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Com 330 - Analyzing Personal Conflict Management Style Paper

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Analyzing Personal Conflict Management Style Paper

Jose M Vidal


December 5, 2011

University of Phoenix

Analyzing Personal Conflict Management Style Paper

To be an effective manager, you need to understand the basic styles of management, and when they are or are not appropriate. What follows is one of the most common styles of management, and when it is appropriate to use this style. A situational manager adapts his management style to the changing needs of a business or to changing requirements of customers. This style of management can have either a positive or negative impact depending on the skill of the manager involved. A good manager in a normal working environment will be emotionally in control, be very approachable, and will demonstrate good time management skills.

One style of conflict management is the "cooperation" approach, where the manager attempts to create cooperation and teamwork among the members of a team who have a conflict. This approach is usually successful when all the members are open to suggestion and cooperation, and want to alleviate their differences. The key to cooperation in conflict management is to find and approve of common answers that will resolve issues while creating cooperation and cohesiveness between team members. Managers must be open to early mediation and problem solving, so that conflicts do not spiral out of control.

Negotiation should also begin early, and everyone involved in the conflict should be part of the negotiation process. It must be realized that while negotiation can bring positive results, it may not result in the final process being agreeable to everyone, but it should meet enough criteria to create a new and harmonious situation, rather than. A manager who uses the cooperation form of conflict management will interact with his or her team, and is open to accommodation and change. Fear of management and their techniques can be quite devastating to individuals and teams, and creating a feeling of trust and cooperation is probably one of the most important keys to creating a thriving and contented work environment, peer environment, and client environment. While it may seem effective in the short term (hopefully the problem will simply disappear), it is quite damaging in the end.

While I certainly admire the cooperation approach to conflict management, and understand its value, I am more of a non-assertive and quiet individual, and I do not enjoy conflict with my peers or my superiors. Conflicts, no matter how trivial or large, generally do not disappear, and if allowed to fester they will usually become much more problematic the longer they are ignored. They also understand the value of compromise if it is necessary, and are accommodating rather than assertive in their management and conflict resolution techniques. I also understand that if I am to be a success at conflict management, I must challenge myself more, and use approaches that are more positive to conflict management, rather than fall back into avoidance and its negative connotations.

Avoidance as a conflict management technique is not appropriate, and I recognize the need to change this pattern of behavior, and address conflicts head on, rather than avoiding them and creating larger problems in the end. First, it is a positive reaction to what can be a negative or stressful situation, and it creates a feeling of well being throughout the team members. Avoidance is quite the opposite of cooperation for a number of reasons. Their concern for others and for the success of the project is their primary goal, and they use effective and honest techniques to manage conflicts and misunderstandings.

Unfortunately, I tend to be a practitioner of avoidance when it comes to conflict management and resolution. I do not enjoy conflict, and so, I tend to avoid it rather than welcome it with open arms. Cooperation is a positive form of conflict resolution for a variety of reasons. Developing effective management skills to deal with specific challenges and problems of each organization is the urgent needs of many businesses and organizations in the global competitive environment, rapid changing of technology and environment. The new tendency of training and development of successful organizations over the world today is developing effective skills in dealing with specific challenge of their own organization to reach their own mission and objectives in the new organization that characterized by networked, flat, flexible, diverse, global organization.

Conflict is defined as a disagreement of persons or groups of persons considering a situation as inconsistent with their own interests. A conflict can oppose somebody to himself or herself (internal conflict), to other persons, groups of persons or to institutions Conflicts about task definition and execution are caused by the way organizational processes have to be adapted or transformed to fit with IT process requirements (for examples: how invoices and orders must be established, new data codification, signature validation process). These conflicts



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