Description
Instructions
In your role as NoJax's organizational behavior consultant, you continue to focus on the area of conflict management. NoJax currently has some constraints within their structure that have the potential to create conflict and lacks the necessary relationship-based structure to handle them. To address or avoid conflict, some strategies and processes will need to be implemented.
You will need to consider the information presented in the company background document and information within the module to conduct your conflict management assessment. Identify potential areas of conflict within the management structure and organizational constraints that may be affecting decision making. Address the following in your report:
- What do you perceive to be constraints in the structure that may hinder effective decision making and why?
- Using the decision-making process, identify and explain ways NoJax can make decisions more effectively.
- How can the elements and techniques of negotiation be used to reduce potential conflict with employees?
- Identify and explain the steps in conflict management that NoJax should use to address issues that they may encounter.
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Explanation & Answer
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Running head: CONFLICT WITHIN MANAGEMENT STRUCTURE
Conflict within Management Structure
Name:
Institutional affiliation
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CONFLICT WITHIN MANAGEMENT STRUCTURE
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Conflict within Management Structure
Constraints in the Structure
The use of matrix structure could hinder NoJax’s effective decision-making due to time
constraints. The structure used by the company could result in decision strangulation as there are
too much democracy and less action. It creates constant delays for debate. Although some of the
decisions could be well thought, they are likely to take too long to be useful. It could also lead to
managers having the power of watering down some of the bold initiatives. The structure at
NoJax Inc. could also cause constant clearing. In the organization, the employees have to clear
the issues with the division and department managers before agreeing to product decisions (Hall,
2013). It implies that the stakeholders have to discuss any matter in at least two meetings or
more. For example, the first meeting could comprise of a discussion and reviewing of the issue at
hand by the product manager. In the second meeting, the managers have to discuss with all the
department heads that have a de facto veto over product decisions.
Another limitation could be as a result of contradictions. In NoJax’s structure, the
employees are likely to attend multiple meetings such as departmental and the respective product
division meetings. In some circumstances, the information conveyed by one department or unit
could differ from that of the other because of misinterpretation hence leading to confusion.
Unclear directives could hinder effective decision-making as the functions are not working
towards the achievement of...