能會與他人產生不良關系。“如果一個人對替代方案有強烈的道德反對，或者如果他所反對的替代方案是不道德的或有害的，這種方法可能是有效的”。       
Collaboration 協作
Collaboration is a conflict management style that is almost similar to effective negotiation or to win-win solutions. In this occasion both of the involved parties may conflict each other, but they always try to find the best solution, which can satisfy all of them and also serves the common goal. For example if an employee is performing well in his job obligation and he is asking to attend an MBA program in order to improve more his management skills, then he may ask from his company to pay the program for him. Then the manager can propose to him: “Yes I will pay your MBA program, but you have to stay 2 years more in the company, after you will have finished it. Otherwise you will return back our paid amounts”. It sounds like a fair solution for both of the sides.
協作是一種沖突管理方式，幾乎類似于有效談判或雙贏解決方案。在這種情況下，雙方可能會發生沖突，但他們總是試圖找到最好的解決方案，既能滿足所有人的要求，又能實現共同目標。例如，如果一名員工在工作職責上表現出色，為了提高管理技能，他要求參加MBA課程，那么他可能會要求公司為他支付課程費用。然后，經理可以向他提議：“是的，我會支付你的MBA課程，但你必須在公司多待兩年，等你完成后。否則，你會退還我們支付的金額”。這聽起來對雙方都是一個公平的解決方案。
APPROACHES TO CONFLICT RESOLUTION 解決沖突的方法
Change the Composition of the Team 更改團隊組成
If the conflict is between colleagues then a good solution could be, separating the personalities that are creating the biggest problems. “In circumstances where conflict is attributed to the widely different styles, values, and preferences of a small number of members, replacing some of these members may resolve the problem. If that’s not possible because everyone’s skills are needed on the team and substitutes aren’t available, consider a physical layout solution. Research has shown that when known antagonists are seated directly across from each other, the amount of conflict increases. However, when they are seated side by side, the conflict tends to decrease”. (Howat, G., & London, M. 1980)
果沖突發生在同事之間，那么一個很好的解決辦法就是將造成最大問題的性格分開?！叭绻麤_突歸因于少數成員的風格、價值觀和偏好大相徑庭，那么更換其中一些成員可能會解決問題。如果因為團隊中需要每個人的技能而沒有替代者而無法做到這一點，請考慮物理布局解決方案。研究表明，當已知的對手落座時彼此直接面對，沖突的數量增加。然而，當他們并排坐在一起時，沖突往往會減少”。
Create a Common Opposing Force 創建共同的反對力量
Group conflict within a corporation can be reduced by turn their attention on a common enemy such as the competition. For example, two product managers might argue in which of their two products are going to spend more marketing expenses, each trying to get more resources in order to promote more his product to the market. Then instead of fighting each other, it would be better someone to turn them in focusing on a competitive product and get them responsible how to develop their products together, much more than the competition to the market.
通過將注意力轉向共同的敵人，例如競爭對手，可以減少公司內部的群體沖突。例如，兩個產品經理可能會爭論他們的兩個產品中的哪一個將花費更多的營銷費用，每個人都試圖獲得更多的資源，以便將更多的產品推向市場。那么，與其相互爭斗，不如有人讓他們專注于一種有競爭力的產品，并讓他們負責如何共同開發產品，而不僅僅是市場競爭。       
Consider Majority Rule 考慮多數原則
Group conflict can be dramatically reduced by using the “traditional” majority rule process. In this case every one of the involved parties is proposing an idea and then all together vote in order to choose the one with the higher votes. Majority rule could be a creative process, but it has to be followed always with creative discussions and not operating as an easy solution for decreasing conflicts, through groups or persons. Sometimes it has negative outcomes, when most of the times the same persons’ ideas frequently “pass”. Then the other members of the procedure might feel that something unfair is going on, as for example the “cliques” creation between persons that voting all the time their personal ideas.
通過使用“傳統”多數規則流程，可以顯著減少群體沖突。在這種情況下，每一個相關方都在提出一個想法，然后大家一起投票，以選擇得票率較高的一個。多數原則可能是一個創造性的過程，但必須始終遵循創造性的討論，而不是通過團體或個人作為減少沖突的簡單解決方案。有時它會產生負面結果，而大多數時候，同一個人的想法往往會“過時”。然后，程序的其他成員可能會覺得正在發生一些不公平的事情，例如，在一直投票的人之間建立“派系”，他們的個人想法。
Problem Solve 解決問題
“Problem solving is a common approach to resolving conflict. In problem-solving mode, the individuals or groups in conflict are asked to focus on the problem, not on each other, and to uncover the root cause of the problem. This approach recognizes the rarity of one side being completely right and the other being completely wrong”.
“解決問題是解決沖突的常見方法。在解決問題的模式中，沖突中的個人或群體被要求關注問題，而不是彼此，并找出問題的根本原因。這種方法認識到一方完全正確而另一方完全錯誤的罕見性”。
CONCLUSION 結論
Summarizing all the above described in this assignment, we can easily realize that conflict management is a very important issue in workplace. We cannot evaluate how it could be solved, or which is the best way to manage or approach to its resolution. It would be definitely positive for companies to set up conflict policies, so they can control better such problems. But the assured thing is that, even policies would be set up, every manager, every employee has to be careful and try to take advantage of the positive effects that conflict can give. Thus, in order to achieve this, everyone has to “do it” with his own style, since he has to adapt his behavior depending on the working environment he is occupied. If we think again that conflict guides in violence in workplace, but can guide also to creative solutions, integrative negotiations, passion for participating in problems solving, we have to individually think and drive ourselves at the positive part of conflict results.
總結assignment范文中的所有上述內容，我們很容易意識到沖突管理是工作場所中非常重要的問題。我們無法評估如何解決問題，也無法評估解決問題的最佳方式。公司制定沖突政策肯定是積極的，這樣他們就能更好地控制此類問題。但可以肯定的是，即使制定了政策，每一位經理、每一位員工都必須小心謹慎，努力利用沖突可能帶來的積極影響。因此，為了實現這一點，每個人都必須以自己的風格“做”，因為他必須根據所處的工作環境來調整自己的行為。如果我們再次認為沖突會導致工作場所的暴力，但也會導致創造性解決方案、綜合談判、參與解決問題的熱情，那么我們就必須單獨思考并促使自己積極參與沖突的結果。本站提供各國各專業assignment代寫或指導服務。