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RESOLVING CONFLICTS IN THE WORKPLACE

2007 Thomson/South-Western. All rights reserved.. 162. AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO:. Recognize that handling disagreements and conflicts in the workplace is a component of supervision.Identify and contrast five styles that are inherent in conflict-resolution approaches.Dist

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RESOLVING CONFLICTS IN THE WORKPLACE

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    1. © 2007 Thomson/South-Western. All rights reserved. RESOLVING CONFLICTS IN THE WORKPLACE

    2. © 2007 Thomson/South-Western. All rights reserved. 16–2 AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO: Recognize that handling disagreements and conflicts in the workplace is a component of supervision. Identify and contrast five styles that are inherent in conflict-resolution approaches. Distinguish between supervisory handling of employee complaints in any work setting and grievances in a unionized situation. Explain the major distinctions between grievance procedures, complaint procedures, and alternative dispute resolution (ADR) procedures.

    3. © 2007 Thomson/South-Western. All rights reserved. 16–3 AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO: (cont’d) Describe the supervisor’s role at the initial step in resolving a complaint or grievance, especially the need for open and frank communication. Identify guidelines for supervisors to follow to resolve complaints and grievances effectively.

    4. © 2007 Thomson/South-Western. All rights reserved. 16–4 Disagreement and Conflicts Are Part of the Workplace Substantive Conflict Conflict between individuals because of what should be done or what should occur. Personalized Conflict Conflict between individuals that occurs because the two parties do not like one another.

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